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Castellano, Joseph F.; Roehm, Harper A.; Shaw, Carol M.   (ASQ)   University of Dayton, Dayton, OH

Quality Progress    Vol. 49    No. 4
QICID: 38709    April 2016    pp. 14-19

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Article Abstract

A 2010-2012 Gallup study found only 30 percent of U.S. employees were engaged in their work, with the high level of disengagement costing the economy up to $550 billion annually. The Deming management method contrasts with management by objective in several ways; the effects of MBO contribute to disengagement. The Deming method's 14 points and system of profound knowledge can provide insight to address and resolve disengagement. Deming stresses that employees must appreciate the system, understanding their own work and how it fits into the whole, and have the resources to perform their work. Managers must understand causes of variation and which types of variation can be predicted and statistically controlled. Good management requires rational prediction, based on a theory of knowledge that supports the plan-do-study-act cycle. Managers should also appreciate individual psychological differences and internal motivators, such as pride in one's work. By implementing appropriate management methods, organizations can prevent or reverse employee disengagement.

Keywords

Deming philosophy, Deming's 14 points, Employees, Employee morale, Motivation, Productivity, Customer satisfaction (CS)


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