Achieving Employee Commitment for Continuous Improvement Initiatives

Le résumé fourni par la source

In this paper we investigate how influence tactics affect employee commitment to continuous improvement tasks. We also examine how influence tactics affect the supervisor-subordinate relationship and the manager’s effectiveness in implementing continuous improvement initiatives. While a significant amount of research has argued that management support and employee commitment are key components of a successful TQM or continuous improvement project implementation, little has been written about the specific management actions and behaviors that lead to success. Our results indicate that 5 of the 11 influence tactics identified in the prior literature, i.e., collaboration, consultation, ingratiation, inspirational appeals, and rational persuasion, are significant and strong predictors of employee commitment to continuous improvement initiatives. Further, analyses show that these influence tactics are significant drivers of the quality of the supervisor-subordinate relationship, which was found to partially mediate the relationship between influence tactics and the perceived effectiveness of the supervisor in implementing continuous improvement projects.

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