by Ng Kai-kong. / Bibliography: leaves 83-90 / Thesis (M.B.A.) -- Chinese University of Hong Kong, 1983

Thesis (M.B.A.)--University of Hong Kong, 1984.

M.Com. / Please refer to full text to view abstract

The literature on worker participation generally assumes that worker participation programs lead to positive work outcomes (e.g., job satisfaction) in more or less direct fashion. The current study challenges this assumption and posits that "desire for participation," and "attitudes toward participation," may affect the participation-satisfaction relationship. Data were gathered from a quality circle (QC) program at a large electronics manufacturing firm, using both quantitative (survey questionnaire), and qualitative (interviews, observation, meeting attendance) means. QC members and non members were compared on all attitude measures, and on general job satisfaction. The results indicated the following: (a) the participation-satisfaction thesis was not supported, (b) desire for participation emerged as a salient variable in terms of its relationship to job satisfaction and selected attitudes toward participation, (c) QC membership did not sufficiently enlist workers with a strong desire for participation, (d) management was criticized for interfering with the QC process, and (e) QCs were categorized as "manager-dominated," "stable," or "in crisis." The overall conclusion was that the relationship between worker participation and job satisfaction is more complex than it is characterized in extant literature. Recommendations for further research included: (a) the call for systematic exploration of desire for participation, and (b) analyses of the performance outcomes (e.g., productivity) of QCs in terms of the model tested in this study.

In light of the growing worldwide competition among industrial manufacturers as developing nations become more technologically viable, it becomes imperative that we, as a nation, become more conscious than ever of quality and productivity. Our most serious competitors, the Japanese, have developed a nationwide sense of quality consciousness and have evolved a management and manufacturing system to achieve their goals of superior quality that is currently unrivaled. One important element of their productive system is the concept of Quality Control (QC) circles; generally described as a problem solving group of working people, who as members of a team, identify, solve, and implement solutions to work-related problems. Circles have served to tap a vast reservoir of energy, productivity, and ingenuity among the Japanese workforce, aiding them in their quest for manufacturing and quality superiority. We must learn more about these circles, what they are, how they operate, what they can do for us, and how we, as a nation can apply them to our manufacturing problems. They have already been successfully transplanted into America by many firms and are achieving excellent gains in productivity, quality, and worker-management relations.

published_or_final_version / Business Administration / Master / Master of Business Administration

No description available.

Thesis (MEd (Human Resource Studies))--University of South Australia, 1995

No description available.

by Lam Shun-yin, Henrik, Wai Bo-wah, Philip. / Bibliography: leaf 102 / Thesis (M.B.A.)--Chinese University of Hong Kong, 1986