| This case study measured the impact of a newly implemented Total Quality Management (TQM) program in a 130-employee child welfare agency in Upstate New York. Organizational variables such as communication, trust, worker morale/satisfaction, participatory decision making, worker performance levels and attitudes regarding lineworker input were collected over three time periods: Baseline, Six Months, and One Year. Additional interview and survey data were collected from Administrators and Managers at intervals of Six Months, One Year, and Two Years. Initial positive trends at the Six-Month period decreased to levels equal to or below Baseline measures for most variables at the One-Year evaluation period. Lack of Administrator/Manager consensus in specifying core values, quality performance standards, and plans to integrate TQM principles into the daily work tasks caused inconsistent application of TQM throughout the agency. At the One-Year evaluation period, workers became dissatisfied with the agency for not fulfilling training expectations. Data from Administrators and Managers during the second year of implementation reflected increased optimism. The agency began to modify negatively received elements of TQM (i.e., the Recognition/Reward Program and the Corrective Action Component) while announcing the development of clearer standards for quality service delivery. This study also outlines important differences between implementing TQM in a human service agency versus a manufacturing environment. Specific recommendations are given to assist human service agencies in successfully implementing TQM. |
