This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Steel, R. P. Articles by Lloyd, R. F. Search for Related Content Social Bookmarking                         What's this?

Cognitive, Affective, and Behavioral Outcomes of Participation in Quality Circles: Conceptual and Empirical Findings

Air Force Institute of Technology, AFITILSR, Wright-Patterson Air Force Base, Ohio 45433.

Russell F. Lloyd

Directorate Of Manpower and Organization, Headquarters, U.S. Air Force Logistics Command, HQAFLCIXRMR, Wright-Patterson Air Force Base, Ohio 45433.

Little reliable longitudinal research has investigated the outcomes of participating in quality circles (QCs). This article reports the results of such a study whose evaluation criteria were developed according to a heuristic model of key cognitive, affective, and behavioral results of the QC process. A sample of 225 military and civilian employees of a U.S. Air Force base was evaluated using survey and performance appraisal measures administered within the framework of a non-equivalent control design. Analyses of covariance yielded evidence that QC participation significantly affected the study's criterion variables. The authors discuss the limitations and implications of their study and offer suggestions for future research.

The Journal of Applied Behavioral Science, Vol. 24, No. 1, 1-17 (1988)
DOI: 10.1177/0021886388241004


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?

This article has been cited by other articles:

				J. A.-M. Coyle-Shapiro Employee Participation and Assessment of an Organizational Change Intervention: A Three-Wave Study of Total Quality Management Journal of Applied Behavioral Science, December 1, 1999; 35(4): 439 - 456. [Abstract] [PDF]

				P. E. Tesluk, R. J. Vance, and J. E. Mathieu Examining Employee Involvement in the Context of Participative Work Environments Group Organization Management, September 1, 1999; 24(3): 271 - 299. [Abstract] [PDF]

				J. L. Geehr, M. J. Burke, and J. L. Sulzer Quality Circles: The Effects of Varying Degrees of Voluntary Participation on Employee Attitudes and Program Efficacy Educational and Psychological Measurement, February 1, 1995; 55(1): 124 - 134. [Abstract]

				K. Buch Quality Circles and Employee Withdrawal Behaviors: A Cross-Organizational Study Journal of Applied Behavioral Science, March 1, 1992; 28(1): 62 - 73. [Abstract] [PDF]

				E. E. Adam Jr. Quality Circle Performance Journal of Management, March 1, 1991; 17(1): 25 - 39. [Abstract] [PDF]

				R. P. Steel, K. R. Jennings, and J. T. Lindsey Quality Circle Problem Solving and Common Cents: Evaluation Study Findings from a United States Federal Mint Journal of Applied Behavioral Science, August 1, 1990; 26(3): 365 - 381. [Abstract] [PDF]

				R. W. Woodman Organizational Change and Development: New Arenas for Inquiry and Action Journal of Management, June 1, 1989; 15(2): 205 - 228. [Abstract] [PDF]