The more successful LIS were those that did not treat staff as if they were barriers to change, but involved them in the process of implementation. While there were many stated improvements it was discovered that many of the `new' practices within the QMS LIS were not dissimilar to many of the initiatives in their non-QMS LIS counterparts. The investigator identified factors that also limit QMS as a framework for motivation and posits that the crux of the problem can be traced to the concept of `quality' itself. As a self-evident good, workers become morally bound to quality, which enhances their own exploitation. There was evidence that managers can use this legitimating device to quell resistance, via peer pressure, and instil cultural homogeneity. - See more at: http://ethos.bl.uk/OrderDetails.do?did=97&uin=uk.bl.ethos.327616#sthash.QTQ6AWYd.dpuf