Open AccessImproving Quality and Organizational Effectiveness Go Hand in Hand Through Deming’s Management System
Author(s) -
Dean Elmuti,
Taisier Fares AlDiab
Publication year - 1970
Publication title -
journal of business strategies
Language(s) - English
Resource type - Journals
eISSN - 2162-6901
pISSN - 0887-2058
DOI - 10.54155/jbs.12.1.86-98
Subject(s) - productivity , business , job satisfaction , quality (philosophy) , organizational culture , quality management , organizational effectiveness , organizational performance , marketing , perception , operations management , knowledge management , psychology , management , engineering , computer science , economics , social psychology , philosophy , epistemology , neuroscience , macroeconomics , service (business)
This study was undertaken to investigate the perceived effects of Deming's management system on employee job satisfaction, productivity, quality and overall organizational effectiveness. Three published. validated instruments on organizational characteristics were used to gather data, and extensive, open-ended interviews were conducted with production and operation managers for each of the eight firms in the study. Survey and interview results bolster the claims of proponents of Deming's quality improvement ideas that these ideas improve employee perceptions of their own job satisfaction and organizational quality. Furthermore, the results show a positive impact of Deming's management system on employee perceptions of their own productivity and overall organizational effectiveness and industrial competitiveness.