The Effects of Quality Circles on Performance and Promotions

Kimberly Buch

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Human Resource Development and Performance Evaluation Employee Performance and Management Team Dynamics and Performance

Abstract

This study was designed to test the developmental effects of quality circles (QCs) on participants' job performance and promotions. A quasiexperimental design was used to compare 118 circle members with 118 noncircle employees. In the year following the circle intervention, circle members received significantly greater performance ratings and were promoted morefrequently than non-members. The developmentalproperties of the QC process believed responsible for these findings are discussed. Other possible explanations for the results are also proposed: visibility, positive evaluation bias, and anticipatory socialization.

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1964Work and motivation 2004Management International Review 1985Quality circles after the fad.1978The Ubiquity of the Technique of Goal Setting in Theories of and Approaches to Employee Motivation

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