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Motywowanie pracowników do doskonalenia jakości. Problemy realizacyjne

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Warianty tytułu
EN
Motivating employees to improve quality. Implementation problems
Języki publikacji
PL
Abstrakty
PL
Artykuł omawia problemy związane z motywacją finansową (tutaj ograniczone do wynagradzania za jakość) i pozafinansową – głównie z systemem uznawania wysiłków na rzecz doskonalenia jakości. Celem artykułu jest próba usystematyzowania wiedzy dotyczącej szeroko rozumianej motywacji jakości. Autor próbuje odpowiedzieć na dwa podstawowe pytania: czy wyzwalane poczucie dumy pracowników może działać motywująco? Jakie środki motywacji wykorzystują organizacje projakościowe i jakie są ich ograniczenia? Główną metodą badawczą zastosowaną przez autora był przegląd literatury.
EN
The article discusses problems related to financial (here limited to rewarding for quality) and non-financial incentives – mainly the system of recognition of efforts to improve quality. The aim of the article is an attempt to systematize the knowledge concerning the broadly understood quality motivation. The author has tried to answer two basic questions: can the released sense of pride of employees have a motivating effect? What tools of motivation are used by pro-quality organizations and what are their limitations? The main research method used by the author was a literature review.
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2--6
Opis fizyczny
Bibliogr. 49 poz.
Twórcy
autor
  • Uniwersytet Jagielloński, Wydział Zarządzania i Komunikacji Społecznej, Instytut Ekonomii, Finansów i Zarządzania, ul. prof. Stanisława Łojasiewicza 4, 30-348 Kraków, Polska
Bibliografia
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  • [3] Andrade José, Luís Mendes, Luís Lourenço. 2017. „Perceived psychological empowerment and total quality management-based quality management systems: an exploratory research”. Total Quality Management & Business Excellence 28(1-2): 76–87.
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  • [5] Arshida Massoud M. 2012. „Critical success factors (CSFs) for TQM implementation: current status and challenges in Libyan manufacturing companies”. GSTF Business Review (GBR) 2(1): 87–91.
  • [6] Avram Greti Daniela, Marioara Avram, Costin Daniel Avram. 2016. „The Importance of Quality in the Accounting Profession”. EIRP Proceedings 11(1): 265–73.
  • [7] Benson Alan M., Sima Sajjadiani. 2018. „Are Bonus Pools Driven by their Incentive Effects? Evidence from Fluctuations in Gainsharing Incentives”. ILR Review 71(3): 567–599.
  • [8] Berg, Harry V. 1970. „Motivation and Quality – Principles in Practice”. Training Develop Journal 24(6): 28–31.
  • [9] Blikle Andrzej Jacek. 2009. Doktryna jakości. Gliwice: Helion.
  • [10] Bugdol Marek, Piotr Jedynak. 2020. „Bonus for quality of products and services in the TQM concept: the problems of reality and justice”. International Journal for Quality Research 14(3): 717–738.
  • [11] Bugdol Marek. 2018. „Problemy z wynagradzaniem za jakość”. Problemy Jakości (8): 12–17.
  • [12] Ceniceros Roberto. 2001. „Providers’ bonus tied to quality, satisfaction”. Business Insurance 35(29): 1–2.
  • [13] Chowdhury Mesbahuddin, Himangshu Paul, Anupam Das. 2007. „The impact of top management commitment on total quality management practice: an exploratory study in the Thaigarment industry”. Global Journal of Flexible Systems Management 8(1-2): 17–29.
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  • [15] Cockrell Susan R., Dan Meyer. 2012. „The Role Of The Management Accountant In Total Quality Management”. Franklin Business & Law Journal 2012(4): 1–18.
  • [16] Crosby Philip B. 1979. Quality is Free. New York: McGraw-Hill.
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  • [20] de Waal André, Paul Jansen. 2013. „The bonus as hygiene factor: the role of reward systems in the high performance organization”. Evidence-Based HRM: A Global Forum for Empirical Scholarship 1(1):41–59.
  • [21] Deming William E. 2012. Nowa Ekonomia dla przemysłu, rządu, edukacji. Wrocław: Opexbooks.
  • [22] Easterby-Smith Mark, Richard Thorne, Paul Jackson. 2015. Management and Business Research. Los Angeles-Singapore:Sage.6
  • [23] Ehrlich Christian. 2006. „The EFQM-model and work motivation”. Total Quality Management & Business Excellence 17(2): 131–140.
  • [24] Enrick N.L., R.H. Lester Jr., H.E. Mottley Jr. 1983. „Circles: Motivation through Participation”. Industrial Management 2(25): 1–6.
  • [25] Fay Charles H., Michael A. Thompson. 2001. „Contextual determinants of reward systems’ success: An exploratory study”. Human Resource Management 40(3): 213–226.
  • [26] Fernholm Rita, Eva Arvidsson, Björn Wettermark. 2019. „Financial incentives linked to quality improvement projects in Swedish primary care: a model for improving quality of care”. BMJ Open Quality 8(2): e000402.
  • [27] Gill Paramjit, Rachel Foskett-Tharby, Francoise Cluzeau, Sripen Tantivess, Yot Teerawattananon. 2016. „Improving quality of primary care through financial incentives: the case of Thailand”. Journal of the Royal Society of Medicine 109(8): 292–293.
  • [28] Ishikawa Kaoru. 1985. What is Total Quality Control? The Japanese way. Englewood Cliffs, New York: Prentice Hall.
  • [29] Ivancevich John M., Peter Lorenzi, Steven. J. Skinner, Philip B. Crosby 1994. Management quality and competitiveness.New York: Irwin.
  • [30] Ivey Evan. 1992. „Paying for Quality”. The TQM Magazine 4(5): 22–34.
  • [31] Johnson Shawn, Brian Kleiner. 2013. „TQM can encompass success”. Industrial Management 55(2): 27–30.
  • [32] Kanji Gopal K., Kai Kristensen, Jens J. Dahlgaard. 1995. Podstawy zarządzania jakością. Warszawa: PWN.
  • [33] Kaplan Robert S. 1992. „The daily financial report provided feedback and motivation and guided the productivity efforts of the company’s operators (How One Company Used a Daily Financial Report to Improve Quality)”. Harvard Business Review 70(1): 78–78.
  • [34] Kochan Thomas A., Jody Hoffer Gittell, Brenda A. Lautsch. „Total quality management and human resource systems: an international comparison”. International Journal of Human Resource Management 6(2): 201–222.
  • [35] Martínez-Costa Micaela, Angel R. Martínez-Lorente, Thomas Y. Choi. 2008. „Simultaneous consideration of TQM and ISO 9000 on performance and motivation: An empirical study of Spanish companies”. International Journal of Production Economics 113(1): 23–39.
  • [36] Mendes Elizabeth. 2010. „U.S. Parents Want Teachers Paid on Quality, Student Outcomes”. Gallup Poll Briefing 8(25): 2–2.
  • [37] Miller John. 2007. „Reap the Benefits of Total Quality Management”. Contractor’s Business Management Report12: 1–11.
  • [38] Morton Scott Fiona M., Joel M. Podolny. 2002. „Love or Money? The Effects of Owner Motivation in the California Wine Industry”. Journal of Industrial Economics 50(4): 431–456.
  • [39] Petit Francis. 2009. „Linking the Customer Experience Management Frameworks to the Deming Philosophy of Management”. Business Renaissance Quarterly 4(2): 21–40.
  • [40] Qian Jiwei, Alex Jingwei He. 2018. „The bonus scheme, motivation crowding-out and quality of the doctor-patient encounters in Chinese public hospitals”. Public Organization Review 18(2): 143–158.
  • [41] Rahman Mohd Nizam Ab, James D.T. Tannock. 2005. „TQM Best Practices: Experiences of Malaysian SMEs”. Total Quality Management & Business Excellence 16(4): 491–503.
  • [42] Sandelands Eric. 1994. „The role of rewards on a journey to excellence”. International Journal of Productivity and Performance Management 43(6): 31.
  • [43] Schneider Anna, Matthias Weigl. 2018. „Associations between psychosocial work factors and provider mentalwell-being in emergency departments: A systematic review”. PloS one 13(6): 1–2.
  • [44] Singh Madhusree, David B. Nash. 2006. „Pay For Performance – A Bonus For Quality”. Journal of Financial Service Professionals 60(2): 10–12.
  • [45] Steensma Herman, Ellen Visser. 2007. „Procedural justice and supervisors’ personal power bases: Effects on employees’perceptions of performance appraisal sessions, commitment, and motivation”. Journal of Collective Negotiations 31(2): 101–118.
  • [46] Tatikonda Lakshmi U., Rao J. Tatikonda. 1996. „Top ten reasons your TQM effort is failing to improve profit”. Production and Inventory Management Journal 37(3): 5–9.
  • [47] Torsvik Gaute. 2017. „Workplace Productivity and Bonus Preferences: Why Do Men With Low Productivity Prefer Individual Pay?”. Economica 84(335): 498–515.
  • [48] Wruck Karen Hopper, Michael C. Jensen. 1998. „The two key principles behind effective TQM programs”. European Financial Management 4(3): 401–423.
  • [49] Yang Ju Hyun, Sun Min Kim, Seung Jin Han, Meredit Knaak, Gi Hwa Yang, Kyoo Duck Lee, Young Hee Yoo, Guja Ha, Eun Jung Kim, Myung Sook Yoo. 2016. „The impact of Value Incentive Program (VIP) on the quality of hospital care for acute stroke in Korea”. International Journal for Quality in Health Care 28(5): 580–585. Available at: http://search.ebscohost.com/login.aspx?direct=true&db=cmedm&AN=27650012&site=ehost-live [dostęp: 12.08.2020].
Typ dokumentu
Bibliografia
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