Abstract
Quality circle advocates suggest a wide array of positive results when this participation technique is used. This study explores the importance of company, employee group (circle or non-circle), and time as well as their interactions. Assessment of circle performance was measured by employee attitudes, actual performance, and facilitator perception. This study did not support small group behavior and group dynamics research, as well as quality circle case study reports, that suggest attitudes will improve when quality circles are formed and will remain improved over time. Actual performance indicated cost savings and perceived circle success in three of the four circles, even though neither attitudes nor quality significantly improved over time.
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