In the total quality management (TQM) environment, a major responsibility of TQM implementation rests with supervisors who translate the top management strategies into short‐term execution. Hence, the role of supervisors in the quality improvement efforts warrants a serious examination. Presents a comparison of the roles of supervisors in quality improvement strategies in TQM and non‐TQM firms. Based on a survey of 232 manufacturing firms in the USA and Canada, analyses the role of supervisors in TQM and non‐TQM firms using eight quality constructs. Major results indicate that, as compared with non‐TQM firms, supervisors in TQM firms receive more support and encouragement from top management, are under less tension, and possess a higher level of satisfaction. Also, participation of supervisors in the firm’s quality efforts is higher in TQM firms. The higher level of supervisors’ involvement, coupled with the top management commitment, results in higher quality of manufacturing processes and products for TQM firms than non‐TQM firms. Further, when implementing TQM strategies, non‐unionized firms are found to provide a better work environment for supervisors than the unionized firms.
Golhar, D., Deshpande, S. and Ahire, S. (1997), "Supervisors’ role in TQM and non‐TQM firms", International Journal of Quality & Reliability Management, Vol. 14 No. 6, pp. 555-568. https://doi.org/10.1108/02656719710186173Download as .RIS
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