Journal of Business and Psychology

, Volume 22, Issue 2, pp 145–153

Effects of Participation in Decision Making on Performance and Employee Attitudes: A Quality Circles Meta-analysis

Authors

    • University of Houston-Clear Lake
  • H. G. Osburn
    • University of Houston
Article

DOI: 10.1007/s10869-007-9055-8

Cite this article as:
Pereira, G.M. & Osburn, H.G. J Bus Psychol (2007) 22: 145. doi:10.1007/s10869-007-9055-8
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Abstract

This study explores the effects of a participative technique, quality circles (QCs), on several employee attitudes and performance. The sample included 36 studies with 42 independent samples. Mean effect sizes were small for employee attitudes and moderate for job performance suggesting QCs affected job performance to a greater degree than employee attitudes. For organizations involved in quality management these results seem to suggest that quality interventions have a stronger impact on job performance than on employee attitudes. The study conclusions provide a positive outlook on the effects of total quality management interventions on productivity.

Keywords

Quality circlesParticipation in decision makingMeta-analysisJob performanceEmployee attitudes

Copyright information

© Springer Science+Business, LCC 2007