Quality management practices and their relationship to organizational performance

Abstract

Purpose

The purpose of this paper is to examine the extent of total quality management (TQM) practices implemented in Palestinian hospitals and their relationship to organizational performance using the Malcolm Baldrige National Quality Award criteria.

Design/methodology/approach

A survey of 51 hospitals operating in the West Bank of Palestine was conducted in order to test the validity and reliability of TQM constructs and their relationship to organizational performance.

Findings

The results showed that TQM constructs used in this study are positively related to hospital performance and for the most part the relationship was significant; they were capable of explaining a significant portion of variance in performance. Three elements were found to be strongly significant predictors of performance- people management, process management, and information and analysis.

Research limitations/implications

Although hospitals operating in the Gaza Strip were excluded from the study, this research promotes critical management practices that help channeling organization resources into areas aimed at improving quality and performance.

Practical implications

The study showed that there are certain areas where administrators or managers need to focus on should they aspire for better performance. The constructs used in this study can be used to assess the implementation of quality practices and highlight areas for movement.

Originality/value

This paper provided practitioners, administrators, and academics with a fresh perspective on quality management practices and their impact on organizational performance. It also served as a foundation for future initiatives and programs aimed at improving quality in hospitals.

Citation

Sabella, A., Kashou, R. and Omran, O. (2014), "Quality management practices and their relationship to organizational performance", International Journal of Operations & Production Management, Vol. 34 No. 12, pp. 1487-1505. https://doi.org/10.1108/IJOPM-04-2013-0210