Beyond testimonials: Learning from a quality circles programme

Abstract

Abstract Quality circles programmes are based on the assumptions that employee participation leads to valued outcomes such as intrinsic satisfaction and recognition, and that it also results in the implementation of changes which enhance productivity and satisfaction. An in‐depth case study of one such programme finds that generally favourable testimonials by participants may be misleading. This programme yielded a few minor changes but little impact on productivity and attitudes in the unit as a whole. Causes for its demise are discussed.

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