Quality behaviour for quality organizations

Abstract

Goal setting and feedback techniques have previously been used to improve safety behaviour. Describes a pilot study of the application of a behaviour‐based quality improvement process in a continuous process production plant with a particular focus on certain aspects of the organizational structure and climate which might be conducive to the changes necessary to facilitate this approach. Since “quality improvement”, unlike “safety improvement”, is more likely to be contingent on interactions with other people, the need to optimize communication and interpersonal relationships at work are important. Suggests that an internal customer, linking‐pin model provides the optimal conditions required, and ensures a high level of employee participation in the process of continuous quality improvement.

Citation

Sutherland, V., Makin, P., Bright, K. and Cox, C. (1995), "Quality behaviour for quality organizations", Leadership & Organization Development Journal, Vol. 16 No. 6, pp. 10-15. https://doi.org/10.1108/01437739510092216