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Quality management, job-related contentment and performance

Quality management, job-related contentment and performance Purpose – The purpose of this paper is to investigate whether a quality management (QM) philosophy underlies the joint use of operations and human resource management practices, and the relationships with job-related contentment and performance. Design/methodology/approach – Data from an economy-wide survey are used to test hypotheses via latent variable analyses (latent trait and latent class models) and structural equation models. The sensitivity of each path is then assessed using regression models. Findings – Different elements rather than a unified philosophy are identified. A managerial approach that integrates total QM and just-in-time procedures is rare, but is associated with the quality of the product or service delivered. Labor productivity and quality are independent of the level of job-related contentment in the workplace. Although the average workforce is content, high involvement management and motivational support practices are associated with job anxiety. On the positive side, job enrichment is linked to labor productivity, thus suggesting potential gains through job design. Originality/value – The study adds evidence from a national sample about a comprehensive range of management practices, and suggests distinct outcomes from different elements of QM. Additionally, it shows that performance expectations based on previous studies may not hold in large nationwide heterogeneous samples. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Evidence-based HRM: a Global Forum for Empirical Scholarship Emerald Publishing

Quality management, job-related contentment and performance

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
2049-3983
DOI
10.1108/EBHRM-05-2014-0016
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to investigate whether a quality management (QM) philosophy underlies the joint use of operations and human resource management practices, and the relationships with job-related contentment and performance. Design/methodology/approach – Data from an economy-wide survey are used to test hypotheses via latent variable analyses (latent trait and latent class models) and structural equation models. The sensitivity of each path is then assessed using regression models. Findings – Different elements rather than a unified philosophy are identified. A managerial approach that integrates total QM and just-in-time procedures is rare, but is associated with the quality of the product or service delivered. Labor productivity and quality are independent of the level of job-related contentment in the workplace. Although the average workforce is content, high involvement management and motivational support practices are associated with job anxiety. On the positive side, job enrichment is linked to labor productivity, thus suggesting potential gains through job design. Originality/value – The study adds evidence from a national sample about a comprehensive range of management practices, and suggests distinct outcomes from different elements of QM. Additionally, it shows that performance expectations based on previous studies may not hold in large nationwide heterogeneous samples.

Journal

Evidence-based HRM: a Global Forum for Empirical ScholarshipEmerald Publishing

Published: Aug 3, 2015

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