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This study illustrates the intention to implement total quality management (TQM) applications in Oman’s Ministry of Justice (MOJ). The purpose of this paper is to examine the effect of TQM implementation on the MOJ’s work performance (WP).

The study modified the TQM efficiency model by including new variables that had been ignored by previous studies. As a result, 320 questionnaires have been collected, and the study employed partial least squares for primary data analysis to test the research model.

Customer focused performance is an important factor that has a direct relationship with WP. However, the findings guide the explanation that there are other factors of TQM that have a direct effect on WP, and this research is directed at future research to select more profound factors of TQM.

The main limitations of this study is that the analysis of the main study was based on the intention to implement TQM to replace the current management system’s practice at Oman’s MOJ.

This study is considered to be one of the significant studies related to the effect of testing intention to implement TQM on WP of Oman’s MOJ.

The purpose of this paper is to examine the effect of human resource development (HRD) practices on perceived operational and market performances in the software companies in India, and also the mediating effect of operational performance in the relationship between HRD practices and market performance.

Data were collected from 516 professionals working in 37 software companies in India. Partial least square (PLS) was used to test the proposed structural equation model.

The findings reveal that the HRD practices significantly affect market performance. However, operational performance, as a mediator, was found to have a crucial role in transferring the effects of HRD practices to market performance.

The findings of this study are in line with the theory of HRD which suggests a positive relationship between HRD and organizational performance.

The results suggest that to enhance the market performance, organizations need to enhance operational performance by meticulously designing and implementing the series of HRD practices.

This study is one of its kind to overcome the limitations of earlier studies to examine the effect of comprehensive dimensions of HRD on operational and market performance.

To identify some psychological and social variables that could enhance employees' adoption of total quality management (TQM) in an organization that chooses to implement the management philosophy.

A survey research was conducted, using 418 middle management staff, randomly drawn from some TQM and non‐TQM courier organizations in Nigeria. Respondents received standardized scales measuring perception of their leaders' leadership styles, organizational reward system and self‐report of personality attributes (psychological variables), along with items measuring gender, age, job tenure and level of education (social variables). They also responded to questionnaire items measuring the extent to which they practice TQM.

Correlation analysis show that higher level of maintenance leadership style along with lower level of performance leadership style, low levels of extraversion and neuroticism, higher level of education and shorter job tenure enhance subordinates' practice of TQM. t‐test results show that Employees in TQM organizations were significantly higher on perceived maintenance and performance leadership styles and reward but significantly lower on extraversion, neuroticism and psychoticism than their non‐TQM counterparts.

All measures were based on self‐report of the respondents and data were from only service organizations, thus, limiting generalizations of the findings.

Implementers of TQM in organizations in Nigeria should endeavor to put in place appropriate leadership styles, consider personality attributes, level of education and duration of working in any non‐TQM organization among other personnel issues for selection and retention in a TQM practicing organization.

TQM is a management technique being adopted in Nigeria with some difficulties. The present study brings to focus psychological and social variables that could ease its implementation.

Purpose: The banking sector is facing a challenge in the quality of services rendered to the ultimate customers for the adoption of Fintech applications in an efficient way. Due to dynamic market conditions, it is difficult for the banks to win the heart of the customers. It can be done only by providing them with updated technological applications and excellent services. Here, service quality plays a major role in this regard. It acts as an optimum strategy for the service providers to attain the interest of their customers and change their perceptions towards the banks in a positive way by providing them satisfactory services. This chapter aims to critically analyse and assess the quality of banking services rendered for Fintech applications to the customers.

Design/Methodology/Approach: The study evaluated the preference for public/private banks for Fintech applications across various demographic factors. In this research, users of public or private banks have been considered as respondents who are using Fintech applications. The service quality of both banks has been measured using a service quality scale, i.e., SERVQUAL. With the help of the Questionnaire, data were collected from 100 respondents from Punjab State on a convenience sampling basis. The Chi-square method was used to check the preference for different types of banks across demographic profiles.

Findings: ‘Responsiveness’ and ‘Tangibles’ are the most significant service quality dimensions. The present study revealed that the preference towards public/private sector banks has no dependency on occupation but found dependence on age and education level.

Research Limitations/Implications: The present study merely concentrates on the banking sector’s service quality towards Fintech applications. It could be used for the security market, insurance and other sectors in the future period. The present study provides implications for future interdisciplinary research addressing the need for Fintech applications as Fintech has become the need of every industry.

Originality/Value: This study is conducted to explore the opportunities for Fintech in the banking sector vis-á-vis service quality. The authors anticipate that the current study will contribute to existing literature and thus become the reference for academicians, researchers and industry professionals.

This chapter defines culture and explains the different conceptual models developed by critical researchers in the field. First, the authors explain why it is essential for us to learn to see our cultures. Next, the chapter breaks the conceptual model of culture into its essential elements, including assumptions, beliefs, values, behaviors, and artifacts. The authors explain why and how each organization’s culture is unique – and walk through the factors that influence our organizational cultures. Finally, the chapter reminds us that it is hard to deliberately change an organization’s culture, because it is inherently dynamic. Instead, each organization should strive to understand how these factors affect our organizations.

The pace of transformation in the business landscape has made it mandatory for the human resource function within the organisation to evolve, adapt and adjust to the demands of the marketplace. This chapter focuses on HRM 4.0 and the change in employer branding strategies due to rapid increase in digitalisation, for example, through analytics and big data. A conceptual framework is provided that links HRM 4.0 with employer branding strategies.

Focusses on investigating the critical factors of customer perceived service quality in banks of a developing economy – India. Compares and contrasts the three groups of banks in India with respect to the service quality factors from the perspective of the customers. There seems to be a great amount of variation with respect to the level of service quality offered by the three groups of banks. Identifies the factors that discriminate the three groups of banks. Customers in developing economies seem to keep the “technological factors” of services such as core service and systematization of the service delivery as the yardstick in differentiating good and bad service while the “human factors” seem to play a lesser role in discriminating the three groups of banks. The service quality indices with respect to the three groups and the Indian banking industry as whole, offer interesting information on the level of service quality delivered by banks in India.