Quality circles as a means for achieving worker satisfaction - or just a healthy managerial climate? A South African sample

Robert J Robinson

doi:10.4102/sajbm.v24i4.1736

Abstract

There is very little evidence that participative work programmes such as quality circles (QCs) improve the subjective experience of workers, either on the job, or in their lives generally. Part of the reason for such limited success is offered by literature suggesting that interventions such as QCs should reflect a general organizational philosophy of participation, rather than being the means to enforce organizational change. This study was undertaken in a large South African electrical utility, and consisted of 187 QC members and 63 non-QC members. Managerial climate was measured using a short form of Likert's organizational climate questionnaire, while worker satisfaction was measured using five different measures. Results revealed QC members scored higher on life satisfaction, self-esteem and purpose-in-life than non-QC members. Significant positive correlation was found between managerial climate and satisfaction indices. Regression analysis indicated that managerial climate variables accounted for the major share of the total variance in satisfaction indices, while participation in the QC programme accounted for relatively little: the implication is that QC participation may bring about increased worker satisfaction, but a critical prerequisite appears to be a suitably participative climate in the organization.

Highlights

The question of worker participation and the role of employee satisfaction in increased productivity is a recurrent one both in business and psychological literature
Since the actual formation of quality circles (QCs) was dictated by a corporate time-table, there were no differences in the two groups due to, for example, the quality circle members having volunteered earlier
The question is not whether or not the subjects perceived an improvement in climate, but whether or not QC members perceived a greater improvement in climate over the year, as compared to non-QC members

Summary

Introduction

The question of worker participation and the role of employee satisfaction in increased productivity is a recurrent one both in business and psychological literature. Worker participation is one of the best ways to achieve this countering effect (e.g. Fuller& Bonjean, 1970; Denhardt, 1971; Strauss, 1974). Jobs can be redesigned to counter alienation Such studies gave legitimacy to the 'job redesign' movement, a broad-based and eclectic attempt to find alternative work forms which would eliminate alienation and maximize productivity and participation. Interventions fall into categories such as sociotechnical systems, job enrichment, job enlargement, w~ schedules, environmental fit, ergonomic design, automallon, robotics, and computerization. The only common basis for inclusion in the category of job redesign is an underlying philosophy aiming at 'the design of effective and satisfying jobs, which m~ !'th. The only common basis for inclusion in the category of job redesign is an underlying philosophy aiming at 'the design of effective and satisfying jobs, which m~ !'th. the organization's needs for effectively ach1evmg its goals through the use of its human resources and the individual's needs, expectations and goals' (Davis & Wacker, 1982: 2.5.1)

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