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1 – 10 of over 11000The perceived advantages of the implementation of TQM are generating improved quality and efficiency, increasing customer satisfaction, thus improving competitiveness. However…
Abstract
Purpose
The perceived advantages of the implementation of TQM are generating improved quality and efficiency, increasing customer satisfaction, thus improving competitiveness. However, there is a high failure rate in the implementation of TQM. The key issue in this regard is that companies have devoted relatively little attention to human resources management (HRM). Several academics and practitioners have asserted that synergy and congruence among HRM practices are critical to the implementation of TQM. However, there is relatively little empirical evidence to support this contention. The purpose of this research is to conduct an empirical study on high‐tech firms, in order to analyse the impacts of HRM practices on the implementation of TQM.
Design/methodology/approach
In this study, a research framework related to HRM practices, TQM practices, and quality performances was developed. Based on the framework, a questionnaire was designed and sent to the HR managers or chief executive officers (CEOs) of high‐tech companies in Taiwan to investigate the effect of HRM practices on the implementation and practice of TQM.
Findings
The study confirms that HRM significantly affects TQM practices. The study concluded that HRM practices have a significantly positive effect on the implementation of TQM. Implementing HRM practices can also have a significant effect on employee and customer satisfaction. It also positively affected “employees' quality awareness” and “corporate image”. The quality performances were also significantly affected by the implementation of TQM.
Research limitations/implications
The research limitation is that the empirical study was on high‐tech firms in Taiwan only. However, the framework can be easily extended to other industries if survey results are available.
Practical implications
Overall, successful implementation of TQM can lead to an increase in customer satisfaction, and then benefit corporate image. It can also improve the satisfaction and quality awareness of employees. Enterprises that devote themselves to the implementation of TQM also need to perform HRM aggressively, if they are to increase the firm's performance significantly.
Originality/value
In this research, a conceptual framework related to HRM practices and TQM practices was developed, which is a valuable reference for future research. This study confirms the impacts of HRM practices on the implementation of TQM, and several key practices can be investigated.
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Noorliza Karia and Muhammad Hasmi Abu Hassan Asaari
The purpose of this paper is to examine the impact of total quality management (TQM) practices on employees' work‐related attitudes, such as job involvement, job satisfaction…
Abstract
Purpose
The purpose of this paper is to examine the impact of total quality management (TQM) practices on employees' work‐related attitudes, such as job involvement, job satisfaction, career satisfaction, and organizational commitment.
Design/methodology/approach
The paper proposes and tests 16 hypotheses on the relationship between TQM practices and work‐related attitude.
Findings
The results indicate that training and education have a significant positive effect on job involvement, job satisfaction, and organizational commitment. Empowerment and teamwork significantly enhance job involvement, job satisfaction, career satisfaction, and organizational commitment. Continuous improvement and problem prevention significantly enhance job satisfaction and organizational commitment. Customer focus does not contribute to job involvement, job satisfaction, career satisfaction, or organizational commitment.
Research limitations/implications
The study was unable to evaluate the wider dimensions of TQM practices.
Practical implications
Managers should be aware that TQM practices have a positive effect on employees' work‐related attitudes (such as job involvement, job satisfaction, career satisfaction, and organizational commitment).
Originality/value
The paper focuses on TQM in practice, rather than on TQM in theory and/or TQM as organizational change.
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Giulia Flamini, Luca Pareschi and Marcello Martinez
Since the first definition of Total Quality Management (TQM) was established, its inseparable relationship with Human Resource Management (HRM) has been undeniable. However, many…
Abstract
Purpose
Since the first definition of Total Quality Management (TQM) was established, its inseparable relationship with Human Resource Management (HRM) has been undeniable. However, many years have passed since this initial definition was made. During this time, not only have TQM and HRM evolved, but their relationship has also adapted in order to accompany and follow the environmental and technological changes that have ultimately changed the ways the authors work and how the authors perceive quality. This study provides a detailed map of the knowledge evolution of the TQM–HRM relationship. It also identifies interesting gaps for future researchers to consider to enable us to better understand emerging challenges and identify the next steps in the progression of TQM literature.
Design/methodology/approach
The study adopted a bibliometric analysis approach, using a systematic literature review of a data set that included 132 peer-reviewed articles published between 1991 and 2021 to identify thematic topics. In exploring each of these, the authors created a framework to spotlight future explorative and exploitative research questions.
Findings
The results show that literature on the relationship between HRM and TQM focuses on six topics: a different performance appraisal (PA); a different role for the human resources (HR) department; HRM practices, such as different bridges between JIT and TQM; the integration of job satisfaction into TQM goals; different TQM healers; and the different effects of HRM practices on firm performance. This paper provides clear interpretations of these topics and offers some recommendations for how HRM studies could contribute towards the development of TQM research, thus forming a clear agenda for the future of TQM–HRM research.
Originality/value
This study represents the first attempt to systematize, analyze and critically interpret TQM–HRM studies, promoting a collective reflection on the state of the art and stimulating further discussions on this topic.
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Sanjay Sharma and Sachin Modgil
The purpose of this paper is to investigate the impact of total quality management (TQM) and supply chain management (SCM) practices on operational performance, and their…
Abstract
Purpose
The purpose of this paper is to investigate the impact of total quality management (TQM) and supply chain management (SCM) practices on operational performance, and their interlinkage between each other.
Design/methodology/approach
Constructs those are critical to pharmaceutical quality and supply chain have been identified with the help of literature and experts from industry. The impact of TQM practices on supply chain practices and on operational performance has been evaluated. Similarly, the impact of supply chain practices on operational performance has been evaluated. Further, alternate models are tested and evaluated through structural equation modeling.
Findings
It was observed during testing of alternate models that TQM practices have a direct impact on operational performance. However, TQM practices also directly impact supply chain components, which, in turn, influence overall operational performance. In comparison of alternate models, the model in which TQM practices affect supply chain practices and supply chain practices further affect the operational performance is found most appropriate.
Practical implications
This study provides some useful implications from industry point of view. TQM practices are critical to pharmaceutical industry. TQM practices are the core of attaining a smooth supply chain, which will have greater impact to achieve operational performance. Strategic supplier partnership, procurement management, information sharing, and quality and inventory management practices are driven by TQM practices. This tri-linkage helps to achieve the desired operational performance.
Originality/value
There are very limited studies that have considered both the areas together to achieve better operational performance. In pharmaceutical industry, both TQM and SCM are the critical areas for any organization to drive its growth.
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Bara’ Tareq Qasrawi, Soud Mohammad Almahamid and Shadi Tareq Qasrawi
The purpose of this paper is to investigate the impact of total quality management (TQM) practices in terms of leadership, strategic planning, customer focus, teamwork, process…
Abstract
Purpose
The purpose of this paper is to investigate the impact of total quality management (TQM) practices in terms of leadership, strategic planning, customer focus, teamwork, process management, information, and analysis on organizational performance in Jordanian telecommunications companies. In addition, the mediating effect of knowledge management (KM) processes is tested.
Design/methodology/approach
A survey instrument was used to gather empirical data, and it was distributed to all managerial and non-managerial employees. A total of 477 questionnaires were valid for analysis, resulting in a response rate of (97 percent). Factor analysis and multiple regression analyses were used to test the study’s hypotheses.
Findings
Customer focus and process management were found to have an insignificant impact on organizational performance, while teamwork had the strongest impact on KM processes. The results also revealed that only knowledge sharing and application processes had a significant impact on organizational performance. More importantly, KM processes fully mediated the impact of TQM practices on organizational performance, except for teamwork, which had a partial mediating effect.
Research limitations/implications
This study was limited to a survey of the headquarters of three telecommunication companies: Zain, Orange, and Umniah, in Amman City.
Originality/value
Originality of the paper lies in testing the influence of TQM practices on organizational performance in a novel context, where most TQM initiatives fail for one reason or another.
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Kenneth W. Green, R. Anthony Inman, Victor E. Sower and Pamela J. Zelbst
The purpose of this paper is to empirically assess the complementary impact of JIT, TQM and green supply chain practices on environmental performance.
Abstract
Purpose
The purpose of this paper is to empirically assess the complementary impact of JIT, TQM and green supply chain practices on environmental performance.
Design/methodology/approach
Data from a sample of 225 US manufacturing managers are analyzed using a PLS-SEM methodology.
Findings
JIT and TQM are directly and positively associated with green supply chain management practices. JIT, TQM and green supply chain practices are complementary in that combined they provide a greater impact on environmental performance than if implemented individually.
Research limitations/implications
The sample is limited to US manufacturing managers, with a low response rate.
Practical implications
Successful implementations of JIT and TQM improvement programs support the implementation of green supply chain management practices leading to improved environmental performance.
Social implications
The combination of JIT, TQM and green manufacturing practices improves the environment by eliminating all forms of waste and providing customers with eco-friendly products and services.
Originality/value
This study is one of the first to empirically assess the complementary impact of JIT, TQM and green supply chain practices within the context of environmental sustainability.
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The main purpose of this study is to understand how collective operational practices are adapted or stimulated by a firm's competitive strategy.
Abstract
Purpose
The main purpose of this study is to understand how collective operational practices are adapted or stimulated by a firm's competitive strategy.
Design/methodology/approach
This study employed a data set drawn from 124 plant managers and directors of Indian manufacturing firms. Multiple regression was used to examine the impact of operational practices of lean, total quality management (TQM) and supply chain management (SCM) within competitive clusters of cost leadership, differentiation and focus strategy.
Findings
Results of the study show that the pattern of impact of operational practices on firm's performance varies according to type of the competitive strategy employed. All the three competitive strategy clusters have reported that TQM is the most important trigger for Indian manufacturing firms with relative effect of TQM practices on firm's performance being higher than that of lean and SCM practices.
Research limitations/implications
Cross-sectional data from Indian manufacturing firms were used, and it would be interesting to test the analytical framework of the study for more sectors and countries. Future studies can take a longitudinal research approach to strengthen the findings of the study.
Practical implications
The findings explain how operational practices are aligned with competitive strategies for practitioners so that they can assign limited resources to build diverse operational capabilities based on their strategic choices.
Originality/value
Although very few classical studies are reported in various contexts involving competitive strategy, operational practices and firm's performance, no existing study focuses on how these three domains are linked together in the context of Indian manufacturing sector.
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Richard S. Allen and Ralph H. Kilmann
This study examines the impact of reward practices on the relationship between an organizational strategy based on the principles of total quality management (TQM) and perceptions…
Abstract
This study examines the impact of reward practices on the relationship between an organizational strategy based on the principles of total quality management (TQM) and perceptions of firm performance. Major findings include: higher levels of firm performance were significantly correlated with greater use of TQM practices, but not with greater use of quality rhetoric in either formal strategic documents or informal strategic discussions; the use of extrinsic reward practices – including profit sharing, gainsharing, employment security, and comp time – exhibited a significantly positive moderating effect on the relationship between TQM and perceived firm performance. Regarding implications for practitioners, it is insufficient to include quality rhetoric in the formal and informal strategy. As the anecdotal literature has often advocated, the current research provides empirical support that management must “walk the talk” with regard to TQM efforts. Further, in order to realize even higher levels of firm performance, an organization should utilize reward practices which specifically complement its TQM‐based strategy.
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Mulugeta Kebede Adem and Sandeep Singh Virdi
This study is aimed at examining the effect of Total Quality Management (TQM) practices on the operational performance of ISO 9001:2008 certified manufacturing companies in…
Abstract
Purpose
This study is aimed at examining the effect of Total Quality Management (TQM) practices on the operational performance of ISO 9001:2008 certified manufacturing companies in Ethiopia.
Design/methodology/approach
A cross-sectional survey was conducted to meet the purpose. Primary data was collected from the managers and senior experts working under the production and quality management units of the surveyed firms. Data was obtained from a survey of 302 participants found in 73 ISO 9001:2008 certified manufacturing organizations. Both EFA and CFA were applied to validate and confirm the instrument, and Structural Equation Modeling (SEM) was used to test the hypotheses.
Findings
The results revealed that among the practices of TQM used in the model only supplier quality management, continuous improvement and process management were found to have significant and positive effect on the operational performance of the ISO 9001:2008 certified manufacturing organizations in Ethiopia.
Research limitations/implications
Future studies are suggested to consider some contextual variables such as firm age, scope of operation, firm size and firm strategy while addressing the objective.
Practical implications
The study will encourage managers of manufacturing companies in Ethiopia to utilize a reliable and valid framework of TQM practices for better operational performance results.
Originality/value
The fact that Ethiopian manufacturing organizations are required to improve their product's quality in order to improve their productivity and enhance their competitiveness in a global market is the rationale of this study. Even though several studies have evolved to scrutinize the link between TQM and operational performance across the world, nearly nothing, is known about this linkage in Ethiopia. Thus, the study represents one of the first attempts to empirically investigate this linkage in Ethiopian context.
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Pratima Verma, Vimal Kumar, Ankesh Mittal, Pardeep Gupta and Sung Chi Hsu
This study aims to identify SHRM (strategic human resource management) essential practices for the TQM (total quality management) program regarding an Indian tire manufacturing…
Abstract
Purpose
This study aims to identify SHRM (strategic human resource management) essential practices for the TQM (total quality management) program regarding an Indian tire manufacturing company and formulate an inclusive interrelationship to prioritize them.
Design/methodology/approach
Semistructured interview with ten experts from the company was made to give SHRM practices scores. The SLR (systematic literature review) and TOPSIS (technique for order of preference by similarity to ideal solution) techniques are used to establish the model for 12 key practices and rank them afterward.
Findings
The findings clearly show that strategic planning and staffing, teamwork and leadership development have appeared as the top three essential practices. Simultaneously, performance measurement and evaluation, work design and analysis and promotion are identified as the bottom three practices. These essential practices are identified as contributing attributes.
Practical implications
The findings prioritize the SHRM practices as contributing attributes that help other tire manufacturing industries identify their key practices. Moreover, it provides the necessary inputs comprised of ten experts' decisions to become more active and well prepared.
Originality/value
The novelty of this study is to identify the key practices by using SLR and measured by the TOPSIS method to rank and consider a tire manufacturing company as a case-based approach to gain high productivity and competitive advantage.
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