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dc.contributor.authorBickley, Maureen
dc.contributor.authorWhiteley, Alma
dc.date.accessioned2017-01-30T15:11:26Z
dc.date.available2017-01-30T15:11:26Z
dc.date.created2011-06-29T05:45:44Z
dc.date.issued2004
dc.identifier.citationBickley, Maureen and Whiteley, Alma. 2004. Can you pay for quality work? A government case study. Quality Management Journal. 11 (4): pp. 8-19.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/43987
dc.description.abstract

Recent developments in team performance pay are investigated using a complexity framework. The study challenges W. Edwards Deming's traditional view that encourages competition instead of cooperation. An Australian qualitative study is featured that demonstrates improved corporate performance and greater stakeholder quality alignment when "quality pay" is used as a methodology. Data confirm that employees increasingly share management's strategic goal of achieving quality, and that quality pay leads to increased business process and customer and employee satisfaction. The new synergy of wage and quality systems provides insight for quality researchers and practitioners.

dc.publisherAmerican Society for Quality
dc.relation.urihttp://asq.org/qic/display-item/?item=19680
dc.titleCan you pay for quality work? A government case study
dc.typeJournal Article
dcterms.source.volume11
dcterms.source.number4
dcterms.source.startPage8
dcterms.source.endPage19
dcterms.source.issn10686967
dcterms.source.titleQuality Management Journal
curtin.note

Reprinted with permission from Quality Management Journal, American Society for Quality. No further distribution allowed without permission

curtin.departmentGraduate School of Business
curtin.accessStatusOpen access


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