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Changing employee attitudes: the independent effects of TQM and profit sharing on continuous improvement orientation

By Jacqueline A-M. Coyle-Shapiro

Abstract

This research examines the independent effects of two change interventions on employee attitudes. The first study evaluates the impact of a TQM intervention while the second study explores the effect of profit sharing on a core outcome of TQM; namely, continuous improvement orientation at the individual level. The research design involved a survey of employees with two measurement occasions: nine months and thirty two months after the commencement of a TQM intervention (n= 118); ten months prior to and twenty months subsequent to the introduction of a profit sharing program (n=141). The findings from study 1 indicate that participation in a TQM intervention can enhance the development of employees' orientation to continuous improvement, explaining 5% additional variance in the dependent variable. The results from study 2 suggest that perceived fairness of profit sharing and perceived ability to contribute to the profitability of the site were significantly associated with continuous improvement orientation, explaining an additional 6% of the variance. The implications of these findings for organizational change are discussed

Topics: H Social Sciences (General)
Publisher: SAGE for NTL Institute
Year: 2002
DOI identifier: 10.1177/0021886302381004
OAI identifier: oai:eprints.lse.ac.uk:836
Provided by: LSE Research Online
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