Quality circles

One method of developing employee trust and commitment is through the implementation of quality circles. Originally sold as a cure-all for employee problems, the idea has been criticized lately. This is unfortunate, because it has reduced popularity results most from the fact that it was oversold, not ineffective.

A quality circle consists of a group of employees from the same area who meet, usually for an hour a week, to discuss any problems they are having, investigate the causes of these problems, recommend solutions, and take corrective action when they have the authority to do so. 1 As the concept developed, groups have also been formed of employees from different areas.

The general feeling of those who have participated in quality circles is that they should meet for one hour once a week, consist of five to ten people, and make presentations to top management on the results of their activities. There is general agreement that participating in circles makes their jobs more enjoyable. About half of these questioned indicate that they spend their own time on circle activities. They feel that the quality of work and productivity have improved, while the relationship with others in their own units as well as others has not changed.

The quality circle methodology does not leave decision making in the hands of employees. It does allow for the involvement of employees in the development of proposed solutions to departmental problems:

The problems the group identifies are usually of no interest to anyone else but affect their own work. Housekeeping may be getting inadequate service from an outside laundry, for example. The large inter- organizational problems are not ones with which the group can or should deal.

Brainstorming, a technique that stresses the creative development of ideas in a group setting and initially involving no criticism of the ideas, has been found to be the most useful way of developing problems to be studied. It is appropriate that the group members themselves identify the problems, because they are the employees who do the job and are therefore most familiar with the things that prevent them from accomplishing their tasks.

During the analysis stage, it is important that the leader of the group avoid attempting to solve the problem on his or her own. The satisfaction for the members, from which develops feelings of trust and loyalty, comes from being involved in the problem-solving process.

Similarly, when data is requested from outside specialists, it is important that they do not take over dealing with the problems. Once they have given the information the group wants, they must step aside and allow the members to continue.

Solutions are recommended to management by means of oral presentations. Typically, the presentation takes place on the employees' own time. For employees, the formal presentation offers recognition for them and their efforts that a written memo would not.

It is unusual for groups to recommend solutions to management that entail great deals of money. In fact, management has accepted anywhere from 85 to 100 per cent of group recommendations from quality circles in existence. A thorough explanation, delivered in a timely fashion, is necessary if the idea has to be turned down. This is needed to prevent feelings of discouragement to enter the group.

Several factors must be present for a quality circle program to succeed.

First, management support is crucial. The kind of support is important. It must be within or under the control of the organization that is using the quality circle. It is necessary that line people believe in and control the activities, rather than a staff department interested in quality control, for example. That support should also be at the highest possible level of management. Depth of management support is also a consideration. The more people support the idea, the better its chances will be. Management support also must be visible. This can be done through management attendance at the weekly meetings—not to control, but to support. Presentations to management also offer the opportunity to express the support of top management.

Second, participation in circles must be voluntary. The percentage of employees who volunteer varies from 30 to 100 per cent, with 70 per cent being the average. The group will not work if employees feel they have to be there. A twist on this is to make everyone a member of the group, then suggest that after training, if they do not like the idea they can drop out. The advantage is that many who would not have tried it are exposed to the concept and find that they like it.

The attitude must be one of people building rather than people using. While employee ideas are being used, the rationale for this must be the development of employees. If employees are developed, their ideas will come. People building comes from such things as giving assignments to group members, involving everyone in meetings, giving training in problem solving, and allowing members to participate in presentations to management.

Training is appropriate for management, the group leader, and its members alike. Management training, extending over several hours, focuses on information to allow the necessary coordination and support. Leader training is much more intensive. Leaders are exposed over three days to the various techniques of quality circles. Additionally, they study the dynamics of groups, what motivates individuals, and how to encourage communication in a group setting. Member training occurs within the first few meeting sessions. They receive instruction on problem-solving techniques.

It is vital that teamwork be encouraged. While human beings are by nature competitive, the success of circles comes from their working as a team. To help establish this, circles will typically develop a code of conduct to guide behavior at meetings. Examples of such items would be:

Employee recognition is another necessary element of the process. We all want to be recognized for our efforts. There are several ways of providing that employee recognition. The presentation to management is the most obvious and the one with the most impact. For the first time for many employees, this is their chance to present their ideas to management. The potential impact of this as a motivational tool cannot be overemphasized.

Recognition can also be given in company newsletters, through photos on bulletin boards, and by management attendance at meetings.

Members must restrict the selection of problems to those over which they have some degree of expertise. Because they know something about the problem and its causes, they will have a greater chance of recommending a solution that will be successful. Success breeds more success. From this will come the confidence to attempt solving other problems.

Circle members must solve problems, not just identify them. It is all too easy to identify a problem and pass it off to someone else. The circle then becomes no more than a gripe session. When members are responsible for solving the problems they identify, they tend to select problem areas that are more manageable and that affect them more directly.

Quality circles by themselves will not solve all of management's woes. Properly implemented, however, they can result in employee feelings of trust and loyalty. These feelings come from the confidence management has placed in them by asking their opinion. In other words, they feel like part of the team.