ERIC Number: ED344125
Record Type: RIE
Publication Date: 1992-Apr
Attributions of Quality Circles' Failure: Differences among Top Management, Supporting Staff, and Quality Circle Members.
Tang, Thomas Li-Ping; Butler, Edie Aguilar
For the past two decades, Japanese management practices have attracted a great deal of attention in the United States. Quality Circles (QCs) have been considered to be one of the most promising approaches to improving American workers' productivity. QCs are defined as small groups of employees from the same work area who meet to identify, analyze, and solve various work-related problems, and to make recommendations to management. In Japan, QC activity in chemical industries has declined significantly over the years. In the United States, QC programs have failed in more than 60 to 75 percent of the organizations in which they have been tried. This study examined the attributional differences among top management, supporting staff, and QC members. Research data were collected from a structures fabrication and assembly plant in the southwestern United States. A total of 100 employees from a cross-section of the organization completed a survey questionnaire. These participants were selected due to their experience, knowledge, and involvement in QCs. The attributional differences among top-level managers, the supporting staff, and QC members were examined using a multivariate analysis of variance. The results revealed significant differences among the three groups on seven variables. It appears that the participants are making defensive attributions concerning the failure of QCs. (LLL)
Publication Type: Reports - Research; Speeches/Meeting Papers
Education Level: N/A
Authoring Institution: N/A
Note: Portions of this paper were presented at the Annual Convention of the Southwestern Psychological Association (38th, Austin, TX, April 16-18, 1992). For related paper, see ED 341 930.