Employee Participation in Management with Special Reference to the Effectiveness of Quality Circles as a Participative Management Technique

Abstract

Purpose: The article investigates the purpose of Quality Circles (QCs) as a specific, developed tool of participative management. It attempts to question the reported efficiency of QCs in improving organisational performance and employee results, beyond generalized statements and investigates the contingent circumstances that promote success or instigate failure.

Design/Methodology/Approach: With the help of a rigorous systematic synthesis of secondary data, this study examines and synthesizes findings of peer-reviewed empirical research, meta-analyses, and industry reports published since 2000. The review is focused on comparative results of productivity, quality, staff attitudes, and the necessary institutional support needed to promote QC efficacy.

Findings: The synthesis shows that QCs do not always work. True management commitment, proper allocation of resources, non-retributive environments and inclusion in formal organisational strategy potently moderate their success. Under the appropriate support, QCs exhibit strong positive relationships with quality improvement of the products and efficiency in solving problems. Their impact on overall employee morale and organisational commitment is, however, less predictable, tend to be confounded with the culture-underlying factors.

Originality/Value: This paper will provide a critical and consolidated review of twenty years of empirical data regarding QC effectiveness. It also provides a clearer model of QC efficacy making management support a core variable and not a peripheral one to offer viable information on how to introduce sustainable participative systems.