Relationships of TQM practices and employees' propensity to remain: an empirical case study

Purpose: This study aims to assess the influence of Total Quality Management (TQM) practices on the organizational performance of construction contractors. It identifies eight key TQM practices and measures their influence on performance indicators, with a focus on providing guidance for prioritizing and implementing these practices to achieve specific performance targets. Design/Methodology/Approach: The research collected and analysed data from 275 contractor firms located in Abuja, Nigeria, with a response rate of 163. Multiple statistical methods were employed to assess the relationship between TQM practices and organizational performance. The eight identified TQM practices include top management commitment, customer focus, employee management, education/training, continuous improvement, process enhancement, supplier quality management, and information analysis. Findings: The study's findings underscore the critical role played by specific TQM practices in positively influencing the organizational performance of construction contractors. Notably, practices such as top management commitment, training, process management, and continuous improvement were found to have a significant impact. Mapping analysis was used to establish strategies for aligning TQM practices with performance indicators, providing a practical roadmap for improving specific aspects of organizational performance. Research Limitations/Implications: This research acknowledges certain limitations. Firstly, the study focused on construction contractors in Abuja, Nigeria, which may limit the generalisability of the findings to other regions or industries. Secondly, while the research identified key TQM practices, it did not delve into the specific challenges or obstacles that organizations might encounter during implementation. Future studies could explore these issues in greater depth. Practical Implications: The study offers valuable practical implications for construction organizations. It emphasizes the need for a flexible approach to adopting TQM practices tailored to support targeted performance improvements, recognizing that a one-size-fits-all approach is not suitable for all industries. Furthermore, the study underscores the significance of sustained commitment from top management in promoting the importance of TQM throughout the organization, highlighting its role as a catalyst for positive change. Originality/Value: This research contributes to the field by bridging the gap between TQM practices and organizational performance in the construction industry. It provides a nuanced understanding of which TQM practices are most influential and how they can be strategically aligned with performance indicators. This adds value by offering organizations a clear roadmap for enhancing their performance and competitiveness through the adoption of TQM principles.

This chapter introduces the role of Total Quality Management (TQM) practices, thus explaining the introduction of Quality Management (QM) systems, the significance of TQM, the concept of TQM practices, the utilization of QM practices, and the relationship between TQM practices and quality performance. In addition, 17 TQM practices associated with quality performance (i.e., top management commitment, customer focus, training and education, continuous improvement and innovation, supplier quality management, employee involvement, information and analysis, process management, quality systems, benchmarking, quality culture, Human Resource Management [HRM], strategic planning, employee encouragement, teamwork, communication, and product and service design) are explained. This chapter serves as a valuable guideline for both researchers and practitioners to review their TQM programs in order to improve quality performance. Understanding the role of TQM practices on quality performance will significantly enhance the organizational performance and achieve business goals in the global business environments.

This chapter introduces the role of Total Quality Management (TQM) practices, thus explaining the introduction of Quality Management (QM) systems, the significance of TQM, the concept of TQM practices, the utilization of QM practices, and the relationship between TQM practices and quality performance. In addition, 17 TQM practices associated with quality performance (i.e., top management commitment, customer focus, training and education, continuous improvement and innovation, supplier quality management, employee involvement, information and analysis, process management, quality systems, benchmarking, quality culture, Human Resource Management [HRM], strategic planning, employee encouragement, teamwork, communication, and product and service design) are explained. This chapter serves as a valuable guideline for both researchers and practitioners to review their TQM programs in order to improve quality performance. Understanding the role of TQM practices on quality performance will significantly enhance the organizational performance and achieve business goals in the global business environments.

This study aimed to determine the total quality management (TQM) practices of seven StateUniversities and Colleges at the National Capital Region, Philippines and theirrelationship to their school performance during school year 2012-2013, as assessed bythe administrators, faculty and non-teaching personnel in terms of six dimensions anchoredon Deming's principles of TQM. These are quality planning, customer satisfaction,employee involvement, continual process improvement, performance measures, andsupplier relationship. The descriptive method of research was used with the validated questionnaire as the data gathering instrument. The respondents comprised 156 administrators, 290 faculty member and 208 non-teaching personnel who had plantilla items. Their responses were treated using the mean, Pearson r and one-way analysis of variance.The study revealed that the TQM practices such as quality planning, customer satisfaction,employee involvement, continual process improvement, performance measures and supplier relationship are being observed at a high extent in the NCR- SUCs, as assessed by the administrators, faculty and non-teaching Personnel. Moreover, the findings revealed that there is a significant difference in the assessment of the three groups of respondents, but there is no significant relationship between the TQM practices and school performance except forcontinual process improvement as assessed by administrator respondents. To the facultyrespondents, there is a significant relationship between the TQM practices and schoolperformance. In sharp contrast, the nonteaching personnel assessed that the TQMpractices of their Universities/Colleges are not related to employee involvement and supplierrelationship. Based on the findings, the following conclusions were drawn: 1) The SUCs have very good TQMpractices, 2) The administrators, faculty and non-teaching personnel have varied views onthe extent of their TQM practices; 3) The TQM practices of the SUCs affect their schoolperformance.

PurposeThe purpose of this study is to explore the total quality management (TQM) practices and identify their effect on the nonfinancial performance (NFP) in the automotive engineering industry in Ethiopia. Despite many studies investigating the relationship between TQM practices and NFP, rare research has been conducted on TQM in automotive industries, making this a hugely unexplored field.Design/methodology/approachThe data underlying this study was collected using more than 500 self-administered questionnaire survey, distributed to the employees working under different departments and factories under one automotive engineering industry. Extensive data screening and refinement processes for discarding irrelevant items for the questionnaire (Likert five-point scale) were carried out. The data was employed to test the proposed theoretical model, established with the objective of assessing the effect of TQM practices on the NFP in the case industry. Empirical validated relations have been proofed for previously done researches that there were positive relations between the TQM practices and NFP. Different statistical tools applied include descriptive data analysis, correlation analysis, mean scale test, reliability analysis and factor analysis, and finally, two models were developed based on structural equation modeling by using SPSS and AMOS-26 software.FindingsResults found in this study were quite surprising. Initially, there was a total of ten TQM factors. The six independent factors survived from factor analysis only two factors (employee involvement and innovation) were contributing to the NFP. The study was acted as a performance evaluation system to track the industry NFP. Although the study focused on the effect of TQM practices, for more results it is recommended to conduct a 360-degree further research study to reveal the weaknesses, strengths, opportunities and challenges of the case industry performance.Research limitations/implicationsEvery research has its own limitations. The way the analysis is conducted in this study ensures that the limitations do not compromise the validity of the results obtained. Control variables (industry type, size, age, process type and technology used) are not considered in the research which may affect the results obtained. The study included the automobile industry alone, so the obtained results cannot be generalized to other industries.Practical implicationsThe positive relationship between the TQM practices and NFP measures indicates the importance of each of these practices in improving the industry. Researchers/managers/practitioners can use this developed model periodically to understand where the industry stands in the quality management journey. They can also analyze the effect of TQM practices on financial as well as operational performance measures. The research findings can also motivate the top management of the industry for better planning of goals, to arrange resources in time, in pursuit of improving quality, employee and industry performance.Originality/valueThe Ethiopian manufacturing industry is required to improve their manufacturing and service quality, in order to enhance their productivity and boost their competitiveness in an international market, which is the basis of this study. This study signifies one of the first attempts to empirically explore this linkage between TQM and performance in the Ethiopian automotive industry context.

This study investigated the relationship between Total Quality Management (TQM) practices and student academic achievement in secondary schools. The objectives were: (1) to examine the relationship between TQM practices and student academic achievement; (2) to explore the impact of teacher empowerment and stakeholder engagement on the effectiveness of TQM implementation; and (3) to analyze the role of technological integration in enhancing the application of TQM principles for improving teaching and learning processes. A quantitative correlational research design was used. The population included secondary school teachers and students, and a stratified random sampling technique was applied to select the sample from boys’ and girls’ public schools. Two self-developed instruments, the TQM Practices Questionnaire and Academic Achievement Scale, were employed. Both tools were validated by experts and demonstrated high reliability with Cronbach’s alpha coefficients above 0.80. Data were analyzed using Pearson’s correlation in SPSS Version 25. The findings revealed a moderate positive correlation between TQM practices and student academic achievement. Teacher empowerment and stakeholder engagement were significantly related to effective TQM implementation, while technological integration showed a strong positive association with the application of TQM principles in teaching and learning. Hence, it is recommended that schools adopt comprehensive TQM frameworks, empower teachers, actively involve stakeholders, and integrate technology to enhance educational quality. This study contributes valuable insights for policymakers and school leaders seeking to improve academic outcomes through quality management practices.

Purpose The purpose of this paper is twofold: first, to present a set of critical factors for total quality management (TQM) and supply chain management (SCM) practices through an extensive literature review; and, second, to identify the relationships among them by comparing the identified TQM and SCM practices in order to explore the concept of supply chain quality management (SCQM). Design/methodology/approach To meet the goals of this work, a review of published quality research papers was carried out. For this, the authors identified papers on TQM and SCM practices and observed how these practices improve the business performance of organizations. Further, on the basis of identified practices, a conceptual model of SCQM was developed. Findings The results presented a set of six critical factors each for TQM and SCM practices. Further, it was found that management support and commitment, customer focus, information and supplier partnership are the most common practices found in both TQM and SCM practices. The integration of TQM and SCM (SCQM) throughout the supply chain has the strongest impact on the organizational performance. Research limitations/implications The study used data from various research papers of reputed journals which considered the study of India’s manufacturing industry as well as other countries, which may not provide a clear picture. However, this can be overcome by applying the findings of this paper to collect data from Indian manufacturing industry in future studies. Practical implications Indian manufacturing industry can improve its competitive image through the synergy of TQM and SCM. The result of this paper will help in providing a greater understanding of identified TQM and SCM practices that will lead to the successful implementation of TQM and SCM strategies to enhance business performance in terms of the improved levels of customer service. Originality/value Much of the attention is given on TQM and SCM practices, and very few studies have been undertaken to integrate TQM and SCM practices. But as far as the authors know, there is no study undertaken to integrate TQM and SCM practices in India for the manufacturing class. Therefore, this study compares TQM and SCM practices and considers their integration and can be thus treated as filling a gap in the extant literature. Therefore, the findings of this review paper will contribute in future research.

Total quality management (TQM) is one of the most popular modern management concepts. It refers to a quality emphasis that encompasses the entire organization, from supplier to customer. In this paper, the TQM practices in the Turkish manufacturing industry are analyzed, based on a survey conducted among 100 large companies. This paper presents results of a survey of Turkish manufacturing companies. The key finding from the research is that a growing number of companies in Turkey are willing to implement TQM to generate competitive advantage. It was also found that important factors for a successful implementation process are upper management support, employee involvement and commitment, customer focus, quality education and training, teamwork, and use of statistical techniques.

This study sought to examine the influence of Total Quality Management (TQM) practices on quality services in healthcare sector in Nairobi County, Kenya. Specifically, this study examined the influence of customer focus, quality improvement, employee involvement and management support on quality services in healthcare sector in Nairobi County. The study adopted cross-sectional descriptive design and targeted healthcare providers in five hospitals (three public and two private) in Nairobi County including; Mbagathi hospital, Mama Lucy hospital, Pumwani hospital, Coptic hospital and Aga Khan Hospital. Yamane formula was used calculate the sample size of 115 respondents from healthcare workforce population of 1,652.  Data was collected using questionnaires and analyzed through descriptive and inferential statistics. The study found that customer focus promoted effective assessments and follow-ups on patients and helped to build strong relationships between healthcare providers and patients through effective communication and continuous quality improvement through Continuous Quality Improvement (CQI) teams and routine Multidisciplinary teams (MDT) promoted service quality while employee involvement enhanced motivation and productivity of staff. Management support was essential in setting and ensuring implementation of goals and vision of healthcare facilities, motivation of staff and resource mobilization to implement core services in healthcare facilities. The study concluded that there is a significant relationship between TQM practices and quality services in healthcare sector in Nairobi County, Kenya and recommended that healthcare facilities (public & private) should bolster implementation of TQM interventions since they promote quality of services. Keywords: Customer Focus, Quality Improvement, Employee Involvement, Management Support & Service Delivery

The relationship between Total Quality Management (TQM) practices and product innovation is conflictual. Although some scholars have confirmed that TQM promotes product innovation, many others have reported that TQM and product innovation are negatively associated. Furthermore, most of these studies have not studied the direct and indirect impact of TQM practices on product innovation and they have neglected the interrelation between quality practices. The purpose of this paper is to analyze the causal relation between TQM practices and product innovation in the Tunisian ISO 9001-certified industries. Using a self-administered survey to sample ISO9001-certified industries, the present investigation tests ten hypotheses linked TQM practices and product innovation. The present study supports the significant and positive relations among TQM practices. Then, only the impact of data and analysis on both incremental and radical product innovation was supported.

PurposeThe purpose of this paper is to explore the relationship between competitive strategy, total quality management (TQM), and continuous improvement of international project management (CIIPM).Design/methodology/approachBased on a literature review, a theoretical model and five hypotheses are developed. A cross‐sectional data set collected from 268 international project managers based in four countries is used to test the theoretical model.FindingsThe results from the statistical analysis suggest that competitive strategy does not directly influence the CIIPM performance, but it influences through the mediation of TQM practices. The results also suggest that “human resource‐based” TQM elements have stronger influence toward CIIPM performance than “technology‐based” TQM elements.Research limitations/implicationsThe study used four TQM variables, which originated from the MBNQA (1995) framework. Although the four variables are robust and sufficiently represent the TQM dimension, the multi‐dimensional nature of TQM practice can be investigated further. Further, the study only utilized a single variable of CIIPM in investigating international project management performance. As future TQM and international project management practices go through evolutions, additional elements may be incorporated into the three‐domain contingency model.Practical implicationsThe study results suggest that the TQM elements fully mediate the relationship between competitive strategy and CIIPM. This implies that organizations need an innovative management methodology, such as the TQM practice, in order to achieve competitive strategy materializing towards international project management performance. Further, the findings suggest that it is the soft TQM elements (i.e. top management's leadership, compensation, training and empowerment) that impact the CIIPM more significantly.Originality/valueAlthough numerous classical studies are reported in various contexts involving competitive strategy, TQM practice, and project management performance, no existing study focuses on how these three domains are linked together.

The current study’s primary purpose is to explore the effects of total quality management practices on project contracts with transformational leadership as a mediator and job satisfaction as a moderator. It is necessary to know how Total Quality Management (TQM) practices and transformational leadership are applied to enhance the effectiveness of the project contracts. Moreover, job satisfaction can also reflect in the efficacy of project contracts. It is, therefore, essential to find out how job satisfaction influences the relationship between Quality management and project contracts. The research used a quantitative research methodology, and survey data were obtained from employees of project-based organisations. The data was analysed through correlation, reliability analysis and regression analysis to test the hypothesised relationships. This study's results showed a positive and significant relationship between TQM and project contract. Moreover, it showed transformational leadership mediates relationship between TQM and project contract. The study has also discovered the job satisfaction moderates the relationship between TQM and project contract. The findings of this study offered insights on TQM practices, transformational leadership and job satisfaction in enhancing project contract. In addition, it gave the guide to the organisations on how to enhance the project contract. It also further presented practical implications to organisations on the ways of enhancing the quality of the project by using the TQM practices and transformational leadership styles. Besides, the study emphasised the role of job satisfaction in promoting the effect of TQM practises in project contracts. Keywords: Total Quality Management (TQM), Project Contracts, Transformational Leadership Style.

PurposeThis study examined the mediation-moderation role of innovation and market dynamism in the association between total quality management (TQM) practices and the performance of small and medium-scale enterprises' (SMEs') performance with empirical evidence from sub-Saharan Africa.Design/methodology/approachUsing a questionnaire, the research model developed was tested with responses from 203 owners and managers of SMEs in Ghana. The analyses were done using Statistical Package for the Social Sciences (SPSS) and Smart Partial Least Squares Structural Equation Modeling (PLS-SEM).FindingsThe innovation initiatives partially and fully mediated the relationship between TQM practices and the performance of SMEs. Also, the indirect effect of TQM practices of SMEs on performance through innovation initiatives was negatively moderated by market dynamism.Practical implicationsThe study contributes to the TQM literature by validating the indirect and direct relationship between TQM practices and performance in the context of SMEs in a developing region.Originality/valueThis paper presents a novel understanding of the relationship between TQM and SMEs in developing regions of the world. The paper serves as a guide for SME owners and managers to improve the performance of their organizations through TQM practices.

This study investigates the mediating role of Quality Consciousness between Total Quality Management (TQM) practices and organizational performance (OP) in healthcare settings within the Union Territory of Jammu and Kashmir. Utilizing a quantitative cross-sectional research design, 271 respondents, including doctors, nurses, paramedics, and administrative staff from NABH and non-NABH accredited public hospitals. Stratified random sampling ensured a representative sample. The study employed a five-point Likert scale to measure constructs such as Top Management Commitment (TMC), Customer Focus (CF), Employee Focus (EF), Continuous Improvement (CI), Quality Awareness (QA), Hospital Management Information System (HMIS), Quality Consciousness (QC) and Organizational Performance (OP). Data analysis was conducted using Partial Least Square Structural Equation Modeling (PLS-SEM) in Smart-PLS. The findings indicate that Quality Consciousness has a mediating effect on Organizational Performance. EF emerged as the most influential factor, with the highest beta value, followed by CF and TMC. Indirect effects demonstrated that variables like CF, CI, and HMIS also significantly impact OP through mediator, confirming the multifaceted nature of these relationships. Limitations include the context-specific focus on healthcare, sample size, potential measurement biases, and the cross-sectional design, which limits causal inferences. Future research directions suggest expanding studies to different contexts, employing longitudinal designs, refining measurement scales, and exploring additional mediators and moderators. These insights underscore the need for a holistic approach to understanding the dynamics between TQM practices and organizational performance in healthcare settings.

Investigating the effects of innovation and employee performance on the relationship between total quality management practices and firm performance: An empirical study of Turkish firms