An Analysis of the Impact of Total Quality Management on Employees

Abstract

Ireland Army Community Hospital (IACH) began to transition from a traditionally organized facility to a nontraditionally organized facility under the auspices of TQM in 1992. Traditional departments were dissolved and reorganized under functional teams who reported to an executive team. The teams were designed to be self managed and empowered to improve patient care processes. The results of the study indicate that the TQM program is not having a positive impact on the employees' attitude. There were few statistically significant (p<.01) differences in the bivariate and multivariate analyses. The bivariate analysis identified only three (of thirteen) statistically significant (p<.05) items. These results should not be an indictment of the TQM program but an indication of the direction of the current program. The implementation of a TQM program can take years to be fully realized and other internal and external forces have bearing on the impact of the implementation of TQM. IACH can pursue several options ranging from staying with the status quo, dedicating more resources to the program, or reorganizing the current organizational structure.

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Document Details

Document Type
Technical Report
Publication Date
Feb 01, 1997
Accession Number
ADA372232

Entities

People

  • Patrick C. Barrett

Tags

Communities of Interest

  • Biomedical

DTIC Thesaurus Topics

  • Bivariate Analysis
  • Business Administration
  • Department Of Defense
  • Employment
  • Health Care
  • Health Services
  • Information Science
  • Management Personnel
  • Management Training
  • Medical Personnel
  • Multivariate Analysis
  • Organizational Structure
  • Personnel Management
  • Psychology
  • Quality Control
  • Statistical Analysis
  • Surveys

Readers

  • Approximation Theory.
  • Defense Acquisition Program Management
  • Organizational Process Management (OPM).