An Examination of the Effects of a Quality Circles Program on Attitudinal Variables in Two DoD Installations
AIR FORCE INST OF TECH WRIGHT-PATTERSONAFB OH SCHOOL OF SYSTEMS AND LOGISTICS
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One of the most popular organizational development techniques today is Quality Circles QC. A quality circle is a small group of volunteers with special training who meet regularly to identify, analyze, and solve problems, and implement solutions. QCs were developed in Japan in the 1960s and were imported to the U.S. in the 1970s. QCs require structure and training in problem-solving techniques. Studies have been conducted to evaluate QC effects on productivity and attitudes. Since QC involvement is believed to affect attitudes, the casual relationships between QCs and the following factors are examined cohesiveness, task characteristics, satisfaction, commitment, participation, and perceptions of work group and supervisor performance. Research data were collected at two DOD installations, verified for reliability, tested for correlation via the Pearson correlation and multiple regression statistical techniques. Group means were compared for QC and control group posttests and QC pretest and posttest. Results revealed no significant attitudinal differences between the groups. Specific recommendations for the successful implementation of a QC program include assessing the organizational climate for readiness, management support and commitment, slow change and stable leadership, and adherence to QC principles. Finally, managers should have realistic expectations and allow QCs time to work.
- Administration and Management