Quality circles as a means for achieving worker satisfaction - or just a healthy managerial climate? A South African sample

Abstract

There is very little evidence that participative work programmes such as quality circles (QCs) improve the subjective experience of workers, either on the job, or in their lives generally. Part of the reason for such limited success is offered by literature suggesting that interventions such as QCs should reflect a general organizational philosophy of participation, rather than being the means to enforce organizational change. This study was undertaken in a large South African electrical utility, and consisted of 187 QC members and 63 non-QC members. Managerial climate was measured using a short form of Likert's organizational climate questionnaire, while worker satisfaction was measured using five different measures. Results revealed QC members scored higher on life satisfaction, self-esteem and purpose-in-life than non-QC members. Significant positive correlation was found between managerial climate and satisfaction indices. Regression analysis indicated that managerial climate variables accounted for the major share of the total variance in satisfaction indices, while participation in the QC programme accounted for relatively little: the implication is that QC participation may bring about increased worker satisfaction, but a critical prerequisite appears to be a suitably participative climate in the organization.