Quality circles as effective management tool for human resource motivation

This paper contains the impact created by the Quality Circles programmes implemented in the business organizations as well as non-business organizations. The active participation of people in the decision making and initiative taking in an organization proved to be a motivating force. Quality Circles are the small voluntary groups of 6 to 12 people where techniques used to give the free hand to the people in an organization to initiate ideas, to participate in group discussions voluntarily, discuss the problems, come out with the solutions and implement the same for further improvement. The innovations are welcomed and organizational changes are accepted voluntarily without resistance. The P.D.C.A. (Plan-Do-Check-Act) Cycle helps in developing the skill to motivate the people towards job commitment and job responsibility. The cycle continuously moves and people take part in planning day to day things, implement those ideas and plans, checking the results to conform with the plans and make the necessary corrections. This ensures the willful participation of people in the total processes which motivates them to have better and better performance. Kaizen is the process of continuous improvement is also closely related to the QC for human resource motivation. In this process every one in the organization is involved in making the continuous improvements in small increments which is done without expensive equipment or with no expense at all. These techniques promote the intrinsic motivation in the people. People work willfully and joyfully taking initiatives and voluntarily accepting the responsibilities always committed to the talks. The motivating factors in Quality Circles such as, self-initiative, voluntary participation, participation in decision making, self recognition, taking responsibility, development of leadership qualities, commitment and efficiency etc. have boosted the output of services and commodities in terms of quantity as well as quality. These improvements conforms to the concept of total quality management (TQM).