Participative Decision Making and Quality Circles: A Look at Their Relationship in Three U.S. Government Organizations.
Abstract
The use of Quality Circles (QCs) as an organizational development intervention, has gained increasing popularity over the past few years in the federal sector. Much of the recent attention concerning QCs has been centered around understanding the organizational and attitudinal variables inherent in the QC process. It is theorized that by understanding these variables, researchers are better able to evaluate the effectiveness of QC interventions. This thesis effort set out to determine the relationship between one particular attitudinal variable, Paticipative Decision Making (PDM) and the intervention of QCs. QC programs in organizations within the federal sector were studied utilizing a nonequivalent control group design. Statistical tests used to facilitate evaluation of the data included the independent mean and paired difference t-tests and Cronbach's Alpha Reliability Coefficient technique. The evaluation of the data produced mixed results dealing with the relationship between PDM and QCs. A better understanding of the QC process and its effects on organizational and attitudinal variables is needed and evidenced by the shortage of research in these areas. By understanding the QC intervention, researchers will be better able to assess its effectiveness. Keywords: Participative management; Organizational development; Attitudes(Psychology).
Document Details
- Document Type
- Technical Report
- Publication Date
- Sep 01, 1985
- Accession Number
- ADA161360
Entities
People
- James B. Minchello
Organizations
- Air Force Institute of Technology