Abstract
This paper examines the managerial performance impact of work force management practices appropriate for manufacturing environments when quality is highly emphasized. The hypotheses positing the relationship among work force management practices, managerial performance and the emphasis on quality are developed and tested using data from 483 individuals in 99 manufacturing plants in the United States. The results indicate that when the emphasis is high on quality, certain work force management practices -- consulting, supporting, mentoring, inspiring, recognizing, planning, informing, and clarifying -- seem to play an important role in managerial performance in manufacturing settings. These practices seemingly motivate workers to manufacture products that are accurate, consistent, durable, and reliable. Furthermore, workers are entrusted with the traditional responsibilities of manufacturing managers, such as monitoring and problem solving.
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