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Article: Social Power for Compliance of Middle Managers and Front-Line Workers with Quality Improvement Policies

TitleSocial Power for Compliance of Middle Managers and Front-Line Workers with Quality Improvement Policies
Authors
KeywordsHong Kong
Managers
Quality management
Employees
Issue Date1996
PublisherEmerald Group Publishing Limited. The Journal's web site is located at http://www.emeraldinsight.com/jmd.htm
Citation
The Journal of Management Development, 1996, v. 15 n. 9, p. 13-17 How to Cite?
AbstractThe results of a company-wide quality improvement programme are usually new company policies. Implementation of these quality improvement policies can be extremely difficult, because employees may not comply with them. A survey of 67 middle managers and 174 front‐line workers was conducted in Hong Kong to investigate the role of social power in influencing compliance with quality policies. The results show that front‐line workers responded best to reward and legitimate power, with expert power receiving the lowest score. Managers were more responsive to expert and informational power and less to reward and legitimate power. The results also indicate that the response to coercive and referent power in both groups was fairly low.
Persistent Identifierhttp://hdl.handle.net/10722/85871
ISSN
2015 SCImago Journal Rankings: 0.346

 

DC FieldValueLanguage
dc.contributor.authorLam, SSKen_HK
dc.date.accessioned2010-09-06T09:10:12Z-
dc.date.available2010-09-06T09:10:12Z-
dc.date.issued1996en_HK
dc.identifier.citationThe Journal of Management Development, 1996, v. 15 n. 9, p. 13-17en_HK
dc.identifier.issn0262-1711en_HK
dc.identifier.urihttp://hdl.handle.net/10722/85871-
dc.description.abstractThe results of a company-wide quality improvement programme are usually new company policies. Implementation of these quality improvement policies can be extremely difficult, because employees may not comply with them. A survey of 67 middle managers and 174 front‐line workers was conducted in Hong Kong to investigate the role of social power in influencing compliance with quality policies. The results show that front‐line workers responded best to reward and legitimate power, with expert power receiving the lowest score. Managers were more responsive to expert and informational power and less to reward and legitimate power. The results also indicate that the response to coercive and referent power in both groups was fairly low.-
dc.languageengen_HK
dc.publisherEmerald Group Publishing Limited. The Journal's web site is located at http://www.emeraldinsight.com/jmd.htmen_HK
dc.relation.ispartofThe Journal of Management Developmenten_HK
dc.subjectHong Kong-
dc.subjectManagers-
dc.subjectQuality management-
dc.subjectEmployees-
dc.titleSocial Power for Compliance of Middle Managers and Front-Line Workers with Quality Improvement Policiesen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0262-1711&volume=15&issue=9&spage=38&epage=47&date=1996&atitle=Social+Power+for+Compliance+of+Middle+Managers+and+Front-Line+Workers+with+Quality+Improvement+Policiesen_HK
dc.identifier.emailLam, SSK: simonlam@business.hku.hken_HK
dc.identifier.authorityLam, SSK=rp01071en_HK
dc.identifier.doi10.1108/02621719610146220-
dc.identifier.hkuros26690en_HK
dc.identifier.volume15-
dc.identifier.issue9-
dc.identifier.spage13-
dc.identifier.epage17-
dc.publisher.placeUnited Kingdom-

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