The effects of training variables and management support on perceived effectiveness of quality control circles

The Quality Control Circle (circle) is an organizational arrangement in which workers meet in small groups to help management provide solutions to problems. A survey of the related literature revealed that a number of variables contribute to the performance of circles but that management support and training were the critical variables in their success. An investigation was conducted at the University of Tennessee, Knoxville, during 1983 and 1984 to empirically assess this relationship.

Five aspects of training were assessed—the instructor, the content of the sessions, the training's duration, the instructional media employed, and the overall learning environment. This assessment was made basically on the training's conformance to seven principles of learning. Management support was evaluated based on perceptions of circle participants. The criterion variables representing performance were also based on perceptions of circle members as well as circle and organizational officials.

Data were collected from 14 organizations in the Southeastern United States who were employing circles. Personal Interviews were conducted at these organizations and questionnaires were completed which represented 52 of these circles. Stepwise multiple regression analyses were conducted to determine the significant variables.

Based on these analyses, management support was concluded to be the best predictor of circle performance. This interpretation was supported by all of the multiple regression analyses. Training was determined to be a more parsimonious predictor, with the instructor, the duration of the training, and the instructional content as important moderators in this relationship.