The purpose of this paper is to investigate whether a quality management (QM) philosophy underlies the joint use of operations and human resource management practices, and the relationships with job-related contentment and performance.
Data from an economy-wide survey are used to test hypotheses via latent variable analyses (latent trait and latent class models) and structural equation models. The sensitivity of each path is then assessed using regression models.
Different elements rather than a unified philosophy are identified. A managerial approach that integrates total QM and just-in-time procedures is rare, but is associated with the quality of the product or service delivered. Labor productivity and quality are independent of the level of job-related contentment in the workplace. Although the average workforce is content, high involvement management and motivational support practices are associated with job anxiety. On the positive side, job enrichment is linked to labor productivity, thus suggesting potential gains through job design.
The study adds evidence from a national sample about a comprehensive range of management practices, and suggests distinct outcomes from different elements of QM. Additionally, it shows that performance expectations based on previous studies may not hold in large nationwide heterogeneous samples.
de Menezes, L.M. and Wood, S. (2015), "Quality management, job-related contentment and performance: An empirical analysis of British workplaces ", Evidence-based HRM, Vol. 3 No. 2, pp. 106-129. https://doi.org/10.1108/EBHRM-05-2014-0016
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