Welcome to Open Science
Contact Us
Home Books Journals Submission Open Science Join Us News
Total Quality Management Practices and Organizational Performance
Current Issue
Volume 6, 2019
Issue 1 (March)
Pages: 6-12   |   Vol. 6, No. 1, March 2019   |   Follow on         
Paper in PDF Downloads: 57   Since May 16, 2019 Views: 1109   Since May 16, 2019
Ehsan Jabbarzare, Faculty of Business and Management, Asia Pacific University of Technology and Innovation, Kuala Lumpur, Malaysia.
Najla Shafighi, Faculty of Business and Management, Asia Pacific University of Technology and Innovation, Kuala Lumpur, Malaysia.
The purpose of this study is to assess the extent of soft Total Quality Management implementation amongst hotels in Malaysia and its effect on organizational performance. A quantitative approach has been used via a self-administrated questionnaire. The result of investigation on the level of TQM implementation amongst 22 hotels indicated that Malaysian hotels have an acceptable level of TQM implementation. In addition, based on the regression analysis, it is concluded that all of the selected TQM practices (continuous improvement, customer focus, and employee involvement) are significantly correlated with organizational performance of hotels. In this process continuous improvement was considered as the most important TQM factor in terms of affecting organizational performance.
TQM, Continuous Improvement, Customer Focus, Employee Involvement
Valmohammadi, C., 2011. The impact of TQM implementation on the organizational performance of Iranian manufacturing SMEs. The TQM Journal, 23 (5), pp. 496-509.
Mahmood, S., Qadeer, F. and Ahmed, A., 2014. Relationship between TQM dimensions and organizational performance. Pakistan Journal of Commerce and Social Sciences, 8 (3), pp. 662-679.
Talavera, M. G. V. (2005). TQM adoption and firm performance in the Philippines. Philippine Management Review, 12 (1).
Das, A., Paul, H. and Swierczek, F. W., 2008. Developing and validating total quality management (TQM) constructs in the context of Thailand's manufacturing industry. Benchmarking: An International Journal, 15 (1), pp. 52-72.
Ramezani, H. and Gharleghi, B., 2013. Determinants of the Total Quality Management Implementation in SMEs in Iran (Case of Metal Industry). International Journal of Business and Social Science, 4 (16), pp. 240-245.
Mazher, U., Gharleghi, B. and Chan, B., 2015. A Study on the Factors Affecting Total Quality Management in the Saudi Arabian Construction Industry. International Journal of Business and Social Research, 5 (3), pp. 30-40.
Gadenne, D., & Sharma, B. (2009). An investigation of the hard and soft quality management factors of Australian SMEs and their association with firm performance. International Journal of Quality & Reliability Management, 26 (9), 865-880.
Burli, S. B., Kotturshettar, B. B. and Dalmia, R. V., 2012. Multiple performance measures: six TQM practices. SCMS Journal of Indian Management, 9 (1), p. 69.
Amah, E. and Ahiauzu, A., 2013. Employee involvement and organizational effectiveness. Journal of Management Development, 32 (7), pp. 661-674.
Fotopoulos, C. V. and Psomas, E. L., 2010. The structural relationships between TQM factors and organizational performance. The TQM Journal, 22 (5), pp. 539-552.
Ul Hassan, M., Mukhtar, A., Qureshi, S. U. and Sharif, S., 2012. Impact of TQM practices on firm's performance of Pakistan's manufacturing organizations. International Journal of Academic Research in Business and Social Sciences, 2 (10), p. 232.
Ul Hassan, M., Hassan, S., Shaukat, S. and Nawaz, M. S., 2013. Relationship between TQM Elements and Organizational Performance: An Empirical Study of Manufacturing Sector of Pakistan. Pakistan Journal of Commerce and Social Sciences, 7 (1), pp. 01-18.
Kaur, P. and Sharma, S. K., 2014. Evaluating the relationship and influence of critical success factors of TQM on business performance: Evidence from SMEs of manufacturing sector. IUP Journal of Operations Management, 13 (4), pp. 17.
Abas, Z. and Yaacob, Z., 2006. Exploring the relationships between total quality management (TQM), strategic control systems (SCS) and organizational performance (OP) using a SEM framework. The Journal of American Academy of Business, Cambridge, 9 (2), pp. 161-167.
Demirbag, M., Tatoglu, E., Tekinkus, M. and Zaim, S., 2006. An analysis of the relationship between TQM implementation and organizational performance: evidence from Turkish SMEs. Journal of manufacturing technology management, 17 (6), pp. 829-847.
Duh, R. R., Hsu, A. W. H. and Huang, P. W., 2012. Determinants and performance effect of TQM practices: An integrated model approach. Total Quality Management & Business Excellence, 23 (5-6), pp. 689-701.
Psomas, E., Vouzas, F. and Kafetzopoulos, D., 2014. Quality management benefits through the “soft” and “hard” aspect of TQM in food companies. The TQM Journal, 26 (5), pp. 431-444.
Kumar, R., Garg, D. and Garg, T. K., 2011. TQM success factors in North Indian manufacturing and service industries. The TQM Journal, 23 (1), pp. 36-46.
Valmohammadi, C. and Roshanzamir, S., 2015. The guidelines of improvement: Relations among organizational culture, TQM and performance. International Journal of Production Economics, 164, pp. 167-178.
Shahin, A. and Dabestani, R., 2011. A feasibility study of the implementation of total quality management based on soft factor. Journal of Industrial Engineering and Management, 4 (2), pp. 258-280.
Munizu, M., 2013. The Impact of total quality management practices towards competitive advantage and organizational performance: Case of fishery industry in South Sulawesi Province of Indonesia. Pakistan Journal of Commerce and Social Sciences, 7 (1), pp. 184-197.
Malik, S. A., Iqbal, M. Z., Shaukat, R. A. Z. I. A. and Yong, J., 2010. TQM practices & organizational performance: evidence from Pakistani SMEs. International Journal of Engineering & Technology, 10 (4), pp. 26-31.
Chong, V. K. and Rundus, M. J., 2004. Total quality management, market competition and organizational performance. The British accounting review, 36 (2), pp. 155-172.
Meftah Abusa, F. and Gibson, P., 2013. Experiences of TQM elements on organisational performance and future opportunities for a developing country. International Journal of Quality & Reliability Management, 30 (9), pp. 920-941.
Sabella, A., Kashou, R. and Omran, O., 2014. Quality management practices and their relationship to organizational performance. International Journal of Operations & Production Management, 34 (12), pp. 1487-1505.
Rahman, S. U. (2001). A comparative study of TQM practice and organisational performance of SMEs with and without ISO 9000 certification. International Journal of Quality & Reliability Management, 18 (1), 35-49.
Dubey, R., 2015. An insight on soft TQM practices and their impact on cement manufacturing firm’s performance: Does size of the cement manufacturing firm matter?. Business Process Management Journal, 21 (1), pp. 2-24.
Krejcie, R. V. and Morgan, D. W., 1970. Determining sample size for research activities. Educational and Psychological Measurement, 30, pp. 607-610.
Open Science Scholarly Journals
Open Science is a peer-reviewed platform, the journals of which cover a wide range of academic disciplines and serve the world's research and scholarly communities. Upon acceptance, Open Science Journals will be immediately and permanently free for everyone to read and download.
Office Address:
228 Park Ave., S#45956, New York, NY 10003
Phone: +(001)(347)535 0661
Copyright © 2013-, Open Science Publishers - All Rights Reserved