Factors Influencing the Success and Failure of Two Quality Circle Programs

Quality circle (QC) programs instituted in two Department of Defense (DOD) organizations were evaluated within the framework of a nonequivalent control group design. Two waves of survey data were collected from 107 members of a military maintenance organization and 165 employees of a medical facility located on the same DOD installation. Analysis of covariance procedures on data from the maintenance sample isolated significant treatment group effects on 7 of the 20 criterion variables used in the study. However, QC treatment effects were not apparent in the covariance results for the hospital personnel. Subgroup analyses on the data provided by active QC members identified different patterns of responses from individuals in the two samples. Active circle members from the maintenance organization tended to evaluate their situation more favorably as the study progressed. In contrast, responses provided by active QC group members from the medical facility tended to take an increasingly more negative tone over the course of the study. Qualitative differences between the two organizations in the conduct of the QC intervention are reviewed in an effort to identify potential moderating variables conditioning the degree of program success.