Employee perceptions of the rewards associated with six sigma

Abstract

Purpose

This paper examined employee perceptions of the rewards associated with their participation in a six sigma program. Six sigma is an approach to organizational change that incorporates elements of total quality management, business process reengineering, and employee involvement.

Design/methodology/approach

A survey was completed by 215 employees (34 percent response rate). Respondents rated the extent to which they felt their participation in six sigma was “instrumental” for a range of outcomes, as well as valence (desirability) of each outcome (based on the VIE concept of instrumentality). The outcomes were classified into four categories: extrinsic, intrinsic, social, and organizational.

Findings

Valence ratings revealed that all 12 outcomes were perceived as desirable. Instrumentality ratings showed that extrinsic outcomes were rated significantly lower than intrinsic, social, and organizational outcomes. Additional analyses revealed significant differences on all four outcome categories between participants and non‐participants in the six sigma program.

Practical implications

The positive valence and instrumentality ratings for participants indicate they believe their participation will lead to valued outcomes for themselves and their organizations. However, employees who choose not to get involved in six sigma do not perceive that their participation would have led to desired outcomes. The results also show that while participants value extrinsic rewards, they do not see six sigma as instrumental in their receipt. These perceptions have important implications for attracting and retaining program participants.

Originality/value

While much has been written about the use of reward systems in supporting a successful six sigma effort, this study empirically examines how employees actually perceive the rewards associated with their participation. It also identifies which types of rewards are most instrumental for participants and non‐participants.

Citation

Buch, K. and Tolentino, A. (2006), "Employee perceptions of the rewards associated with six sigma", Journal of Organizational Change Management, Vol. 19 No. 3, pp. 356-364. https://doi.org/10.1108/09534810610668355