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A model for institutionalizing TQM in a state government agency

Arvinder P.S. Loomba (Department of Management, College of Business Administration, University of Northern Iowa, Cedar Falls, Iowa, USA)
Michael S. Spencer (Department of Management, College of Business Administration, University of Northern Iowa, Cedar Falls, Iowa, USA)

International Journal of Quality & Reliability Management

ISSN: 0265-671X

Article publication date: 1 November 1997

1174

Abstract

Reports that pressures to address citizens’ needs amid growing financial constraints have led government agencies to consider adopting total quality management (TQM) philosophy as a change agent in the public sector. Examines one state agency’s attempt to institutionalize TQM and explores the effectiveness of TQM implementation in the agency by assessing the perceptions of management and employees. Also, offers a conceptual model that identifies TQM elements essential for success in both implementation and post‐implementation phases in all federal, state, and local government agencies. Believes that by examining the TQM elements identified in the model (internal/external environment, learning, and teamwork), public administrators can anticipate opportunities, avoid barriers to change, and improve agency performance.

Keywords

Citation

Loomba, A.P.S. and Spencer, M.S. (1997), "A model for institutionalizing TQM in a state government agency", International Journal of Quality & Reliability Management, Vol. 14 No. 8, pp. 753-767. https://doi.org/10.1108/02656719710181295

Publisher

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MCB UP Ltd

Copyright © 1997, MCB UP Limited

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