Abstract
States that the US military has adopted total quality management (TQM) initiatives to help maximize effectiveness during downsizing. Identifies, however, some potential barriers to military applications, for example, the autocratic hierarchy on which the military is based may not be conducive to TQM. Focuses this investigation on the use of and attitudes towards TQM in one branch of the US military, the Air Force. Posits that results revealed that the military hierarchy is perceived as a barrier and that lower‐level personnel had more positive attitudes towards TQM. Shows that, in addition, TQM training was related to understanding of TQM concepts; however, training was not significantly related to the perceived relevance of TQM to the job or the military in general. Reveals the importance of going beyond TQM training and making the necessary changes so that learning can be applied.
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