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Should Organizations Pay for Quality

Should Organizations Pay for Quality TQM creates a dilemma for organizations. The dilemma is that TQMimplies increased employee responsibility at shopfloor level. Increasedresponsibility traditionally equates with increased pay. The TQM gurushowever advise that monetary rewards are likely to provecounterproductive. Analyses the problem and examines the potentialimpact of coercive and symbolic power as alternatives to materialreward. Concludes that, although little can be achieved by rewardingcontributions with money, neither of the alternatives are workable. Theanswer lies in matching increased responsibility with increased control.Suggests that organizations which succeed in adjusting this balance maygain a competitive advantage ahead of the Japanese. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Review Emerald Publishing

Should Organizations Pay for Quality

Personnel Review , Volume 21 (4): 9 – Apr 1, 1992

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0048-3486
DOI
10.1108/EUM0000000000805
Publisher site
See Article on Publisher Site

Abstract

TQM creates a dilemma for organizations. The dilemma is that TQMimplies increased employee responsibility at shopfloor level. Increasedresponsibility traditionally equates with increased pay. The TQM gurushowever advise that monetary rewards are likely to provecounterproductive. Analyses the problem and examines the potentialimpact of coercive and symbolic power as alternatives to materialreward. Concludes that, although little can be achieved by rewardingcontributions with money, neither of the alternatives are workable. Theanswer lies in matching increased responsibility with increased control.Suggests that organizations which succeed in adjusting this balance maygain a competitive advantage ahead of the Japanese.

Journal

Personnel ReviewEmerald Publishing

Published: Apr 1, 1992

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