Abstract
This study sought to assess the perceptions of members and non-members of quality circles with reference to their perceived degree of actual and desired participation in decision making. The sample comprised of 294 non-supervisory employees from three manufacturing plants. The results indicate that the actual amount of perceived participation differed very little between QC and non-QC employees. Only in work related decisions did QC members indicate that they had some say or influence. Outside of these decision areas neither group of employees expressed a strong desire to have more than “some say” on most policy-oriented decisions.
This is a preview of subscription content, log in via an institution to check access.
Similar content being viewed by others
References
Bernstein, P. (1980).Workplace Democratization. New Brunswick, N.J. Transaction Book.
Ferris, G.R., and Wagner III, J.A., (1985) “Quality Circles in the United States: A Conceptual Reevaluation,”Journal of Applied Behavioral Science, 21, 155–167.
Hutchins, D., (1983) “Quality Circles in Context,”Industrial Commercial Training, 15, 80–83.
Industrial Democracy in Europe International Research Group (IDE). (1981).Industrial Democracy in Europe. London, Oxford.
Lawler E., III, and Mohram, S., (1985). “Quality Circles After the Fad,”Harvard Business Review, 65–71.
Locke, E.A., and Schweiger, D.M. (1979). “Participation in Decision-Making: One More Look.” In Barry Staw and L.L. Cummings (Eds.),Research in Organizational Behavior, 1, Greenwich, Conn.: JAI Press.
Lowin, A. (1968). Participative Decision-Making: A Model, Literature Critique, and Prescriptions for Research,Organizational Behavior and Human Performance, 3, 68–106.
Marks, M., (1986) “The Question of Quality Circles,”Psychology Today, 20, 36–46.
Marks, M.,; Mirvis, P.; Hackett, E. and Grady, J., Jr., (1986). “Employee Participation in a Quality Circle Program: Impact on Quality of Work Life, Productivity, and Absenteeism,”Journal of Applied Psychology, 71, 61–69.
Meyer, G.W. and Stott, R.G. (1985). “Quality Circles: Panacea or Pandora's Box?Organizational Dynamics, 13 (4), 34–50.
Mohrman, S.A., and Ledford, G., Jr., (1985) “The Design and Use of Effective Employee Participation Groups: Implications for Human Resource Management,Human Resource Management, 24, 413–428.
Rafaeli, A. (1985). Quality Circles and Employee Attitudes.Personnel Psychology, 38, 603–615.
Shea, G.P., (1986) “Quality Circles: The Danger of Bottled Change,Sloan Management Review, Vol 33–46.
Wagner, J.A., and Gooding, R.Z., (1987). “Shared Influence and Organizational Behavior: A Meta-analysis of Situational Variables Expected to Moderate Participation-Outcomes Relationships,”Academy of Management Journal, 30, 524–541.
Yeager, E., (1979) “Examining the Quality Control Circle,”Personnel Journal, 58, 682–708.
Zemke, R., (1980) “Honeywell Imports Quality Circles as Long-Term Management Strategy,”Training, 17.
Author information
Authors and Affiliations
Rights and permissions
About this article
Cite this article
Liverpool, P.R. Employee participation in decision-making: An analysis of the perceptions of members and nonmembers of quality circles. J Bus Psychol 4, 411–422 (1990). https://doi.org/10.1007/BF01013604
Issue Date:
DOI: https://doi.org/10.1007/BF01013604