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The Effective Design of Work Under Total Quality Management

Owen Graduate School of Management, Vanderbilt University, Nashville, Tennessee 37203
International Institute for Management Development (IMD), Chemin de Bellerive 23, P.O. Box 915, CH-1001, Lausanne, Switzerland
Odenton, Maryland 21113
bart.victor{at}owen.vanderbilt.edu
boynton{at}imd.ch
tsjahng{at}aol.com

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.

Key Words: Total Quality Management; Role Conflict; Organization Design; Role Stress; Avoidance
History: Received: March 1, 1995;

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