Abstract

[This abstract is based on the author's abstract.]The psychological mechanisms of employee quality-related behavior are explained, and a new quality climate measure is presented. Data collected in a food plant support the hypotheses that the quality-related behaviors of employees are not aligned with those desired by management, and that employees perform better in organizations with a high-quality climate and transformational leadership. Departmental quality climate scores and leadership scores correlated negatively with percentages of nonquality behaviors, indicating the need for some form of social control.