Differences between managers and line employees in a quality management environment

Abstract

Quality management (QM) literature has consistently failed to distinguish between managers and line employees when it comes to implementing QM tools and techniques. However, managers and line employees vary considerably on several key individual characteristics. Thus, it is logical to expect that they will react differently to QM implementations. The research reported here shows that managers differ in their equity sensitivity, organizational citizenship behavior, and growth needs strength. Additionally, these differences are shown to impact the way each group perceives QM practices. Findings indicate that managers and line employees perceive that QM practices affect organizational culture and organizational outcomes differently.