Employee response to continuous improvement groups

TQM Magazine

Volumn 11, Issue 1, 1999, Pages 29-34

  Hammersley, Geraldine ^a   Pinnington, Ashly ^b  

^a Department of Economics Finance and Accounting   (United Kingdom)

^b UNIVERSITY OF EXETER BUSINESS SCHOOL   (United Kingdom)

Author keywords

Employee attitudes; Improvement; Kaizen; Teams

Indexed keywords

EID: 0037493809     PISSN: 0954478X     EISSN: None     Source Type: Journal    
DOI: 10.1108/09544789910246606     Document Type: Article

References (7)

1. Brennan, M. (1991), "Mismanagement and quality circles: how middle managers influence direct participation", Employee Relations, Vol. 13 No. 5, pp. 22-9.
2. Davis, J.H., Schoorman, F.D. and Donaldson, L. (1997), "Toward a stewardship theory of management", Academy of Management Review, Vol. 22 No. 1, pp. 20-47.
3. Herzberg, F., Mausner, B. and Snyderman, B.B. (1959), The Motivation to Work, 2nd edition, Chapman & Hall, London.
4. Macduffie, J.P. (1995), "Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry", Industrial and Labor Relations Review, Vol. 48 No. 2, pp. 197-221.
5. Maslow, A. (1949), "A theory of human motivation", Psychological Review, Vol. 50, pp. 370-96.
6. Pinnington, A. and Hammersley, G. (1997), "Quality circles under the New Deal at Land Rover", Employee Relations, Vol. 19 No. 5, pp. 415-29.
7. Wheatley, M. and New, C. (1994), "Britain's best factories: Land Rover, Solihull", DTI/Management Today/Cranfield School of Management Case Study, November.