Old wine in new bottles tastes better: a case study of TQM implementation in the IRS.
The article presents a case study of the impact of total quality management (TQM) in the Internal Revenue Service (IRS), which has implications for other agencies. An analysis of several input and output indicators reveals no statistically significant difference when one compares IRS productivity b...
| Publicado en: | Public Administration Review Vol. 55; pp. 147 - 159 |
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| Formato: | Artículo |
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Wiley-Blackwell
March/April 1995
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=508549398&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 508549398 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00333352 PBA jtl: Public Administration Review issn: 00333352 maglogo: N pubinfo: dt: March/April 1995 vid: 55 pid: 480 pub: Wiley-Blackwell artinfo: ui: 508549398 10.2307/977180 ppf: 147 ppct: 12 formats: fmt: – @attributes: type: T – @attributes: type: P size: 2.9MB tig: atl: Old wine in new bottles tastes better: a case study of TQM implementation in the IRS. aug: au: Mani, Bonnie G. su: United States. Internal Revenue Service Total quality management Civil service United States sug: subj: United States United States. Internal Revenue Service Total quality management Civil service ab: The article presents a case study of the impact of total quality management (TQM) in the Internal Revenue Service (IRS), which has implications for other agencies. An analysis of several input and output indicators reveals no statistically significant difference when one compares IRS productivity before and after TQM. In fact, TQM redefines and consolidates traditional principles of public administration already in place. Nonetheless, there have been cost savings and improvements in customer satisfaction as a result of the IRS's quality improvement process teams, an approach to problem solving specific to TQM. As a result of the use of such teams, the IRS was able to use quantitative analysis to a greater extent in the problem-solving process and saw greater employee involvement in quality improvement. The implications for public administrators are discussed. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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