A COMPARISON OF VALUES ESPOUSED BY QUALITY AND OTHER MANAGERS.
1995, "A comparison of values espoused by quality and other managers", Asia Pacific Journal of Human Resources, vol. 33, no. 3, pp. 130-139.
BACKGROUND TO RESEARCH.
The article by Entrekin and Pearson (1995) reports on research conducted in Australia in 1995. The research compared the personal value sets of Quality Managers against the personal value sets of general managers. This research article was directed at HR managers as could be seen from the journal in which it was published, as well as by the assertion (on page 8 of the report) that the results of this research has implications for Human Resource Management.
TYPE OF RESEARCH AND PERSPECTIVE.
The type of research could be classified as Positivist as it is testing two hypothesis. These hypothesis were: (Entrekin, L.V. & Pearson, C.A.L. 1995, pge 4).
1. Quality managers have significantly different personal value systems to those held by general managers.
2. The personal value orientations of managers in organisations employing TQM/QA practices will be commensurate with the key principles of TQM.
It is an example of quantitative research in that uses correlational research methods in an attempt to show that Quality Managers are more customer focused than general managers.
RESEARCH PROBLEM.
The decline in competitiveness of Australian industry has prompted industrial reforms. These reforms included the introduction of various quality schemes, such as Total Quality Control (TQC), Total Quality Management (TQM) and Quality Assurance (QA). But the introduction of these schemes alone is not the cure for the ills of industry; the problem is in recognising that a shift in values of management is required. The Authors of the report cite Hall (1996) in giving a definition of values which are "the chosen priorities that energize individuals- These personal values are a means in which humans guide their behaviour, and are important because of the potential of manager's personal values to impact upon the activities of the organisation.
