ISSN:0277-8556    

DOI:10.1002/npr.4040120302

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040120303

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractAlthough boards of directors of U.S. corporations are becoming much more outspoken on a number of fronts, boards are clearly not in the driver's seat when it comes to setting basic quality policy at their companies. A survey by ASQC (American Society for Quality Control) and the Gallup organization reveals that both top managers and outside directors at American corporations hold very firmly to the belief that quality policy is a matter for management, not the board, and that when boards do deal with quality issues, they take a fairly reactive position. Some observers believe that the conflict between board and management is resulting in fundamental and permanent change in their roles. This current turmoil in corporate governance and the evolving state of the quality effort within many organizations combine to create unprecedented opportunities for astute managers to influence the course of change in board/management relations.

ISSN:0277-8556    

DOI:10.1002/npr.4040120304

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractSometimes the greatest barrier to making quality work is the human one. Duke Power Company committed itself to overcoming that barrier by completely revamping its rewards system. The company took rewards and benefits that had been stitched together like a patchwork quilt for nearly ninety years, and reshaped them into a system that focuses on quality, motivates employees to excellence, and supports strategic business objectives.

ISSN:0277-8556    

DOI:10.1002/npr.4040120305

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractAre rewards the key to motivating scientists, engineers, and technical personnel to come up with creative ideas? Shouldn't the salary they receive provide enough motivation? This article answers these questions by detailing the effects of the reward programs in place at Eglin Air Force Base in Florida. Experience is a good teacher, but the lessons learned by Eglin can teach other organizations how to avoid experiencing some pitfalls on the road to total quality.

ISSN:0277-8556    

DOI:10.1002/npr.4040120306

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractMany teachers of total quality, following the lead of W. Edwards Deming, suggest that TQM and performance appraisal are incompatible. Indeed, Deming lists “evaluation of performance, merit rating and annual review” as the third of his “Seven Deadly Diseases.” Why can't TQM and performance appraisal co‐exist? At the center of the case against performance appraisal are the fundamental values and principles of TQM. TQM requires customer‐consciousness, systems‐thinking, an understanding of variation, an appreciation of teamwork, a mastery of improvement methods, and an understanding of the process of personal motivation and learning. These very requirements of TQM are subverted by performance appraisal. TQM requires us to understand, control, and improve processes for the benefit of the customer. Performance appraisal aims at controlling an individual's behavior to the satisfaction of his or her manager. The two approaches represent a fundamental choice for leaders: one or the other; not both.

ISSN:0277-8556    

DOI:10.1002/npr.4040120307

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractDespite gainsharing's long history and its increasing use, little attention has been directed toward understanding how it works to affect organizational performance. The most common explanations are either philosophical claims (for example, gainsharing provides identity, equity, and involvement), single‐cause/either‐or explanations (for example, money or employee involvement motivates, gainsharing changes the culture), or static lists that emphasize management issues and tend to ignore dynamic relationships among the many factors identified. These explanations do not provide much help to someone designing a gainsharing program. An answer to the “how” question is important because it would provide gainsharing program designers with a useful model by which to guide their efforts. In addition, it would help those individuals interested in the gainsharing concept to distill higher quality information from gainsharing literature, discussions with gainsharing experts, and site visits.To find out how gainsharing affects organizational performance, the authors asked managers at a papermill identified here as “Commonwealth Paper” to note the company operations and performance areas that they believed were affected by their gainsharing program and to describe how they believed the program affected those operations and areas. On the basis of their descriptions, a causal model was developed that depicts the key variables, cause‐and‐effect relationships, and feedback loops that show how the gainsharing program works to affect Commonwealth Paper's performance. The core of the model suggests that gainsharing affects organizational performance by providing additional forces—both financial and social‐psychological—for achieving performance goals. This article presents that model, the general insights that it provides, and what it suggests for gainsharing program design.

ISSN:0277-8556    

DOI:10.1002/npr.4040120308

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractVery little research has been done on profit sharing, though it is an old compensation design idea rooted in the nineteenth century. After well over one hundred years, compensation specialists still do not know whether the various types of profit‐sharing plans affect employee performance. Even the identification of ideal conditions under which profit‐sharing plans are thought to operate presents problems from the standpoint of design. One such condition is the revelation (or non‐revelation) by management of how the profit‐sharing fund is created and apportioned to eligible employees. This article focuses attention on the managerial decision to reveal the details of funding formulas and analyzes the pros and cons of revealing fixed (defined) and discretionary formulas. It also discusses under what circumstances revealing the formula would benefit management.

ISSN:0277-8556    

DOI:10.1002/npr.4040120309

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractIn response to increasing competition in the communications satellite business and a desire for continuous improvement of its operations and business systems, Hughes Space and Communications Company (HSC) developed an internal evaluation and corrective action (IECA) system that has become the cornerstone of its continuous improvement effort. This system involves and emphasizes the critical evaluation and improvement of processes rather than the mere confirmation that work performed complies with procedural requirements, which is characteristic of traditional auditing.

ISSN:0277-8556    

DOI:10.1002/npr.4040120310

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractMost managers by now have been exposed to a variety of programs designed to reengineer processes, change corporate culture, empower employees, and continuously improve quality and reduce costs. To facilitate these changes, there are a host of tools, methodologies, and specialists in total quality management, organizational development, change management, and productivity improvement. Largely because of these new managing methods in the last decade American businesses have improved quality and become more competitive in the global marketplace.But as organizations rush to determine which program or approach will sustain their viability in the long run, they often institute several change programs, all attempting to accomplish the same thing. Organizational transformation would be more efficient and effective if these independent initiatives were synergistically integrated. Few industries could benefit more from a holistic approach to transformation than health care. This article describes how Memorial Medical Center in Springfield, Illinois, is reducing costs and improving quality through an integrated transformation approach that reengineers operating systems, streamlines organizational structures and decision making, and builds teamwork—all through a focus on the needs and expectations of the customer.

ISSN:0277-8556    

DOI:10.1002/npr.4040120311

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY