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The purpose of this paper is to investigate the effects a lean initiative has on the health-related quality management (QM) values, “Leadership Commitment” and “Participation of Everybody,” as well as on perceived co-worker health in the public sector.

A case study was carried out at a municipal division that had been working with lean for approximately 18 months. A questionnaire was used to measure the effect on health-related QM values both before and after the initial 18 month period. Documents from the intended lean implementation were studied at the starting point and after 18 months; this was followed up by examining new documents. The results from the questionnaires were analyzed using SPSS and the documents were analyzed by means of document comparisons and consensus discussion in the research group.

The effects on the health-related QM values; “Leadership Commitment” and “Participation of everybody” in this study showed that the values still permeated the organization to a relatively high extent after 18 months but that no statistical differences can be shown between the two measurement points. When measuring what effects a lean initiative has on values, a period of 18 months might be too short, if significance changes are expected. None the less, the results can be a way of monitoring the development of these softer values. Something that is equally important is to see if there have been any major changes, as a way of keeping the work with building a new culture alive and in focus. The results strengthen the assumption that a long-term mindset is needed when QM initiatives such as lean are applied within an organization especially when changes to values and workplaces are expected.

This study has further explored the QM in relation to lean in the respect of how the QM values “Leadership commitment” and “Participation of Everybody” are effected by a lean initiative.

The purpose of this paper was to modify an existing survey that measures co-worker perceptions of health-related quality management (QM) values and perceived health and to measure both co-worker and manager perceptions of those values. The purpose was also to test the modified survey and then compare the results from managers and co-workers from two organizations in which the survey has been used to measure baseline data in a lean research project and to help managers understand the areas where improvement is needed.

An earlier survey measuring co-worker perception of the dimensions of the health-related QM values “leadership commitment” and “participation of everybody” has been developed with corresponding statements for managers. The results of the survey were analyzed using SPSS (Statistical Package for the Social Sciences), the Cronbach’s alpha coefficient was calculated for each of the dimensions, and the correlations between the dimensions and the health index were investigated using the Pearson correlation. The mean and standard deviation were also calculated.

The modified survey is presented in the paper, and the results demonstrate that the managers’ perception of the presence of health-related QM values is higher than that of the co-workers. Seeing the leadership from the co-workers’ standpoint compared with the managers’ perspective provides novel insight for both the researcher and the managers.

Leaders in organizations must develop greater efficiency to improve operational performance and develop healthy work environments. Practicing QM can benefit performance and is central for inspiring quality and efficiency within organizations, as well as for enhancing co-worker well-being. Earlier research found relationships between co-workers’ perception of their health and the health-related QM values “leadership commitment” and “participation of everybody.” With the survey presented in this paper, it is possible to measure these health-related QM values and provide a comparison between manager and co-worker perceptions.

The purpose of this paper is to examine and discuss the effects of quality management in the health care sector and the general effects of quality management on the health of the employees.

The empirical basis consists of three case studies in one industrial manufacturing company and two hospitals. The empirical data have been gathered with both qualitative and quantitative methods.

The twofold value of quality management, of preventing disease by supporting more rewarding working conditions as well as improving the treatment of disease by increasing the effectiveness of health care organisations is indicated. Leadership commitment was found to be the most crucial common prerequisite for successful quality management implementation and for creating a healthy work environment. In addition, continuous improvements and participation of everybody were found to have importance for well functioning quality management as well as for health.

The paper provides additional understanding of the influence of quality management on health and a model is presented. A limitation is that the factors studied are fairly broad and for further research it will be useful to go deeper into the mechanics of them.

The three factors, leadership commitment, participation of everybody, and continuous improvements, have been shown to be vital contributors for health and managers should make every effort to implement them.

The double effect of quality management on health has not been studied before and knowledge of the factors contributing to it is valuable.

The purpose of this paper is to develop an approach to measuring health‐related quality management based on earlier research on the connection between quality management and employee health.

A questionnaire was developed and a research study was carried out at a manufacturing company. The constructs were tested for internal reliability using Cronbach's alpha tests. The dimensions’ correlations with employee health were checked using Pearson correlation.

Three of the dimensions were correlated with the perception of employee health: “presence/communication” and “integrity” derived from leadership commitment, and “influence” derived from everybody's participation. These findings substantiate earlier studies indicating a relationship between visible, clear leadership and employee health. They are also in line with earlier findings of how the possibilities to influence their own work promote employee health and work ability. The paper provides a proposal as to how managers can proceed in the measurement and evaluation of quality management efforts related to employee health.

The research is conducted as a single research study in one industrial manufacturing company. Further research should be conducted in other organizations from different lines of business with the same conditions and in organizations with different conditions.

This approach can be used by managers for gaining insight into underlying mechanisms in the organizational culture related to employee health from a quality management perspective. This could lead to improved employee well‐being, satisfaction and motivation. It could be used as a first step for improvements when implementing health‐related quality management “to break the ice” and it could be followed up by qualitative methods.

Traditional ways of measuring health are rarely connected to quality management. Only requiring small resources, this approach to measuring health‐related quality management can add to an understanding of underlying mechanisms.

The purpose of this paper is to describe leaders’ views on how Communicative Leadership influences co-worker health by comparing their opinions with the health-related values within Quality Management.

A multinational manufacturing organization that has been working with Communicative Leadership for several years was investigated. Twenty-one managers trained in Communicative Leadership were interviewed and asked about their views on how their communication influences both the well-being of their co-workers and the working environment. Various communication behaviors and communication methodologies emerged from the interviews and were then analyzed versus the health-related Quality Management dimensions.

The result shows concrete communication behavior and methodologies that influence co-worker well-being and the working environment positively and negatively. Another result is a description of the prerequisites for managers to be able to communicate in a way that influences co-worker well-being and the working environment. The analysis of the communication behaviors and communication methodologies versus the health-related Quality Management values shows that several of the health-related Quality Management dimensions were present.

A limitation of this research is that it is just managers’ view that has been investigated and analyzed.

Managers acting and behaving in accordance with the communicative behaviors and methodologies described in the results can influence co-worker health and the working environment in a positive way. The level of awareness of the prerequisites could help managers to influence co-worker well-being and create a good working environment.

The connection between Communicative Leadership and health-related Quality Management values is rarely made. This research can contribute to greater understanding in both areas.

This paper unifies previous research literature on employee participation in continuous improvement (CI) activities through the development and validation of a conceptual model. The purpose of this model is to illustrate how organizational drivers foster organizational and individual enablers which, in turn, strengthen employee participation in CI. The article also discusses the results and managerial implications.

Firstly, the article introduces the main variables affecting employee participation in CI, looking at the different possible relationships proposed in existing literature. In accordance with the Kaye and Anderson (1999) framework, these variables are categorized into organizational drivers, organizational and individual enablers and individual outcomes. Based on these categories, a model was put forward and empirically validated using data collected from three Spanish companies (n = 483) and using partial least squares structural equations modelling (PLS–SEM).

A model was put forward, proposing PIRK systems (power, information, rewards, knowledge) as the main organizational driver of employee participation in CI activities. PIRK impacts positively on social influence (organizational enabler), self-efficacy and job satisfaction (individual enablers). These enablers, together with employee intention of participating, help determine employee participation in CI activities.

Organizations with CI programmes should develop systems based on employee empowerment, information, rewards and knowledge in order to foster their self-efficacy and seek out a culture where social influence may help to improve job satisfaction. By suitably managing these organizational drivers, managers can help to further develop certain organizational and individual enablers responsible for fostering employee participation in CI activities.

By unifying different behavioural and CI-related frameworks, this paper carries out an in-depth study into the process of fostering employee participation as the key aspect in helping organizations sustain CI programmes. This paper shows the importance of managing PIRK organizational drivers as levers in the process of developing certain organizational and individual enablers, which are responsible for enhancing employee participation in CI.

The purpose of this paper is to describe health promotion activities accomplished within a project and to measure the conditions for sustainable health within the case organizations. Also, the purpose is to test a previously developed measurement approach, which measures health‐related quality management.

A health promotion project currently being carried out at eight Swedish elementary schools has been studied. In earlier research a measurement approach was developed to measure health‐related quality management. The approach was handed out to the co‐workers at the eight different schools in the initial stage of the project. The leaders at the schools were informed of the results of their own school and the mean value of all the eight schools. The consistency and reliability of the statements within the approach was tested.

A description of health promotion activities accomplished and planned within the project can be found. The results from the measurement of the health‐related quality management in the eight schools are presented, together with the mean score of all schools. The test of the measurement approach is presented and discussed.

A description of health promotion activities can help managers and project leaders to plan and carry out valuable health promotion activities in their striving for both sustainable health among the co‐workers and efficient organizations. This measurement approach can help managers and project leaders to measure the effects of the health promotion activities.

The purpose of this study is to present a comprehensive approach to studying organizational culture using “soft measures” to facilitate sustainable quality development in organizations. The purpose is also to present, discuss and compare the results from a survey designed to measure a company’s value base.

A number of different methods were used to collect soft data to study and measure organizational culture and at the same time influence the culture and the leadership within three organizations. One method, the survey, was used on two different occasions to obtain an overview of the culture within an organization and to investigate if the activities had influenced the culture and the leadership.

The application of soft measures used by leaders to study and develop organizational culture resulted in statistically significant positive changes in organizational work culture, according to a pre-post survey after a short period of one year.

The approach can be used by leaders in different types of organizations as the challenge of changing the organizational culture through the leadership seems to be a common challenge regardless of line of business.

The study shows the benefits of using a comprehensive approach to assess an organization’s culture based on qualitative measures and analysis.

The purpose of this paper is to examine relationships between quality management health dimensions, employee health, flow and work integrated learning in primary schools. Previous research has indicated relationships between quality management and health. In this study, the role that work integrated learning plays in the connection between quality and health is investigated.

The study object has been a number of schools. A quantitative survey has been carried out. A random sample of 20 primary schools, of which 13 (65 per cent) agreed to participate, was selected. Questionnaires to their 301 employees were delivered and 229 (76 per cent) were returned. The reliability of the items were analysed with Cronbach’s alpha test. The statistical relationships between the items were studied with Pearson’s correlation test.

The results show that the items are reliable. Moreover, statistical correlations between work integrated learning on the one hand and employee health, quality management health dimensions and flow on the other hand are found.

One limitation is that the research has only been carried out in schools and the possibilities of generalising the findings to other sectors are uncertain. Research implications are the relationships that have been identified between work integrated learning and the other factors.

The knowledge that has resulted from the study should be useful for organisations in their attempts to improve the health status of the employees.

The relationship between work integrated learning and employee health has not been studied in any other major study.

In this study, the effects of the different models and tools of quality management are examined. The purpose is to identify differences in the effects generated by different quality management models and tools.

A questionnaire was mailed to 500 Swedish quality professionals. The questions concerned their companies' adoption of the values of TQM, the use of the models and tools of TQM and the effects they notice. Correlation analysis and multiple regression analysis were carried out.

The findings show that there is statistical correlation between the adoption of the values of TQM and successful quality management. The usefulness of the Swedish Quality Award, the European Quality Award and ISO 9000 as well as several of the quality management tools is also indicated. Regarding ISO 9000 specific effects have been found.

A limitation of the study is that the financial outcomes of the quality management practices are not measured but only the managers' perceptions of effects produced. The implication for further research is an increased knowledge of the different effects of the quality management practices and the significance of the values, particularly three values that were included in the multiple regression models.

The specific findings on the effects of ISO 9000 are useful for managers when implementing the standard. The results of the study also indicate the importance of emphasising the values for successful quality management.

This study has provided more detailed knowledge of the effects of the different quality management practices, particularly of ISO 9000.