Quality of work life and the small organization: a four-year case study
Article Abstract:
The results of a four-year Quality of Work Life program implemented at a small midwestern suburban community service organization providing athletic and recreational activities and health and craft classes are described. The program included survey feedback, Likert's three variable model, and a quasi-experimental design for evaluation. It is shown that strong positive results are evident from the implementation of a quality of work life program in a small organization, although the lack of a true experimental design limits somewhat the interpretations of the results. The implications of the results for the area of organizational development are described.
Publication Name: Group & Organization Studies
Subject: Psychology and mental health
ISSN: 0364-1082
Year: 1985
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The impact of implementing a quality circles intervention on employee task perceptions
Article Abstract:
Quality circle programs may not have a favorable effect on employee task perceptions, and may actually have a negative impact. The Job Diagnostic Survey and other employee assessment analyses conducted at four suburban, midwest manufacturing plants revealed no significant attitudinal differences between employees in quality control circles and those in comparison groups in terms of core job dimensions, affective responses, or contextual variables. Study results are seen as preliminary, and more empirical research is recommended on employee attitudes following quality control circle implementation.
Publication Name: Group & Organization Studies
Subject: Psychology and mental health
ISSN: 0364-1082
Year: 1986
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The team building-task performance relation: some conceptual and methodological refinements
Article Abstract:
Team building is a complex intervention that can alter organizational and individual performance. The team building concept is refined, methodological issues are addressed, a problem-solving approach to team building is described, and its relationship to performance is illustrated. It is suggested that the team building concept and its relationship to performance requires more careful definition and operationalization.
Publication Name: Group & Organization Studies
Subject: Psychology and mental health
ISSN: 0364-1082
Year: 1986
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