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The Effective Design of Work Under Total Quality Management

Author

Listed:
  • Bart Victor

    (Owen Graduate School of Management, Vanderbilt University, Nashville, Tennessee 37203)

  • Andrew Boynton

    (International Institute for Management Development (IMD), Chemin de Bellerive 23, P.O. Box 915, CH-1001, Lausanne, Switzerland)

  • Theresa Stephens-Jahng

    (Odenton, Maryland 21113)

Abstract

In this research, we address the question: Why do many total quality management implementations fail? We develop a theoretical model in which the total quality management role for line employees results in a dual work design that requires both standardized production and continuous improvement. We propose that workers effectively integrate both types of work by switching, defined as shifting between standardized production and continuous work while on the job in response to situational cues. Alternatively, workers can respond to the challenges of a job involving both types of work by avoiding the continuous improvement work. Switching and avoidance are associated with different performance and attitudinal outcomes. We present evidence drawn from an exploratory field study which suggests that line employees who effectively integrate standardized production and continuous improvement work by switching experienced less job stress and greater job satisfaction. Moreover, plants which were more effective in total quality management performance had a greater proportion of line employees using switching.

Suggested Citation

  • Bart Victor & Andrew Boynton & Theresa Stephens-Jahng, 2000. "The Effective Design of Work Under Total Quality Management," Organization Science, INFORMS, vol. 11(1), pages 102-117, February.
    • Handle: RePEc:inm:ororsc:v:11:y:2000:i:1:p:102-117
    DOI: 10.1287/orsc.11.1.102.12566
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    Citations

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    Cited by:

    1. Anita L. Tucker, 2007. "An Empirical Study of System Improvement by Frontline Employees in Hospital Units," Manufacturing & Service Operations Management, INFORMS, vol. 9(4), pages 492-505, April.
    2. Suvrat S. Dhanorkar & Enno Siemsen & Kevin W. Linderman, 2018. "Promoting Change from the Outside: Directing Managerial Attention in the Implementation of Environmental Improvements," Management Science, INFORMS, vol. 64(6), pages 2535-2556, June.
    3. Anita L. Tucker, 2016. "The Impact of Workaround Difficulty on Frontline Employees’ Response to Operational Failures: A Laboratory Experiment on Medication Administration," Management Science, INFORMS, vol. 62(4), pages 1124-1144, April.
    4. Suvrat Dhanorkar & Enno Siemsen, 2021. "How Nudges Lead to Improved Energy Efficiency in Manufacturing: Evidence from Archival Data and a Field Study," Production and Operations Management, Production and Operations Management Society, vol. 30(10), pages 3735-3757, October.
    5. Jennifer A. Howard-Grenville, 2005. "The Persistence of Flexible Organizational Routines: The Role of Agency and Organizational Context," Organization Science, INFORMS, vol. 16(6), pages 618-636, December.
    6. A. Georges L. Romme, 2003. "Making a Difference: Organization as Design," Organization Science, INFORMS, vol. 14(5), pages 558-573, October.
    7. Kuzmin, Evgeny A., 2015. "Fundamentals in Systematics of Uncertainty Management Theory," MPRA Paper 66468, University Library of Munich, Germany.
    8. Adrian S. Choo & Kevin W. Linderman & Roger G. Schroeder, 2007. "Method and Psychological Effects on Learning Behaviors and Knowledge Creation in Quality Improvement Projects," Management Science, INFORMS, vol. 53(3), pages 437-450, March.
    9. Overboom, M.A. & de Haan, J.A.C. & Naus, A.J.A.M., 2010. "Measuring the degree of leanness in logistics service providers : Development of a measurement tool," Other publications TiSEM da9599f2-09ff-4038-9ae9-7, Tilburg University, School of Economics and Management.

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