An Investigation of Individual Reactions to Quality Circles: Findings From Two Firms
Nottenburg, Gail
This item is only available for download by members of the University of Illinois community. Students, faculty, and staff at the U of I may log in with your NetID and password to view the item. If you are trying to access an Illinois-restricted dissertation or thesis, you can request a copy through your library's Inter-Library Loan office or purchase a copy directly from ProQuest.
Permalink
https://hdl.handle.net/2142/70454
Description
Title
An Investigation of Individual Reactions to Quality Circles: Findings From Two Firms
Author(s)
Nottenburg, Gail
Issue Date
1984
Department of Study
Business Administration
Discipline
Business Administration
Degree Granting Institution
University of Illinois at Urbana-Champaign
Degree Name
Ph.D.
Degree Level
Dissertation
Keyword(s)
Psychology, Industrial
Abstract
The current research was initiated for a number of reasons. First, there have been no cross-organizational studies, and very few studies by third parties, of Quality Circle effects and effectiveness. The importance of knowing what one may reasonably expect from a Quality Circle program seems undeniable, particularly given their popularity. The current research, therefore, is organized around the testing of hypotheses of individual reactions to Quality Circles. Finally, little attention has been devoted in the literature to the interaction between the organization, with its unique culture and history, and the structure of an intervention, whether it is Quality Circles or some other intervention, as it affects the success of the intervention. The current research thus also focuses on this issue.
The research combines a variety of data sources to shed light on these issues. A questionnaire was developed to permit testing of the hypotheses, and along with certain organizational measures, to identify the actual effects of Quality Circles. Interviews and observations were also used in the investigation of the impact of organizational factors on the Quality Circles and their effectiveness.
The results from this research indicate that Quality Circles alone have little impact on a variety of attitudinal and work behavior measures, except reactions to the phenomenon itself. Moreover, differences in results across the two organizations suggest that two contextual factors (i.e., extent of support by middle management and the degree to which the Quality Circle can alter work processes) are important variables affecting individual reactions to Quality Circles.
This research effort is viewed as a significant first step toward generating an understanding of what Quality Circles are and do. While in many ways the design and methodology employed may be less than ideal, they do provide for an increased knowledge of Quality Circles as well as illuminate directions and areas where further research might concentrate.
Use this login method if you
don't
have an
@illinois.edu
email address.
(Oops, I do have one)
IDEALS migrated to a new platform on June 23, 2022. If you created
your account prior to this date, you will have to reset your password
using the forgot-password link below.
