Premium
A Comparison of Values Espoused by Quality and Other Managers *
Author(s) -
Entrekin L.V.,
Pearson C.A.L.
Publication year - 1996
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/103841119603300311
Subject(s) - total quality management , business , quality (philosophy) , work (physics) , exploratory research , value (mathematics) , human resource management , human resources , marketing , public relations , operations management , knowledge management , process management , management , sociology , political science , computer science , engineering , economics , mechanical engineering , philosophy , epistemology , machine learning , service (business) , anthropology
An acknowledged need to improve the competitiveness of Australian industry has heightened interest in the effective use of Total Quality Management (TQM). Inevitably, this quality revolution will require a reorientation of work‐relevant values, attitudes and behaviours. An exploratory study, which compared the personal value systems of some 231 Western Australian general managers and Australian quality managers, found significant differences between their value orientations in terms of key TQM components. These findings have implications for human resource management, which has the onerous responsibility of providing guidance for the successful generation and sustenance of quality cultures.