An acknowledged need to improve the competitiveness of Australian industry has heightened interest in the effective use of Total Quality Management (TQM). Inevitably, this quality revolution will require a reorientation of work relevant values, attitudes and behaviours. An exploratory study, which compared the personal value systems of some 231 Western Australian general managers and Australian quality managers, found significant differences between their value orientations in terms of key TQM components. These findings have implications for human resource management, which has the onerous responsibility of providing guidance for the successful generation and sustenance of quality cultures
To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.