The Effective Design of Work Under Total Quality Management

Bart Victor (), Andrew Boynton () and Theresa Stephens-Jahng ()
Additional contact information
Bart Victor: Owen Graduate School of Management, Vanderbilt University, Nashville, Tennessee 37203
Andrew Boynton: International Institute for Management Development (IMD), Chemin de Bellerive 23, P.O. Box 915, CH-1001, Lausanne, Switzerland
Theresa Stephens-Jahng: Odenton, Maryland 21113

Organization Science, 2000, vol. 11, issue 1, 102-117

Abstract: In this research, we address the question: Why do many total quality management implementations fail? We develop a theoretical model in which the total quality management role for line employees results in a dual work design that requires both standardized production and continuous improvement. We propose that workers effectively integrate both types of work by switching, defined as shifting between standardized production and continuous work while on the job in response to situational cues. Alternatively, workers can respond to the challenges of a job involving both types of work by avoiding the continuous improvement work. Switching and avoidance are associated with different performance and attitudinal outcomes. We present evidence drawn from an exploratory field study which suggests that line employees who effectively integrate standardized production and continuous improvement work by switching experienced less job stress and greater job satisfaction. Moreover, plants which were more effective in total quality management performance had a greater proportion of line employees using switching.

Keywords: Total Quality Management; Role Conflict; Organization Design; Role Stress; Avoidance (search for similar items in EconPapers)
Date: 2000
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Citations: View citations in EconPapers (9)

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Persistent link: https://EconPapers.repec.org/RePEc:inm:ororsc:v:11:y:2000:i:1:p:102-117

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