Resumen
AbstractTQM is an appealing intervention directed at establishing improved customer service, cultural transformation, empowerment and continuous improvement, involving everyone in the organisation in an integrated effort towards enhanced performance at every level. Its appeal lies in its ability to encompass a quality programme, leading to excellence through participation. The diversity of activities done under the name of TQM is so wide that several authors have questioned whether it has an identifiable conceptual core. This presents an opportunity to managers to introduce a programme which they call 'TQM', with its attendant eminence, in order to implement changes. A paradox arises when employees are encouraged to bring forward their own solutions (empowerment), yet they are constrained by company policies, procedures, or management edicts (conformance). This study describes the implementation of TQM in a South African insurance company that wished to improve quality through empowerment. A questionnaire was administered to all members of a department involved with the TQM exercise. Wide differences in perceptions between managers, supervisors and officers were discovered. The diversity of opinions is discussed as a paradox between empowerment espoused by management and the emphasis on conformance experienced by officers.