ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918686

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918687

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

摘要:

The worldwide total quality (TQ) movement, which emphasizes quality, continuous improvement, empowerment, and teamwork, is redefining the context in which workers behave in organizations. Traditional human resources (HR) processes appear to be more compatible with the bureaucratic organization than with the TQ organization. For instance, some of these HR processes tend to be static rather than dynamic, and oriented to the individual rather than the team. This article addresses the concern of how HR processes, such as job analysis, recruitment, selection, training, performance appraisal, and discipline, should adapt to support the cultural changes occurring in TQ organizations. Implications and directions for future research are also considered.

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918688

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

摘要:

The differences between total quality management (TQM) and quality management (QM) have not been clearly defined. The purpose of this research is to show these differences using an empirical analysis of the two literatures. Abstracts, titles, and subject listings of 538 TQM and 592 QM articles are content analyzed for evidence of 86 business topics. The results show that the TQM and QM literatures place distinctly different emphases on many of the topics.It is shown that when the termtotal qualityoccurs in an article, the likelihood that it includes a discussion of implementation, philosophy, teamwork, empowerment, and continuous improvement more than doubles, and the difference is highly statistically significant. On the other hand, the specific business functions of finance, marketing, research, and sales show statistically significant decreases in occurrence frequency in the TQM literature. Certain other topics, even those that are emphasized by leaders in the field, show little change. For example, the topics of fear, barriers, coercion, and threats, which are strongly associated with the teachings of Deming, do not show statistically significant occurrence rate differences between the two literatures. Thus, even though TQM is called Deming-style management in some texts, it appears that TQM embodies a set of topical priorities that are independent of some of Deming's teachings.

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918689

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

摘要:

Much has been written about Deming's philosophy and its role in creating a total quality environment in the workplace. The quality literature abounds with success stories of“Demingized”firms. To date, however, there has been no empirical research that tested the impact of Deming's philosophy on quality performance, or examined the interrelationships among Deming's practices. This may be attributed to the lack of existing reliable and valid measures of Deming's 14 principles. This article develops operational measures of Deming's 14 principles using data collected from 173 business unit managers. The psychometric properties of most of the proposed measures are found to be reliable and valid. Such measures can serve as valuable tools to industry practitioners and researchers. Managers can use these measures as a benchmarking tool to self-audit their total quality management (TQM) culture, based on Deming's framework, and to identify their strengths and weaknesses. Researchers can use these measures to better understand Deming's philosophy by building models and by testing hypotheses relating Deming's measures to firms' quality performance, productivity, market share, and employee morale.

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918690

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

摘要:

What is total quality management (TQM)? Does it work? To address these important questions, this article reports results of a study of quality managers' perceptions on TQM. A survey was mailed to 250 quality control professionals to test relationships between TQM use and important process/outcome constructs. A response rate of about 75 percent was attained. The empirical evidence suggests that TQM brings increased quality and productivity, along with improved customer and employee satisfaction. Moreover, significant structural equation mode! links were found among the following: cooperation, employee satisfaction, product quality, productivity, and customer satisfaction. Cooperation triggers a chain reaction of positive outcomes. Implications for TQM practice and theory can be drawn from the results.

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918691

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

摘要:

Empirical data obtained from a questionnaire completed by 165 practicing managers are used to identify critical factors and current business trends that are associated with quality dimensions. The four dimensions of quality examined are customer satisfaction (CS), employee satisfaction (ES), employee service quality (ESQ), and organizational performance (OP). Twelve types of firms were investigated by considering a combination of the following: industry, presence of quality department, size of firm, and age of the firm. Some of the important results are as follows:There is a big divergence in managers' perceptions on the factors that influence quality dimensions.Different models exist to explain the variations in organizational performance for the different types of firms. For example, in service firms with a quality department, perceived employee satisfaction is the only significant variable in explaining the variation in perceived OP, when OP is expressed as a function of CS, ES, and ESQ. Surprisingly, for service firms without a quality department, perceived CS, ES, and ESQ are significant variables in explaining the variation in OP.Teamwork, job security, training programs and opportunities, and employee relations were found to be significantly associated with OP, CS, ES, and ESQ (p<0.1) for all types of firms.Organizational performance was found to be statistically dependent on CS, ES, and ESQ for most types of firms.There are mixed results on the association of current business trends (that is, social responsibility, total quality management, environmental issues, globalization, and management of change) with OP, CS, ES, and ESQ.

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918692

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918693

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor