Employee Participation and Assessment of an Organizational Change Intervention: A Three-Wave Study of Total Quality Management

Journal of Applied Behavioral Science

Volumn 35, Issue 4, 1999, Pages 439-456

  Coyle Shapiro, Jacqueline A M ^a  

^a LONDON SCHOOL OF ECONOMICS   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0013172177     PISSN: 00218863     EISSN: 15526879     Source Type: Journal    
DOI: 10.1177/0021886399354006     Document Type: Article

References (72)

1. Aldefer, C. P. (1977). Improving organizational communication through long-term intergroup intervention. Journal of Applied Behavioral Science, 13, 193-210.
2. Almaraz, J. (1994). Quality management and the process of change. Journal of Organizational Change Management, 7, 6-14.
3. Bruning, N. S., & Liverpool, P. R. (1993). Membership in quality circles and participation in decision making. Journal of Applied Behavioral Science, 29, 76-95.
4. Cobb, A. T., Wooten, K. C., & Folger, R. (1995). Justice in the making: Toward understanding the theory and practice of justice in organizational change and development. In W. A. Pasmore & R. W. Woodman (Eds.), Research in organizational change and development (Vol. 8, pp. 243-295). Greenwich, CT: JAI.
5. Cook, J., & Wall, T. (1980). New work attitude measures of trust, organizational commitment and personal need non-fulfillment. Journal of Occupational Psychology, 53, 39-52.
6. Cordery, J. L., Mueller, W. S., & Smith, L. M. (1991). Attitudinal and behavioral effects of autonomous group working: A longitudinal field study. Academy of Management Journal, 34, 464-476.
7. Coyle-Shapiro, J. (in press). TQM and organizational change: A longitudinal study of the impact of a TQM intervention on work attitudes. In W. A. Pasmore & R. W. Woodman (Eds.), Research on organizational change and development (Vol. 12, forthcoming). Greenwich, CT: JAI.
8. Coyle-Shapiro, J. (1999, August). TQM and profit sharing: A test of two methods of achieving change in employees'orientation to continuous improvement. Paper presented at the annual Academy of Management meeting, Chicago.
9. Coyle-Shapiro, J., Kessler, I., & Purcell, J. (1999, August). Reciprocity or 'it's my job': Exploring organizationally directed citizenship behavior in a National Health Service setting. Paper presented at the annual Academy of Management Meeting, Chicago.
10. Delbridge, R., Turnbull, P., & Wilkinson, B. (1992). Pushing back the frontiers: Management control and work intensification under JIT/TQM factory regimes. New Technology, Work and Environment, 7, 97-106.
11. Deming, W. (1986). Out of the crisis. Cambridge, MA: Cambridge University Press.
12. Elloy, D. F., & Randolph, A. (1997). The effect of superleader behavior on autonomous work groups in a government operated railway service. Public Personnel Management, 26, 257-272.
13. Fisher, T. J. (1992). The impact of quality management on productivity. International Journal of Quality & Reliability Management, 9, 44-52.
14. Gilbert, J. D. (1992). TQM flops: A chance to learn from the mistakes of others. National Productivity Review, 11, 491-499.
15. Graham, J. W., & Verma, A. (1991). Predictors and moderators of employee responses to employee participation programs. Human Relations, 44, 551-568.
16. Grant, R. M., Shani, R., & Krishnan, R. (1994). TQM's challenge to management theory and practice. Sloan Management Review, 35, 25-35.
17. Guest, D., & Peccei, R. (1994, January). A test of the feasibility of changing organizational commitment. Paper presented at the British Occupational Psychology Conference, Brighton.
18. Hackman, J. R., & Wageman, R. (1995). Total quality management: Empirical, conceptual, and practical issues. Administrative Science Quarterly, 40, 309-342.
19. Hill, S. (1991). Why quality circles failed but total quality management might succeed. British Journal of Industrial Relations, 29, 541-568.
20. Hunter, L., & Beaumont, P. B. (1993). Implementing TQM: Top down or bottom up?Industrial Relations Journal, 24, 318-327.
21. Ishikawa, K. (1985). What is total quality control? The Japanese way. Englewood Cliffs, NJ: Prentice Hall.
22. Juran, J. M. (1989). Juran on leadership for quality. New York: Free Press.
23. Kaplan, D., Birmingham, C., & Ferris, G. R. (1998). Influence and politics in organizational quality contexts. In D. B. Fedor & S. Ghosh (Eds.), Advances in the management of organizational quality (Vol. 3, pp. 287-320). Greenwich, CT: JAI.
24. Kerfoot, D., & Knights, D. (1995). Empowering the 'quality' worker: The seduction and contradiction of the total quality phenomenon. In A. Wilkinson & H. Willmott (Eds.), Making quality critical: New perspectives on organizational change (pp. 219-238). London: Routledge.
25. Klein, J. A. (1984). Why supervisors resist employee involvement. Harvard Business Review, 62, 87-95.
26. Kozlowski, S.W.J., & Doherty, M. L. (1989). Integration of climate and leadership: Examination of a neglected issue. Journal of Applied Psychology, 74, 546-553.
27. Lawler, E. E. (1994). Total quality management and employee involvement, Are they compatible?Academy of Management Executive, 8, 68-76.
28. Lewin, K. (1943). Defining the 'field at a given time.'Psychological Review, 50, 292-310.
29. Manz, C. C., Keating, D. E., & Donnellon, A. (1990). Preparing for organizational change to employee self-management: The managerial transition. Organizational Dynamics, 19, 15-26.
30. McArdle, L., Rowlinson, M., Proctor, S., Hassard, J., & Forrester, P. (1995). Employee empowerment or the enhancement of exploitation. In A. Wilkinson & H. Willmott (Eds.), Making quality critical: New perspectives on organizational change (pp. 156-172). London: Routledge.
31. McNealy, R. (1993). Making quality happen: A step-by-step guide to winning the quality revolution.New York: Chapman & Hill.
32. Mohrman, S. A., Tenkasi, R. V., Lawler, E. E., & Ledford, G. E. (1995). Total quality management: Practice and outcomes in the largest U.S. firms. Employee Relations, 17, 26-41.
33. Moorman, R. H., Niehoff, B. P., & Organ, D. W. (1993). Treating employees fairly and organizational citizenship behavior: Sorting out the effects of job satisfaction, organizational commitment, and procedural justice. Employee Responsibilities and Rights Journal, 6, 209-225.
34. Nadler, D. A., & Tushman, M. L. (1983). A general diagnostic model for organizational behavior: Applying a congruence perspective. In J. R. Hackman, E. E. Lawler, & L. W. Porter (Eds.), Perspectives on behavior in organizations (pp. 112-124). New York: McGraw-Hill.
35. Organ, D. W., & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48, 775-802.
36. Reed, R., & Lemak, D. J. (1998). Total quality management and sustainable competitive advantage in service firms. In D. Fedor & S. Ghosh (Eds.), Advances in the management of organizational quality (Vol. 3, pp. 121-159). Greenwich, CT: JAI.
37. Rees, C. (1998). Empowerment through quality management: Employee accounts from inside a bank, a hotel and two factories. In C. Mabey, D. Skinner, & T. Clark (Eds.), Experiencing human resource management (pp. 33-53). London: Sage.
38. Reger, R. K., Gustafson, L. T., DeMarie, S. M., & Mullane, J. V. (1994). Reframing the organization: Why implementing total quality is easier said than done. Academy of Management Review, 19, 565-584.
39. Robertson, P. J., Roberts, D. R., & Porras, J. I. (1993). An evaluation model of planned organizational change: Evidence from a meta-analysis. In W. A. Pasmore & R. W. Woodman (Eds.), Research in organizational change and development (Vol. 7, pp. 1-39). Greenwich, CT: JAI.
40. Ross, J. E. (1994). Total quality management: Text, cases and readings (2nd ed.). London: Kogan Page.
41. Schein, E. H. (1987). Process consultation: Vol. 2. Lessons for managers and consultants. Reading, MA: Addison-Wesley.
42. Seashore, S. E., Lawler, E. E., Mirvis, P., & Cammann, C. (Eds.) (1982). Observing and measuring organizational change: A guide to field practice. New York: John Wiley.
43. Sewell, G., & Wilkinson, B. (1992). Empowerment or emasculation?: Shopfloor surveillance in a total quality organization. In P. Blyton & P. Turnbull (Eds.), Reassessing human resource management (pp. 97-115). London: Sage.
44. Soin, S. (1992). Total quality control essentials: Key elements, methodologies, and managing for success. New York: McGraw-Hill.
45. Steel, R. P., & Jennings, K. R. (1992). Quality improvement technologies for the 90s: New directions for research & theory. In W. A. Pasmore & R. W. Woodman (Eds.), Research in organizational change and development (Vol. 6, pp. 1-36). Greenwich, CT: JAI.
46. Steel, R. P., Jennings, K. R., & Lindsey, J. T. (1990). Quality circle problem solving and common cents: Evaluation study findings from a United States federal mint. Journal of Applied Behavioral Science, 26, 365-381.
47. Steel, R. P., & Lloyd, R. F. (1988). Cognitive, affective, and behavioral outcomes of participation in quality circles: Conceptual and empirical findings. Journal of Applied Behavioral Science, 24, 1-17.
48. Steel, R. P., Mento, A. J., Dilla, B. L., Ovalle, N. K., & Lloyd, R. F. (1985). Factors influencing the success and failure of two quality circle programs. Journal of Management, 11, 99-119.
49. Stewart, G. L., & Manz, C. C. (1997). Understanding and overcoming supervisor resistance during the transition to employee empowerment. In R. W. Woodman & W. A. Pasmore (Eds.), Research in organizational change and development (Vol. 10, pp. 169-196). Greenwich, CT: JAI.
50. Verespej, M. A. (1990). Worker involvement-Yea, teams? Not always. Industry Week, 289, 104-105.
51. Verma, A., & McKersie, R. B. (1987). Employee involvement programs: The implications of noninvolvement by unions. Industrial and Labor Relations Review, 40, 556-568.
52. Wall, D. T., Kemp, N. J., Jackson, P. R., & Clegg, C. W. (1986). Outcomes of autonomous workgroups: A long term field experiment. Academy of Management Journal, 29, 280-304.
53. Wruck, K. H., & Jensen, M. C. (1994). Science, specific knowledge and total quality management. Journal of Accounting and Economics, 18, 247-287.
54. Organ, D. W., & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48, 775-802.
55. Reed, R., & Lemak, D. J. (1998). Total quality management and sustainable competitive advantage in service firms. In D. Fedor & S. Ghosh (Eds.), Advances in the management of organizational quality (Vol. 3, pp. 121-159). Greenwich, CT: JAI.
56. Rees, C. (1998). Empowerment through quality management: Employee accounts from inside a bank, a hotel and two factories. In C. Mabey, D. Skinner, & T. Clark (Eds.), Experiencing human resource management (pp. 33-53). London: Sage.
57. Reger, R. K., Gustafson, L. T., DeMarie, S. M., & Mullane, J. V. (1994). Reframing the organization: Why implementing total quality is easier said than done. Academy of Management Review, 19, 565-584.
58. Robertson, P. J., Roberts, D. R., & Porras, J. I. (1993). An evaluation model of planned organizational change: Evidence from a meta-analysis. In W. A. Pasmore & R. W. Woodman (Eds.), Research in organizational change and development (Vol. 7, pp. 1-39). Greenwich, CT: JAI.
59. Ross, J. E. (1994). Total quality management: Text, cases and readings (2nd ed.). London: Kogan Page.
60. Schein, E. H. (1987). Process consultation: Vol. 2. Lessons for managers and consultants. Reading, MA: Addison-Wesley.
61. Seashore, S. E., Lawler, E. E., Mirvis, P., & Cammann, C. (Eds.) (1982). Observing and measuring organizational change: A guide to field practice. New York: John Wiley.
62. Sewell, G., & Wilkinson, B. (1992). Empowerment or emasculation?: Shopfloor surveillance in a total quality organization. In P. Blyton & P. Turnbull (Eds.), Reassessing human resource management (pp. 97-115). London: Sage.
63. Soin, S. (1992). Total quality control essentials: Key elements, methodologies, and managing for success. New York: McGraw-Hill.
64. Steel, R. P., & Jennings, K. R. (1992). Quality improvement technologies for the 90s: New directions for research & theory. In W. A. Pasmore & R. W. Woodman (Eds.), Research in organizational change and development (Vol. 6, pp. 1-36). Greenwich, CT: JAI.
65. Steel, R. P., Jennings, K. R., & Lindsey, J. T. (1990). Quality circle problem solving and common cents: Evaluation study findings from a United States federal mint. Journal of Applied Behavioral Science, 26, 365-381.
66. Steel, R. P., & Lloyd, R. F. (1988). Cognitive, affective, and behavioral outcomes of participation in quality circles: Conceptual and empirical findings. Journal of Applied Behavioral Science, 24, 1-17.
67. Steel, R. P., Mento, A. J., Dilla, B. L., Ovalle, N. K., & Lloyd, R. F. (1985). Factors influencing the success and failure of two quality circle programs. Journal of Management, 11, 99-119.
68. Stewart, G. L., & Manz, C. C. (1997). Understanding and overcoming supervisor resistance during the transition to employee empowerment. In R. W. Woodman & W. A. Pasmore (Eds.), Research in organizational change and development (Vol. 10, pp. 169-196). Greenwich, CT: JAI.
69. Verespej, M. A. (1990). Worker involvement-Yea, teams? Not always. Industry Week, 289, 104-105.
70. Verma, A., & McKersie, R. B. (1987). Employee involvement programs: The implications of noninvolvement by unions. Industrial and Labor Relations Review, 40, 556-568.
71. Wall, D. T., Kemp, N. J., Jackson, P. R., & Clegg, C. W. (1986). Outcomes of autonomous workgroups: A long term field experiment. Academy of Management Journal, 29, 280-304.
72. Wruck, K. H., & Jensen, M. C. (1994). Science, specific knowledge and total quality management. Journal of Accounting and Economics, 18, 247-287.