Author： Patti Anthony L Fok Lillian Y Hartman Sandra J
Publisher： Emerald Group Publishing Ltd
ISSN： 0265-671X
Source： International Journal of Quality & Reliability Management, Vol.21, Iss.2, 2004-02, pp. : 214-230
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Abstract
Quality management (QM) literature has consistently failed to distinguish between managers and line employees when it comes to implementing QM tools and techniques. However, managers and line employees vary considerably on several key individual characteristics. Thus, it is logical to expect that they will react differently to QM implementations. The research reported here shows that managers differ in their equity sensitivity, organizational citizenship behavior, and growth needs strength. Additionally, these differences are shown to impact the way each group perceives QM practices. Findings indicate that managers and line employees perceive that QM practices affect organizational culture and organizational outcomes differently.
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