Amid the debates on total quality management (TQM), empirical investigations of the process of change have been largely neglected. This article examines the process of change involved in implementing TQM and employees’experience of participation, and it evaluates the impact of employee participation in TQM on their commitment to the organization. The research design involved a survey of employees in a U.K. manufacturing setting, with three measurement occasions: 6 months prior to and 9 months and 32 months after the introduction of TQM. The findings suggest that supervisory participative style is positively related to employee participation. The extent of employee participation is positively related to the assessment of the benefits of TQM. Furthermore, how employees assess the beneficial impact of TQM is more important in predicting subsequent participation in TQM than is their initial participation. Finally, no relationship is found between employee participation in TQM and organizational commitment.
Get full access to this article
View all access options for this article.
References
1.
Aldefer, C. P.
(1977). Improving organizational communication through long-term intergroup intervention. Journal of Applied Behavioral Science, 13, 193-210.
2.
Almaraz, J.
(1994). Quality management and the process of change. Journal of Organizational Change Management, 7, 6-14.
3.
Bruning, N. S.
, & Liverpool, P. R. (1993). Membership in quality circles and participation in decision making. Journal of Applied Behavioral Science, 29, 76-95.
4.
Cobb, A. T.
, Wooten, K. C., & Folger, R. (1995). Justice in the making: Toward understanding the theory and practice of justice in organizational change and development. In W. A. Pasmore & R. W. Woodman (Eds.), Research in organizational change and development (Vol. 8, pp. 243-295). Greenwich, CT: JAI.
5.
Cook, J.
, & Wall, T. (1980). New work attitude measures of trust, organizational commitment and personal need non-fulfillment. Journal of Occupational Psychology, 53, 39-52.
6.
Cordery, J. L.
, Mueller, W. S., & Smith, L. M. (1991). Attitudinal and behavioral effects of autonomous group working: A longitudinal field study. Academy of Management Journal, 34, 464-476.
7.
Coyle-Shapiro, J.
(in press). TQM and organizational change: A longitudinal study of the impact of a TQM intervention on work attitudes. In W. A. Pasmore & R. W. Woodman (Eds.), Research on organizational change and development (Vol. 12, forthcoming). Greenwich, CT: JAI.
8.
Coyle-Shapiro, J.
(1999, August). TQM and profit sharing: A test of two methods of achieving change in employees’orientation to continuous improvement. Paper presented at the annual Academy of Management meeting, Chicago.
9.
Coyle-Shapiro, J.
, Kessler, I., & Purcell, J. (1999, August). Reciprocity or “it’s my job”: Exploring organizationally directed citizenship behavior in a National Health Service setting. Paper presented at the annual Academy of Management Meeting, Chicago.
10.
Delbridge, R.
, Turnbull, P., & Wilkinson, B. (1992). Pushing back the frontiers: Management control and work intensification under JIT/TQM factory regimes. New Technology, Work and Environment, 7, 97-106.
11.
Deming, W.
(1986). Out of the crisis. Cambridge, MA: Cambridge University Press.
12.
Elloy, D. F.
, & Randolph, A. (1997). The effect of superleader behavior on autonomous work groups in a government operated railway service. Public Personnel Management, 26, 257-272.
13.
Fisher, T. J.
(1992). The impact of quality management on productivity. International Journal of Quality & Reliability Management, 9, 44-52.
14.
Gilbert, J. D.
(1992). TQM flops: A chance to learn from the mistakes of others. National Productivity Review, 11, 491-499.
15.
Graham, J. W.
, & Verma, A. (1991). Predictors and moderators of employee responses to employee participation programs. Human Relations, 44, 551-568.
16.
Grant, R. M.
, Shani, R., & Krishnan, R. (1994). TQM’s challenge to management theory and practice. Sloan Management Review, 35, 25-35.
17.
Guest, D.
, & Peccei, R. (1994, January). A test of the feasibility of changing organizational commitment. Paper presented at the British Occupational Psychology Conference, Brighton.
18.
Hackman, J. R.
, & Wageman, R. (1995). Total quality management: Empirical, conceptual, and practical issues. Administrative Science Quarterly, 40, 309-342.
19.
Hill, S.
(1991). Why quality circles failed but total quality management might succeed. British Journal of Industrial Relations, 29, 541-568.
20.
Hunter, L.
, & Beaumont, P. B. (1993). Implementing TQM: Top down or bottom up?Industrial Relations Journal, 24, 318-327.
21.
Ishikawa, K.
(1985). What is total quality control? The Japanese way. Englewood Cliffs, NJ: Prentice Hall.
22.
Juran, J. M.
(1989). Juran on leadership for quality. New York: Free Press.
23.
Kaplan, D.
, Birmingham, C., & Ferris, G. R. (1998). Influence and politics in organizational quality contexts. In D. B. Fedor & S. Ghosh (Eds.), Advances in the management of organizational quality (Vol. 3, pp. 287-320). Greenwich, CT: JAI.
24.
Kerfoot, D.
, & Knights, D. (1995). Empowering the “quality” worker: The seduction and contradiction of the total quality phenomenon. In A. Wilkinson & H. Willmott (Eds.), Making quality critical: New perspectives on organizational change (pp. 219-238). London: Routledge.
25.
Klein, J. A.
(1984). Why supervisors resist employee involvement. Harvard Business Review, 62, 87-95.
26.
Kozlowski, S.W.J.
, & Doherty, M. L. (1989). Integration of climate and leadership: Examination of a neglected issue. Journal of Applied Psychology, 74, 546-553.
27.
Lawler, E. E.
(1994). Total quality management and employee involvement, Are they compatible?Academy of Management Executive, 8, 68-76.
28.
Lewin, K.
(1943). Defining the “field at a given time.”Psychological Review, 50, 292-310.
29.
Manz, C. C.
, Keating, D. E., & Donnellon, A. (1990). Preparing for organizational change to employee self-management: The managerial transition. Organizational Dynamics, 19, 15-26.
30.
McArdle, L.
, Rowlinson, M., Proctor, S., Hassard, J., & Forrester, P. (1995). Employee empowerment or the enhancement of exploitation. In A. Wilkinson & H. Willmott (Eds.), Making quality critical: New perspectives on organizational change (pp. 156-172). London: Routledge.
31.
McNealy, R.
(1993). Making quality happen: A step-by-step guide to winning the quality revolution.New York: Chapman & Hill.
32.
Mohrman, S. A.
, Tenkasi, R. V., Lawler, E. E., & Ledford, G. E. (1995). Total quality management: Practice and outcomes in the largest U.S. firms. Employee Relations, 17, 26-41.
33.
Moorman, R. H.
, Niehoff, B. P., & Organ, D. W. (1993). Treating employees fairly and organizational citizenship behavior: Sorting out the effects of job satisfaction, organizational commitment, and procedural justice. Employee Responsibilities and Rights Journal, 6, 209-225.
34.
Nadler, D. A.
, & Tushman, M. L. (1983). A general diagnostic model for organizational behavior: Applying a congruence perspective. In J. R. Hackman, E. E. Lawler, & L. W. Porter (Eds.), Perspectives on behavior in organizations (pp. 112-124). New York: McGraw-Hill.
35.
Organ, D. W.
, & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48, 775-802.
36.
Reed, R.
, & Lemak, D. J. (1998). Total quality management and sustainable competitive advantage in service firms. In D.. Fedor & S. Ghosh (Eds.), Advances in the management of organizational quality (Vol. 3, pp. 121-159). Greenwich, CT: JAI.
37.
Rees, C.
(1998). Empowerment through quality management: Employee accounts from inside a bank, a hotel and two factories. In C. Mabey, D. Skinner, & T. Clark (Eds.), Experiencing human resource management (pp. 33-53). London: Sage.
38.
Reger, R. K.
, Gustafson, L. T., DeMarie, S. M., & Mullane, J. V. (1994). Reframing the organization: Why implementing total quality is easier said than done. Academy of Management Review, 19, 565-584.
39.
Robertson, P. J.
, Roberts, D. R., & Porras, J. I. (1993). An evaluation model of planned organizational change: Evidence from a meta-analysis. In W. A. Pasmore & R. W. Woodman (Eds.), Research in organizational change and development (Vol. 7, pp. 1-39). Greenwich, CT: JAI.
40.
Ross, J. E.
(1994). Total quality management: Text, cases and readings (2nd ed.). London: Kogan Page.
41.
Schein, E. H.
(1987). Process consultation: Vol. 2. Lessons for managers and consultants. Reading, MA: Addison-Wesley.
42.
Seashore, S. E.
, Lawler, E. E., Mirvis, P., & Cammann, C. (Eds.) (1982). Observing and measuring organizational change: A guide to field practice. New York: John Wiley.
43.
Sewell, G.
, & Wilkinson, B. (1992). Empowerment or emasculation?: Shopfloor surveillance in a total quality organization. In P. Blyton & P. Turnbull (Eds.), Reassessing human resource management (pp. 97-115). London: Sage.
44.
Soin, S.
(1992). Total quality control essentials: Key elements, methodologies, and managing for success. New York: McGraw-Hill.
45.
Steel, R. P.
, & Jennings, K. R. (1992). Quality improvement technologies for the 90s: New directions for research & theory. In W. A. Pasmore & R. W. Woodman (Eds.), Research in organizational change and development (Vol. 6, pp. 1-36). Greenwich, CT: JAI.
46.
Steel, R. P.
, Jennings, K. R., & Lindsey, J. T. (1990). Quality circle problem solving and common cents: Evaluation study findings from a United States federal mint. Journal of Applied Behavioral Science, 26, 365-381.
47.
Steel, R. P.
, & Lloyd, R. F. (1988). Cognitive, affective, and behavioral outcomes of participation in quality circles: Conceptual and empirical findings. Journal of Applied Behavioral Science, 24, 1-17.
48.
Steel, R. P.
, Mento, A. J., Dilla, B. L., Ovalle, N. K., & Lloyd, R. F. (1985). Factors influencing the success and failure of two quality circle programs. Journal of Management, 11, 99-119.
49.
Stewart, G. L.
, & Manz, C. C. (1997). Understanding and overcoming supervisor resistance during the transition to employee empowerment. In R. W. Woodman & W. A. Pasmore (Eds.), Research in organizational change and development (Vol. 10, pp. 169-196). Greenwich, CT: JAI.
50.
Verespej, M. A.
(1990). Worker involvement—Yea, teams? Not always. Industry Week, 289, 104-105.
51.
Verma, A.
, & McKersie, R. B. (1987). Employee involvement programs: The implications of noninvolvement by unions. Industrial and Labor Relations Review, 40, 556-568.
52.
Wall, D. T.
, Kemp, N. J., Jackson, P. R., & Clegg, C. W. (1986). Outcomes of autonomous workgroups: A long term field experiment. Academy of Management Journal, 29, 280-304.
53.
Wruck, K. H.
, & Jensen, M. C. (1994). Science, specific knowledge and total quality management. Journal of Accounting and Economics, 18, 247-287.
54.
Organ, D. W.
, & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48, 775-802.
55.
Reed, R.
, & Lemak, D. J. (1998). Total quality management and sustainable competitive advantage in service firms. In D.. Fedor & S. Ghosh (Eds.), Advances in the management of organizational quality (Vol. 3, pp. 121-159). Greenwich, CT: JAI.
56.
Rees, C.
(1998). Empowerment through quality management: Employee accounts from inside a bank, a hotel and two factories. In C. Mabey, D. Skinner, & T. Clark (Eds.), Experiencing human resource management (pp. 33-53). London: Sage.
57.
Reger, R. K.
, Gustafson, L. T., DeMarie, S. M., & Mullane, J. V. (1994). Reframing the organization: Why implementing total quality is easier said than done. Academy of Management Review, 19, 565-584.
58.
Robertson, P. J.
, Roberts, D. R., & Porras, J. I. (1993). An evaluation model of planned organizational change: Evidence from a meta-analysis. In W. A. Pasmore & R. W. Woodman (Eds.), Research in organizational change and development (Vol. 7, pp. 1-39). Greenwich, CT: JAI.
59.
Ross, J. E.
(1994). Total quality management: Text, cases and readings (2nd ed.). London: Kogan Page.
60.
Schein, E. H.
(1987). Process consultation: Vol. 2. Lessons for managers and consultants. Reading, MA: Addison-Wesley.
61.
Seashore, S. E.
, Lawler, E. E., Mirvis, P., & Cammann, C. (Eds.) (1982). Observing and measuring organizational change: A guide to field practice. New York: John Wiley.
62.
Sewell, G.
, & Wilkinson, B. (1992). Empowerment or emasculation?: Shopfloor surveillance in a total quality organization. In P. Blyton & P. Turnbull (Eds.), Reassessing human resource management (pp. 97-115). London: Sage.
63.
Soin, S.
(1992). Total quality control essentials: Key elements, methodologies, and managing for success. New York: McGraw-Hill.
64.
Steel, R. P.
, & Jennings, K. R. (1992). Quality improvement technologies for the 90s: New directions for research & theory. In W. A. Pasmore & R. W. Woodman (Eds.), Research in organizational change and development (Vol. 6, pp. 1-36). Greenwich, CT: JAI.
65.
Steel, R. P.
, Jennings, K. R., & Lindsey, J. T. (1990). Quality circle problem solving and common cents: Evaluation study findings from a United States federal mint. Journal of Applied Behavioral Science, 26, 365-381.
66.
Steel, R. P.
, & Lloyd, R. F. (1988). Cognitive, affective, and behavioral outcomes of participation in quality circles: Conceptual and empirical findings. Journal of Applied Behavioral Science, 24, 1-17.
67.
Steel, R. P.
, Mento, A. J., Dilla, B. L., Ovalle, N. K., & Lloyd, R. F. (1985). Factors influencing the success and failure of two quality circle programs. Journal of Management, 11, 99-119.
68.
Stewart, G. L.
, & Manz, C. C. (1997). Understanding and overcoming supervisor resistance during the transition to employee empowerment. In R. W. Woodman & W. A. Pasmore (Eds.), Research in organizational change and development (Vol. 10, pp. 169-196). Greenwich, CT: JAI.
69.
Verespej, M. A.
(1990). Worker involvement—Yea, teams? Not always. Industry Week, 289, 104-105.
70.
Verma, A.
, & McKersie, R. B. (1987). Employee involvement programs: The implications of noninvolvement by unions. Industrial and Labor Relations Review, 40, 556-568.
71.
Wall, D. T.
, Kemp, N. J., Jackson, P. R., & Clegg, C. W. (1986). Outcomes of autonomous workgroups: A long term field experiment. Academy of Management Journal, 29, 280-304.
72.
Wruck, K. H.
, & Jensen, M. C. (1994). Science, specific knowledge and total quality management. Journal of Accounting and Economics, 18, 247-287.
