bluuebunny/crossref_metadata_2025 huggingface dataset:
Demographic differences in usage and attitudes toward the Saudi Arabian EFTPoS system
Authors: Abdul‐Muhmin Alhassan G.
Published: July 2002

After only five years in operation, the Electronic Funds Transfer at Point of Sale (EFTPoS) system of Saudi Arabia has made a significant impact on the Kingdom’s commercial environment. Recent EFTPoS statistics indicate growing consumer acceptance of the system. To help decision makers identify areas for further improvements in usage, the study reported in this article examines how EFTPoS usage and overall attitudes toward the system vary across different consumer demographic groups. Results of the study indicate that in general, consumers have favourable attitudes toward using the EFTPoS system. However, they are concerned about the possibilities of losing control over expenditures when purchases can be charged to electronic cards. Significant differences in EFTPoS usage and attitudes are found between men and women, consumers of different national backgrounds, and monthly income categories. Age and educational level do not have significant effects on attitudes. Practical and theoretical implications of the findings are outlined and discussed.
Assessing the environmental risk exposure of UK banks
Authors: Thompson Paul
Published: July 2002

In recent years, bankers have come to realise that banking operations, in particular lending, affect and are affected by the environment and that consequently the banks might have an important role to play in helping to raise environmental standards. Stricter environmental regulations have forced companies to invest in environmentally friendly technologies and pollution control measures and in turn generated lending opportunities for bankers. However, the environment also presents significant risks to banks including direct, indirect and reputational. This article begins with an attempt to define environmental risk in the context of bank lending. It goes on to assess the relative environmental risk exposures of the UK’s major clearing banks using publicly available data on current market shares of environmentally sensitive industry sectors.
The multiple banking behaviour of Singaporeans
Authors: Gerrard Philip , Barton Cunningham J.
Published: July 2002

This study, using a sample of adult Singaporeans, established that 76.8 per cent of its respondents engaged in multiple banking. The Post Office Savings Bank was main bank to 61.3 per cent of the respondents, while the local full licence banks were main bank to 35.1 per cent of the respondents. These same banks held 27.6 per cent and 66.1 per cent respectively of subsidiary bank relationships. Multiple bank customers were typified as being people who were tertiary educated, were Chinese and were paid an income of $2,000 p.m. and above. No significant differences were found upon comparing single and multiple banking customers based on five psychographic characteristics.
TQM in Australian manufacturing: factors critical to success
Authors: Sohal A.S. , Terziovski M.
Published: July 2002

Discusses the trends in the adoption of quality management practices in the Australian manufacturing industry and highlights some of the barriers to the adoption of such practices. Furthermore, the paper discusses the factors that are considered to be critical to the adoption of TQM in Australian manufacturing. The longitudinal quantitative and qualitative results show that TQM is largely implemented in the manufacturing/operations function with little progress in other functional areas. Overall, the popularity of TQM, ISO 9000 certification, statistical process control and quality circles has diminished. The obstacles to the adoption of quality management practices point to the short‐term vision of Australian managers and the misconception concerning the costs and benefits associated with a TQM programme. Based on the results of surveys and the case study research, numerous factors critical to success are identified. Concludes that there is no single best approach to implementing the TQM philosophy. An approach unique to the needs and culture of the organization must be developed.
Implementing TPM in plant maintenance: some organisational barriers
Authors: Lee Cooke Fang
Published: July 2002

Since the 1980s, quality initiatives, seen as critical for greater competitiveness, have gained much attention from British management under the influence of Japanese management principles. This has resulted in a widespread adoption of quality techniques such as quality circles, teamworking, customer care, total quality management (TQM) and total productive maintenance (TPM), etc. This paper reports the finding of a study of the production and maintenance function of four processing/manufacturing companies. It intends to highlight the difficulties that these companies have been faced with in their attempt to implement TPM initiatives between the production and maintenance departments in order to improve organisational efficiency. The paper concludes that implementing TPM is by no means an easy task, which is heavily burdened by political, financial, departmental and inter‐occupational barriers.
A comparative study of TQM practice and organisational performance of SMEs with and without ISO 9000 certification
Authors: Rahman Shams‐ur
Published: July 2002

Recently, a highly credible report suggested that the quality philosophy and quality standards have not effectively reached the core of Australia’s commercial base – 780,000 small and medium enterprises (SMEs). Drawing on this critical finding, this study aims at providing empirical evidence on the differences in total quality management (TQM) implementation and organisational performance of SMEs in Western Australia, with and without ISO 9000 certification. Using the criteria of the Australian Business Excellence (ABE) framework as a guide, a questionnaire with 36 items was developed, checked for reliability and validity and applied to create a self‐assessment measure of TQM practices. The results showed that there was no significant difference between SMEs with and without ISO 9000 certification with respect to TQM implementation and organisational performance. This result concurs with the findings of studies conducted in the context of large organisations in Australia.
One‐sided capability indices CPU and CPL: decision making with sample information
Authors: Pearn W.L. , Chen K.S.
Published: July 2002

Process capability indices have been used in the manufacturing industry to provide quantitative measures on process potential and performance. The formulae for these indices are easy to understand and straightforward to apply. But, since sample data must be collected in order to calculate these indices, a great degree of uncertainty may be introduced into capability assessments due to sampling errors. Currently, most practitioners simply look at the value of the index calculated from the sample data and then make a conclusion on whether their processes meet the capability requirement. This approach is not reliable since sampling errors are ignored. Procedures for two‐sided capability indices, Cp, Cpk, and Cpm have been developed to assist practitioners to determine whether their processes meet the capability requirement based on sample information. In this paper, we first obtain unbiased estimators of CPU and CPL. We then develop a procedure similar to those of Cp, Cpk, and Cpm, for the one‐sided capability indices CPU and CPL. Practitioners can use the procedure to test whether their processes meet the capability requirement.
Measurement Precision in Quality Management:
Authors: Babbar Sunil
Published: July 2002

A major problem encountered by high‐tech management is that of managing
the precision of product components and their assembly. For dimensional
metrology, management’s ultimate tool for technologically assuring
measurement precision to the microinch, and the product reliability
depending on this precision, is the use of gauge blocks for calibration.
Using three comprehensive sets of data from high precision primary
laboratories in the US and from the National Institute of Standards and
Technology (NIST), not only explores, but also provides insights on, how
reliable a calibration standard are gauge blocks. The results show that
individual blocks do expand or contract over time. The true value of
blocks was found to differ significantly from their specified nominal
values. There was strong evidence that some blocks are in fact
manufactured much above or below their nominal specification. Also a
significantly higher range was displayed in measurements on larger
blocks.
Quality Improvement through Team Goal Setting, Feedback, and Problem
Solving
Authors: Longenecker Clinton O. , Scazzero Joseph A. , Stansfield Timothy T.
Published: July 2002

Describes a field experiment conducted in a US automotive parts
manufacturing plant to explore the impact of team goal setting, feedback
and problem‐solving activities on product defect rates. Two
manufacturing cells were randomly selected, with one cell serving as the
treatment group and the other as the control group. The treatment group
employed a team defect‐reduction goal‐setting approach, received daily
performance feedback, and developed a group problem‐solving mechanism as
part of the experimental treatment. The control group was physically
isolated from the treatment group and performed their work under the
organization’s traditional operating structure. The treatment group
achieved a statistically significant reduction in product defect rates
compared to the control group over the 15‐month period of this study.
Discusses the implications of this study and suggests that a combination
of team goal setting, feedback and problem‐solving practices can improve
product quality and can be used as a starting point for an overall
quality improvement effort.
Senior executives and ISO 9000
Authors: Taylor W. Andrew
Published: July 2002

Reports on research into the attitudes and behaviours of senior executives with respect to ISO 9000. The study was carried out in Northern Ireland among 682 organizations in the public and private sector using a postal questionnaire as the survey instrument. Reviews the criticisms and concerns about ISO 9000 and highlights the importance of senior executive commitment. While commitment is shown to be a complex concept which has yet to find universal agreement, it is suggested that some of the current criticisms of the standard may be symptomatic of lack of such commitment. Outlines some behaviours indicative of commitment in an ISO 9000 context. Finds that understanding of the purpose of ISO 9000 is an important preliminary step in this implementation process. While most senior executives have a passing awareness with the name of the standard, they do not appear to be so clear about its purpose. Finds that high levels of consultancy intervention have made no significant improvement in terms of either understanding or measurement of financial benefits of ISO 9000. Concludes that the real test of senior executive commitment will arise during the phase beyond ISO 9000 registration.
On the quality of construction engineering design projects
Authors: Tan Raykun R. , Lu Yaw‐Guang
Published: July 2002

Utilizes approaches from systems analysis, quality management and
previous empirical results to formulate the framework for the study.
Took selected engineering consulting firms in Taiwan as research
subjects for the empirical portion of the studies. The scope is
restricted to the design phase of the construction project. Synthesizes
an AHP architecture from the system concept and total management
philosophy and provides an in‐depth understanding of the criteria of
quality and impacting factors to form the basis on which to enhance and
control quality. Combines expert opinions from project owners,
engineering executives and project managers. Integrates these
diversified, intangible quality perceptions into a concrete
representation. Among the eight quality criteria, conformity to codes
and standards, constructability and conformance to owners’ requirements
are ranked high on the list, although the ranking may be somewhat
influenced by the expertise of those included in the survey. Analyses
the relative importance of impacting factors among the respondents and
concludes by suggesting potential uses for the AHP architecture and
indicates areas for future research.
Measuring the success of a TQM programme
Authors: Capon N. , Kaye M.M. , Wood M.
Published: July 2002

Seeks to establish the most appropriate measures of TQM success,
and to assess by how much the rate of success improves when these
measures are used. Describes in outline a study carried out at Colt
International using the Baldrige framework. The level of quality was
measured secretly at Colt, then the improvement measured after the
Baldrige monitors were displayed. Quantitative measures were used,
supported by qualitative observation. A t‐test was used to
calculate the significance level of the results. The scope covered 37
teams across operations, technical, commercial and administrative
departments within an industrial company. Results show a 10‐15 per cent
improvement per month, with a 65 per cent level of confidence.
Recommends that quantitative measures based on Baldrige should be a key
part of all TQM programmes.
A comparative assessment of some major quality awards
Authors: Bohoris G.A.
Published: July 2002

Searching for quantitative tools to monitor the attainment of TQM
objectives, reviews the Japanese, European and American quality awards
and discusses their significance to business. The procedures, assessment
criteria and benefits of the Deming Application Prize (DP), European
Quality Award (EQA) and Malcolm Baldrige Quality Awards (MB) are
examined in some detail and compared against each other. It has been
found that the DP focuses on the dissemination of company wide quality
control, continuous improvement and relations with suppliers. Its most
important aspect is the thorough application of statistical QC
techniques. The MB accepts that quality is customer‐driven and therefore
focuses on customer satisfaction, benchmarking, competitive comparisons
with the industry average, the industry leader, and the principal
competitors in the company’s key markets. The EQA focuses on the
relations with the community, and customers’ and employees’
satisfaction. Finally, another major difference between the DP and the
other two is that certain examination criteria such as human resource
management, customer satisfaction, impact on society, and operational
results are not included in the former.
A process‐based view for customer satisfaction
Authors: Muffatto Moreno , Panizzolo Roberto
Published: July 2002

Many scholars have highlighted, from both the theoretical and the
empirical perspective, the importance of customer satisfaction for
firms’ competitiveness. Most contributions, however, do not analyse the
links between customer satisfaction and the related organizational
processes. Adopting a process‐based point of view, develops an
integrative and holistic approach and proposes a framework for the
analysis of the organizational processes required for the achievement of
customer satisfaction. These processes are subdivided into three main
categories: planning, design and monitoring. The first concerns the
establishment of the medium, long‐term company strategic objectives for
customer satisfaction, the second regards the design of the firm’s
operating system, and the third relates to the outline of the control
system. Proposes an integrated view of customer satisfaction that
overcomes the limits of an approach mainly based on monitoring
activities.
Generative and case study research in quality management
Authors: Simon Alan , Sohal Amrik , Brown Alan
Published: July 2002

Argues that because of the many inherent weaknesses of traditional empirical research, generative and case study approaches may be more useful methodologies for conducting research on quality management. Outlines ways in which the generative research model builds conceptual frameworks from the data provided by the target population itself in conjunction with a review of the literature, while the case study approach provides a much deeper and richer insight to the quality management practices of the company being investigated. Discusses the benefits and difficulties associated with case study research.
Characteristics, benefits and shortcomings of four major quality awards
Authors: Ghobadian Abby , Seng Woo Hong
Published: July 2002

In an increasingly global and competitive environment, an organization’s long‐term survival may depend on improved quality, productivity and customer service. The pressing need to improve competitiveness has resulted in a number of transnational and national quality awards. In broad terms, these awards stress the importance of management process, customer satisfaction, people and total quality to the attainment of superior competitive position. Describes, compares and highlights the key strengths and weaknesses of the following four major national and transnational quality awards: the Deming Application Prize; the European Quality Award (EQA); the Malcolm Baldrige Quality Award (Baldrige Award); and the Australian Quality Award (AQA). Discusses the key requirements of each award and their underlying assumptions and impacts. The awards reviewed represent one of the principal devices used to encourage adoption of self‐assessment, total quality concepts, and external focus in four different continents. To spread good total quality practice the awards publicly recognize the achievements of the organizations which have successfully adopted the concepts of total quality management. The winners serve as useful role models for other organizations intent on adopting total quality management practices. The quality awards reviewed are arguably the premier award in their respective continents.
Improving integrated circuits assembly quality ‐ a case study
Authors: Whitfield Richard C. , Kwok Kam‐Ming
Published: July 2002

Reports a case study in using a team approach to improve the quality, cycle time and yield of integrated circuits assembled in Hong Kong. Ford’s eight‐disciplines (8‐D) process is the methodology used, and significant improvements are acheived with it. Within the framework of the 8‐D process, the work involves using simple quality tools to analyse and correct production problems. Demonstrates that a tightly‐focused approach, which follows well‐documented and methodical procedures using simple tools and techniques, can bring considerable benefits within a short time.
Quality management in TQM versus non‐TQM firms: an empirical investigation
Authors: Ahire Sanjay L. , Waller Matthew A. , Golhar Damodar Y.
Published: July 2002

The TQM revolution of the 1980s has led to a formal adoption of TQM by many firms. However, several organizations fail in their campaigns because of a variety of reasons ranging from lack of top management commitment to focus on tools instead of approach. Through a focused survey of 359 manufacturing firms in a single industry answers two critical questions: is it necessary for a firm to embark on a formal TQM campaign to manage quality effectively?; and is it worthwhile for a firm to embark on a half‐hearted TQM campaign? Using a criterion of existence of a formal TQM campaign in a firm and quality of products offered by the firm, classifies firms into four groups: high performance TQM firms, low performance TQM firms, high performance non‐TQM firms, and low performance non‐TQM firms. Compares them along ten literature‐based, empirically‐validated TQM constructs and derives the following major conclusions: it is not necessary for a firm to implement a TQM campaign formally in order to practise elements of TQM philosophy and thereby manage quality well; a firm should implement a formal TQM campaign only if it plans to execute the TQM constructs to their full extent, or it is better off by not investing in the formal campaign; and the product quality of a firm improves with the extent of the rigour associated with TQM implementation. Discusses implications of these findings for TQM research and practice.
Quality planning performance: the relationship between objectives and process
Authors: Lam Simon S.K.
Published: July 2002

Examines organizational objectives when conducting quality planning and how different planning objectives are related to its perceived performance. The sample included 42 firms representing five different planning objective orientations. Four distinct cluster groups emerged. The four orientations were named as “strategic impact and communication”, “product/process improvement”, “co‐ordination”, and “no clear objectives”, based on the interpretation of the planning objectives that loaded on each respective factor. The results suggest that certain quality planning objectives were associated with significantly higher perceived performance and the level of planning sophistication only influenced the planning performance of some groups.
Comparing quality management practices in the Australian service and manufacturing industries
Authors: Beaumont Nicholas B. , Sohal Amrik S. , Terziovski Milé
Published: July 2002

Presents a comparative analysis of the attitudes to and the use of quality management practices (QMP) in Australia’s manufacturing and service industries. Outlines the survey methodologies, lists questions asked and summarizes responses to them. Identifies and comments on statistically significant differences in the use of quality management practices between the two sectors. Discusses the attitudes towards the use of and factors which encourage or discourage the implementation of QM practices in Australia’s manufacturing and service industries. Finds that the manufacturing sector uses quality management practices more than the service sector. Attempts to explain these differences and suggests further research.
A journey toward total quality management through ISO 9000 certification ‐ a study on small‐ and medium‐sized enterprises in Singapore
Authors: Quazi Hesan A. , Padibjo Samuel R.
Published: July 2002

Literature review highlights the importance of TQM for SMEs to improve their current business practices as well as quality of products and services, to ensure long‐term survival. However, there are several barriers to effective implementation of TQM in such organizations, namely, the apparent lack of business experience and knowledge, and limitation of financial as well as human resources. Singaporean SMEs account for a large share of its economy, however, little has been written on how TQM has been applied in these companies in Singapore and the region. This paper reports the results of a pilot study conducted among a sample of local SMEs. The findings are compared to an earlier work done in Singapore. Furthermore, this paper reports the findings of follow‐up interviews with some local SMEs regarding the perceived benefits of and barriers to ISO 9000. Based on the experience in Singapore, ISO 9000 certification has provided significant benefits for SMEs. The journey towards TQM will, however, require not only full commitment of the company management, but also a quality culture created externally by the government which is crucial to the progress beyond ISO 9000.
Smaller enterprises’ experiences with ISO 9000
Authors: Brown Alan , van der Wiele Ton , Loughton Kate
Published: July 2002

Discusses the experience of small and medium sized enterprises (SMEs) with ISO 9000 series certification, based on the results of a Western Australian questionnaire survey. It explores issues ranging from why certification was sought, the benefits derived and disappointments. Also examines the problems encountered by SMEs and how they dealt with them. Comparisons are made between those SMEs perceiving more success with ISO 9000 series certification and those which do not. Findings suggest that SMEs are experiencing mixed results from ISO 9000 series certification. Some are reporting considerable internal benefits while many are not experiencing external benefits. An encouraging outcome is that a number of SMEs see ISO 9000 series certification as a useful first step in the quality journey with a view to moving forward in the direction of a broader quality management approach.
The role of the cultural audit in implementing quality improvement programs
Authors: Anne Bardoel E. , Sohal Amrik S.
Published: July 2002

This paper discusses the adoption of total quality management in seven Australian organisations based on case study research. It reports on the reasons for adopting TQM, planning and implementation issues, benefits achieved and the limitations and difficulties associated with the introduction of TQM. The analysis concludes that the effect of TQM on an organisation’s culture should not be underestimated as it is a radical change to the organisation’s strategy which is geared to changing the culture in the long term. The analysis indicates that the principles found for successful introduction of effective cultural change are also applicable when implementing TQM programs in organisations. The implementation of a five step cultural audit as a prerequisite for the successful introduction of TQM into organisations is proposed.
Design of experiments to study and optimize process performance
Authors: Konda R. , Rajurkar K.P. , Bishu R.R. , Guha A. , Parson M.
Published: July 2002

Design of experiments is one of the many problem‐solving quality tools that can be used for various investigations such as finding the significant factors in a process, the effect of each factor on the outcome, the variance in the process, troubleshooting the machine problems, screening the parameters, and modeling the processes. Many industries use this tool to stay competitive worldwide by designing robust products as well as improving quality and reliability of a product. By using strategically designed and statistically performed experiments, it is possible to study the effect of several variables at one time, and to study inter‐relationships and interactions. Proposes a strategy to apply the design of experiments to study and optimize the performance of a process. Additionally, the formulation and solution to a multi‐objective optimization problem have been presented. As a case study, experimental design technique used by the authors to study the performance of a wire electrical discharge machining process for machining beryllium copper alloys is presented.
A generalization of Clements’ method for non‐normal Pearsonian processes with asymmetric tolerances
Authors: Pearn W.L. , Chen K.S. , Lin G.H.
Published: July 2002

For non‐normal Pearsonian processes, Clements proposed a method for calculating estimators of the two basic process capability indices Cp and Cpk. Pearn and Kotz applied Clements’ method to obtain estimators for the other two more advanced process capability indices Cpm and Cpmk. Their considerations on those indices, however, are restricted to processes with symmetric tolerances. Recently, Pearn and Chen proposed a generalization of the index Cpk to handle cases with asymmetric tolerances. The generalization takes into account the asymmetry of the manufacturing specifications, which is shown to be superior to the other existing methods. In this paper, we apply this approach and consider a generalization of Clements’ method for non‐normal Pearsonian processes where the manufacturing tolerances are asymmetric. Comparisons between the original Clements’ method and the proposed generalization are provided. The results indicate that the generalization is more accurate than the original Clements’ method in measuring process capability.
Continuous improvement: the ten essential criteria
Authors: Kaye Mike , Anderson Rosalyn
Published: July 2002

This study advocates a planned and integrated approach for achieving continuous improvement in an organisation. A model based on ten essential criteria and supporting elements of “best practice” is provided. The role of senior management in ceaselessly driving the improvement cause is emphasized together with the need to focus on stakeholder requirements, measure performance and learn from results. The underpinning foundations are seen to be a culture for innovation, focusing on critical processes and the involvement of employees, together with the integration of improvement activities throughout the organisation. Use of the proposed model is seen as preparatory for, and complementary to, the more complex models (such as the business excellence model or Baldrige criteria) which are useful where an organisation already has the foundations and culture for improvement and wishes to stretch itself further.
Institutionalizing reliability and maintainability ‐ a success story
Authors: Burrows Dan C. , Petry Jack A. , Fratianne Scott A.
Published: July 2002

Describes the success story of how Gilman, a division of Giddings & Lewis, Inc., with the help of Blackhawk Technical College, institutionalized reliability and maintainability (R&M) into its quality system and obtained ISO 9001:1994 certification and a declaration of compliance to the QS 9000 Tooling & Equipment Supplement. Looks at aspects such as defining the need for R&M and the integration of effective reliability and maintainability procedures into the quality system. Reports on a comprehensive training effort to educate the organization in R&M.
A self‐assessed quality management system based on integration of MBNQA/ISO 9000/ISO 14000
Authors: Pun K.F. , Chin K.S. , Lau Henry
Published: July 2002

With the proliferation of several quality awards and standards, many organisations have taken their initiatives to employ different awards and standards in one form or another to sustain competitive edge. The ultimate objective of a self‐assessed quality management system (SQMS) is to assist the organisation in its quest for corporate performance, business results and financial health. It can be achieved through proceduralising organisational activities and increasing uniformity and conformity of repeated tasks. This paper presents the compatibility of assessment criteria of the Baldrige Award with the conformity requirements of both ISO 9000 and ISO 14000. A SQMS is built upon these criteria and requirements. The core concepts and skeleton of the system are explained, and its applicability is illustrated with reference to an implementation case in an engineering organisation in Hong Kong.
Strategy and planning for innovation management – a business excellence approach
Authors: Martensen Anne , Dahlgaard Jens J.
Published: July 2002

This paper highlights how the European Business Excellence Model can be adapted to innovation when formulating strategies and plans. The Business Excellence Model is too general to be applied directly to innovation, and the authors find that specific criterion parts have to be supplemented. A cause and effect diagram is formulated showing eight criterion parts to be relevant when formulating strategies and plans for the company’s innovation programme. These eight criterion parts can be combined in an extended PDSA loop, where the first loop reflects the strategy and planning phases for innovations and the second loop reflects the “right” innovative, creative and learning culture that is required when implementing these strategies and plans. The paper goes into details with the first loop, where each of the four phases (PDSA) are discussed and specific areas to address are highlighted.
Strategy and planning for innovation management – supported by creative and learning organisations
Authors: Martensen Anne , Dahlgaard Jens J.
Published: July 2002

Excellence in innovation requires that organisations have the competencies to react quickly to new market conditions and customer needs, and see the possibilities that can arise from constantly looking for creative solutions and continuous improvements in products and innovation processes. Today’s companies must continuously adapt, develop and innovate. The principles and disciplines of the learning and creative organisation are a crucial determinant for this. This is the focus of the paper. The European Business Excellence Model can be applied to innovation management by supplementing four new criterion parts related to the company culture, namely creative and learning organisations. An extended PDSA loop for excellent strategy and planning is briefly described. The paper focusses on the culture loop within this framework and highlights what criterion parts and areas to address to include this culture aspect.
Bridging the needs and provisions of quality education and training: an empirical study in Hong Kong industries
Authors: Pun K.F. , Chin K.S.
Published: July 2002

Recently, significant shifts of competitive edge in industry have been sharpening the needs for quality education and training (QET). “Quality” is conformance to requirements and customer satisfaction. In this context, the authors initiated a two‐stage empirical study to investigate the managerial views about the requirements and provision status of QET in Hong Kong. A random sample of 130 organizations was selected. Through a focus group study, 30 QET elements were consolidated under four categories of customer value and market focus, quality engineering and management, process analysis and improvement, and human resource focus. A subsequent mass survey examined the hypothesized links between the QET needs and provisions, and investigated specific QET requirements of top management, middle management and front‐line personnel. This paper contributes to identifying the needs of, assessing the provision of, and garnering company‐wide support and commitment towards QET in relation to sustaining organizational performance and competitiveness.
Emotional intelligence – A review and evaluation study
Authors: Dulewicz Victor , Higgs Malcolm
Published: July 2002

This article reviews the literature on the subject of “emotional intelligence” (EQ) and attempts to pin‐down and define this nebulous construct, using competency‐based and personality factor scales. In an exploratory study, the reliability and construct and predictive validity of three scales were investigated. An EQ scale based on 16 relevant competencies showed highly promising reliability and validity. The results also showed the relevance of two other competency‐based scales – intellectual intelligence (IQ) and managerial intelligence (MQ) – which both predicted organisational advancement. Taken together, however, the three scales had even higher validity. The overall results supported the view that EQ constructs can be measured more effectively by “performance analysis” than “classic paper and pencil tests”. In addition they provide support for the proposition that the combination of EQ and IQ is a more powerful predictor of “success” than either measure alone.
Workaholism among women managers: personal and workplace correlates
Authors: Burke Ronald J.
Published: July 2002

Examines potential individual difference and work culture correlates of workaholism in organizational settings. Data were collected from 251 women MBA graduates in managerial and professional roles using anonymous questionnaires. Workaholism types were determined using measures developed by Spence and Robbins. Three personal beliefs and fears identified by Price in her cognitive social learning model of Type A behavior were assessed along with organizational values supporting work‐personal life balance. Significant workaholism type effects were present in both individual difference and work culture measures.
Predicting team performance from a learning process model
Authors: Jackson Chris J.
Published: July 2002

This paper determines the effectiveness of a learning process model in the prediction of team performance. The team performance of 19 teams was objectively measured by using a “first past the post” criterion after completion of a demanding exercise. Performance scores were predicted by means of Honey and Mumford’s learning styles questionnaire. Results indicated that a model based on team learning is predictive of team success and that team members’ scores should be averaged to best predict performance. In comparison, Belbin’s team role questionnaire was not predictive of team performance.
Belbin’s team role theory: for non‐managers also?
Authors: Fisher S.G. , Hunter T.A. , Macrosson W.D.K.
Published: July 2002

Belbin team role scores derived from the 16PF5 personality questionnaire data were obtained from a sample of volunteers drawn from industrial and local authority organizations. The volunteers, comprising male and female managers and non‐managers, with approximately equal numbers in each of the four possible categories, were set into teams. Approximately half of the 55 teams comprised solely managers, the other half solely non‐managers. The distribution of Belbin team roles over all the teams was not controlled. All teams completed a business game typically used for training managers in team decision making. The distribution of Belbin scores amongst all the volunteers and the results of the business game provided evidence in support of the claim that Belbin’s team role theory can be applied to non‐managerial personnel.
Job satisfaction and organizational citizenship behaviour
Authors: Murphy Gregory , Athanasou James , King Neville
Published: July 2002

The purpose of this study was to examine the role of organizational citizenship behaviour as a component of job performance. Participants comprised 41 human‐service workers, who completed a job satisfaction questionnaire and were rated for their organizational citizenship, as well as being measured on three discretionary organizational participant behaviours. Job satisfaction correlated significantly with organizational citizenship and participation behaviours (correlations ranged from +0.40 to +0.67). Findings were consistent with the view that satisfaction may not be reflected in productivity but is evident in discretionary involvement in the workplace. Implications for monitoring and managing a wide range of employee behaviours are outlined.
Who goes? Who cares? Who stays? Who wants to?
Authors: Bishop James W. , Goldsby Michael G. , Neck Christopher P.
Published: July 2002

Traditional employment practices since the Second World War had usually ensured job security for a company’s workforce. However, the increasingly competitive environment and the restructuring of companies in the 1980s and 1990s have made this practice impossible to continue; therefore, layoffs have become a fact of life for employees in an increasing number of industries. The purpose of this study was to examine attitudes in two employment environments, one in which temporary workers were used to shield permanent employees from layoffs and another in which layoff decisions were made without regard to permanent or temporary status. Specifically, examination was made of the relationships among perceived organizational support (POS), organizational commitment, and intention to quit, and the relative levels of these variables across two environments and the two classes of workers. It was found that, as expected, the relationships among the commitment variables and intention to quit were similar within both environments. Also, as expected, levels of commitment in the “shield” environment were higher than in the “layoff” environment; and POS was higher among temporary employees in the “shield” environment than among permanent workers in the “layoff” environment. A particularly interesting finding was that, in the “layoff” environment, POS among temporary workers was higher than among permanent workers.
Participant Observation: A Model for Organizational Investigation?
Authors: Vinten Gerald
Published: July 2002

Participant observation, in which research is carried out through the direct participation of the researcher in the situation of interest, is a method of considerable interest to managerial psychologists, and others such as staff officers and other employees who carry out a similar role. Unfortunately it, and qualitative methodology as a whole, of which participant observation is a sub‐species, are approaches which are widely denigrated in the literature. This is unjust, since the method is not without its rigours, and the alternative, complementary and more highly regarded quantitative approach is not without its flaws, some of them fatal. Gives examples where participant observation is likely to be the only viable method of eliciting information, and there may be a significant public interest in such cases. There are ethical objections to covert participant observation, but even this has its valid applications. Participant observation should achieve its rightful place as a major research method with diverse application and usefulness.
Spirituality and Management
Authors: McCormick Donald W.
Published: July 2002

Describes some of the challenges that face managers who try to integrate
their spirituality with their work, focusing on values, tasks and
problems that emerge in more than one spiritual tradition. Examines five
such themes: compassion, right livelihood, selfless service, work as a
form of meditation, and problems of pluralism.
Employment gaps, work satisfaction and career advancement among
women chartered accountants
Authors: Burke Ronald F. , McKeen Carol A.
Published: July 2002

Reports the findings of a study which examined the relationship of
employment gaps to measures of work outcomes and emotional wellbeing.
Data were collected from a diverse sample of 161 women chartered
accountants (CAs) using questionnaires completed anonymously. Women CAs
with more employment gaps were older, more likely to be married, had
more children if married, and worked fewer hours and extra hours per
week. Women with more employment gaps also reported less satisfaction,
less job involvement and were less optimistic about their career
prospects, when other factors were controlled. Employment gaps were not
related to psychological wellbeing however.
The philosophy of action science
Authors: Riordan Patrick
Published: July 2002

Describes how there are unsolved problems within the philosophy of
the social sciences, which cannot provide a coherent account of a style
of science which is based on either explanation or understanding. No
easy combination of elements from the empiricist and hermeneutic
approaches is possible because of radically different epistemologies.
Shows how, against this background of philosophical insecurity, action
science seems to offer new possibilities by incorporating a form of
practice of research which is aimed at understanding meaning, while at
the same time retaining enough of the characteristics of the ideal of
scientific reliability (hard data, explicit inference, public testing)
to free it from the danger of uncritically adopting the internal
viewpoint of participants. It is free from commitment to empiricist
epistemological principles, so that it can combine elements of the
explanatory and interpretative poles in a coherent way. Argues that it
is a valuable contribution which can advance the discussion within the
philosophy of the social sciences.
Process consultation, action research and clinical inquiry: are
they the same?
Authors: Schein Edgar H.
Published: July 2002

Clarifies a confusion existing in the field of consultation and
organization development between formal research and data‐driven inquiry
on the one hand and clinical research and client‐driven inquiry on the
other. Illustrates the difference between the two approaches by showing
the effects of particular approaches to data gathering. Shows how the
clinical approach is synonymous with process consultation by being
driven by the client′s agenda and argues that the clinical approach is
more appropriate for consultation and organization development projects.
Total management: integrating manager, managing and managed
Authors: Harung Harald S.
Published: July 2002

There is an accelerating need for expanded awareness in today’s management as the task of the manager becomes increasingly complex. Presents a holistic model based on an on‐going interaction of a few fundamental components selected to represent management: goal, quality, productivity, profit, marketing, services and goods. These components range from abstract and expanded to concrete and restricted. Argues that there is an imbalanced focus on the last items listed. The different components of management are linked to different levels of human awareness: identity, feeling, intellect, mind, desire, senses and action. Research has shown that few managers have developed conscious contact with deeper levels of awareness, beyond the intellect. Total management requires simultaneous and spontaneous conscious awareness of all levels. In order to operationalize more holistic management, there is a need to supplement traditional education and human resource development (HRD) with a practical technology to enhance the wakefulness of the manager.
Enhancing worker self‐efficacy: an approach for reducing negative reactions to technological change
Authors: McDonald Tracy , Siegall Marc
Published: July 2002

Examines the relationship between perceived technological self‐efficacy (TSE) ‐ the belief in one’s ability to perform successfully a technology sophisticated new task ‐ and people’s reactions to change. Survey respondents were 205 telecommunications repair technicians, who were being trained to use a new computerized job assignment system. Indicates that technicians with high levels of TSE were significantly more satisfied with their jobs, reported doing more work of a higher quality, demonstrated fewer withdrawal behaviours, and were more committed to the organizations after the change, compared with workers with low TSE. Provides guidelines for enhancing self‐efficacy when making such changes.
Self‐efficacy as a mediator of goal setting and performance
Authors: Appelbaum Steven H. , Hare Alan
Published: July 2002

Provides a comprehensive literature overview of the concept and use of self‐efficacy (a person’s self‐belief in his or her ability to perform specific tasks) as a theoretical construct, emerging from Bandura’s social learning (social cognition) theory. Examines, specifically, how self‐efficacy may be perceived and emloyed as mediator of goalsetting and performance, and its implications for human resource management.
Developing commitment between managers and employees
Authors: Brewer Ann M.
Published: July 2002

Examines the relationship of managerial strategy and organizational commitment among drivers working in the private bus industry. Investigates the dimensions of managerial strategy and organizational commitment. Data were collected by survey questionnaire. Demonstrates that managerial strategy plays a key integrative role in generating organizational commitment among bus drivers. Decentralized authority, participative management, and resource adequacy were the most relevant factors in the development of organizational commitment. Found that employees felt blocked in using their initiative, experienced a power distance between managers and drivers, and were not recognized for non‐driving activities. Suggests that managers and supervisors need to look at structures and processes which encourage participation and decentralized authority so that employees maintain involvement in their organizations.
Prediction and replication of the organizational and personal consequences of workplace sexual harassment
Authors: Barling Julian , Dekker Inez , Loughlin Catherine A. , Kevin Kelloway E. , Fullagar Clive , Johnson Deborah
Published: July 2002

Develops, tests and replicates a model of workplace sexual harassment and its personal and organizational consequences. The frequency of sexual harassment experiences predict workplace negative mood which, in turn, predicts psychosomatic wellbeing, turnover intentions and interpersonal (i.e. co‐worker and supervisor) job dissatisfaction. Using LISREL VIII, shows that the model fits the data for a sample of employed Canadian females (n= 202), but not for a sample of employed Canadian males (n= 137). Finally, an analogous model suggesting that sexual harassment predicts negative mood which, in turn, predicts self‐esteem, concentration difficulties and grades, fit the data for a sample of 120 female undergraduate students. Discusses conceptual and practical implications, and future research directions.