Employee response to continuous improvement groups

Abstract

Continuous improvement groups are teams of employees with special responsibility for improving quality. This paper reports on the first 12 months of a pilot implementation by Land Rover and gives the main results of initial interviews with team members. The analysis concentrates on the attitudes of members who were previously active participants in the quality circle programme, which was formally closed at the end of 1996. The main finding at this stage of the pilot was that these employees welcomed the increased structure and management control of continuous improvement groups where it facilitated improvements to quality consistent with Rover Group’s business goals. Such willingness to accept reduced autonomy in exchange for increased employee involvement and contribution is explained by characterising continuous improvement groups as a stewardship approach to quality management.