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Human Relations
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The Effects of Quality Circles on Performance and Promotions

Kimberly Buch

Department of Psychology, The University of North Carolina at Charlotte, Charlotte, North Carolina 28223.

Raymond Spangler

Duke Power Company, Charlotte, North Carolina

This study was designed to test the developmental effects of quality circles (QCs) on participants' job performance and promotions. A quasiexperimental design was used to compare 118 circle members with 118 noncircle employees. In the year following the circle intervention, circle members received significantly greater performance ratings and were promoted morefrequently than non-members. The developmentalproperties of the QC process believed responsible for these findings are discussed. Other possible explanations for the results are also proposed: visibility, positive evaluation bias, and anticipatory socialization.

Human Relations, Vol. 43, No. 6, 573-582 (1990)
DOI: 10.1177/001872679004300605
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