The problem addressed by this study was to investigate differences in the status of quality and productivity practices as perceived by upper management, middle management and workers in printing organizations with varying lengths of quality implementation. A review of literature revealed that printing organizations have not so far used the Malcolm Baldrige quality framework to assess the effectiveness of quality and productivity practices. The purpose of the study was to compare the perceptions of upper management, middle management and workers in printing organizations with varying lengths of quality implementation toward the seven criteria as defined in the Malcolm Baldrige quality framework;The study used a split plot factorial design and included as variables: job classification (upper management, middle management and workers), length of company-wide quality implementation, and the seven criteria as defined in the Baldrige framework. A 49 item survey instrument was developed by the researcher and validated by a knowledgeable panel. The instrument was pilot tested and administered to management and workers in eight printing organizations in Iowa adopting the Deming Philosophy; A high degree of reliability was obtained for the instrument. The perceptions were recorded towards the seven Baldrige criteria: leadership, information and analysis, strategic quality planning, human resource utilization, quality assurance, quality results, and customer satisfaction;The findings of the study revealed that the Baldrige framework for measuring quality and productivity in printing organizations were significantly influenced by job classification and length of company-wide quality implementation. A significant interaction was obtained between upper management, middle management and workers and the seven Baldrige criteria. Organizations with six months, between six to 24 months, and more than 24 months of quality implementation, and the perceptions of the Baldrige criteria showed significant interaction. Upper management, middle management and workers had significantly lower perceptions for three of the seven Baldrige criteria in comparison to the Baldrige weightings. In addition, all three company-wide implementation levels had significantly lower perceptions for three of the seven Baldrige criteria in comparison to the Baldrige weightings;The researcher proposes identifying the phenomena of interaction in the study. These phenomena could be sociological and psychological in nature which may impact and explain the interactions. The researcher acknowledges the need for future research to include different geographical areas, focus on larger printing organizations, different TQM implementation systems and the use of variables such as technical training and workplace literacy skills to improve perceptions toward quality and productivity.