Does the soft aspects of TQM influence job satisfaction and commitment? An empirical analysis

Arunachalam, Thiruchelvi; Yogesh, P.

doi:10.1108/tqm-03-2016-0023

Cited by 48 publications

(95 citation statements)

References 59 publications

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“…It means that majority of the teachers in indigenous schools believe that if promotional opportunities is implemented with the right procedure, their level of commitment to stay with the schools will increase. The finding is consistent with a study by Arunachalam and Palanichamy (2017) which stated that organization should continuously improve performance appraisal policies by eliminating standards and quota-based rewards. As we know time based promotional opportunities were applied to teachers in Malaysia.…”

Section: Discussion/analysissupporting

confidence: 91%

“…It is suggested that the Pahang State Education Department to continuously have a good rapport with the teachers and asks the feedback regarding the job so that responsible parties might have a clear picture of what is really happening in indigenous schools in Pahang. It is supported by a study from Arunachalam and Palanichamy (2017), organizations should also concentrate on employees' development needs by providing positive feedback regularly with necessary training opportunities as a way to produce satisfied and committed employees. By having a continuous feedback from the teachers, responsible parties would also understand the needs and wants of the teachers at the schools.…”

Section: Discussion/analysismentioning

confidence: 99%

“…Organizations that satisfy the social needs of the employees such as self-respect, attachment and identification in response, would have employees who work for organizations to fulfil the organizational goal (Akhtar, Muhammad & Amina, 2019). A study done by Arunachalam and Palanichamy (2017), revealed that an organization should also focus on employees' development needs by always giving a supportive feedback and necessary training opportunities as a way to produce satisfaction and commitment among employees. In fact, by having a continuous feedback from the teachers, the management would be able to understand the needs and wants of the teachers at the schools.…”

Section: Literature Review [1000 To 1500 Words] Job Satisfactionmentioning

confidence: 99%

See 2 more Smart Citations

Integrating Landscape Of Organizational Commitment Among Teachers In Indigeneous Primary Schools In Malaysia

2021

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Purpose of the study: This study focused on job satisfaction and organizational commitment among teachers who are teaching the indigenous students in the Pahang state. The purpose of this study was to identify the relationship between job satisfaction and organizational commitment among the teachers and to find out which dimension in job satisfaction scored the highest factors in fulfilling organizational commitment. Methodology: This is a correlational study adopting a quantitative approach in data analysis. A questionnaire on organizational commitment was adapted from Meyer and Allen (1990) while job satisfaction dimension was adapted from Spector (1985). The questionnaires were distributed to 51 respondents from 3 indigenous schools in Pahang. This study used purposive sampling technique and data were analysed using SPSS version 25. Main Findings: Findings showed a significant relationship between job satisfaction and organizational commitment among the teachers.The result showed that promotion opportunities were the element of job satisfaction that has the highest influence towards organizational commitment, meanwhile supervision has the factors lowest influence to organizational commitment. Applications of this study: This study is beneficial to the Pahang State Education Department in providing guidelines on how to increase organizational commitment among teachers in indigenous schools. Besides that, this study also benefits the school management as it offers a guideline for them to improve performance appraisal. The findings can also help future researchers by providing better understanding of the connection between job satisfaction and organizational commitment. Novelty/Originality of this study: Although literature pertaining to job satisfaction and organizational commitment has often been discussed internationally, there is a scarcity of investigation on the issue in the Malaysian context, explicitly in the topic related to indigenous school teachers. Hence, this study is trying to fill this gap.

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Section: Discussion/analysissupporting

confidence: 91%

Section: Discussion/analysismentioning

confidence: 99%

Section: Literature Review [1000 To 1500 Words] Job Satisfactionmentioning

confidence: 99%

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Integrating Landscape Of Organizational Commitment Among Teachers In Indigeneous Primary Schools In Malaysia

2021

cibg

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“…Both are based on the ISO 9000 standard of the year of 2005 and 2015, which contains the principles of the standards included in the system. Since ISO 9001:2008 does not regularize involvement and motivation [18], which are particularly important values for implementing open innovation, ISO 9001 focuses primarily on measuring efficiency, while ISO 9004 focuses on improving the efficiency [19], we are dealing with ISO 9004. While ISO 9001 is suitable for quality assurance of customer-specific products, ISO 9004 beyond that can be used to continuously improve performance to gradually achieve excellence [20].…”

Section: Iso 9004:2018 For Open Innovationmentioning

confidence: 99%

Implementing Open Innovation Using Quality Management Systems: The Role of Organizational Commitment and Customer Loyalty

Krajcsák

2019

Journal of Open Innovation: Technology, Market, and Complexity

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Open innovation contributes to serving the customers of organizations with higher quality, as the customers become an active part of the innovation process. A successful solution for implementing open innovation can be achieved if organizations first create a total quality management (TQM) culture and then build on this foundation an ISO 9004:2018. The success of a quality management system depends first and foremost on the attitudes of the stakeholders, and the importance of technological and other conditions is only secondary. The goal in developing a successful philosophy of TQM is to build and sustain the leaderships’ and employees’ commitment, while the key to the success of ISO 9004:2018 is to establish and maintain the employees’ commitment and customer loyalty. The case study presented in this article demonstrates the need to increase the affective and normative commitment of leaders and employees in TQM, and after its implementation, there is a need to increase the employees’ continued commitment and customer loyalty in ISO 9004:2018 in order to succeed in quality management systems and open innovation.

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“…Commitment was found to be one of the TQM principles and its role was described in many works (e.g. Oakland, 1995; Arunachalam and Palanichamy, 2017; Soltani et al , 2005). Leadership plays a special role in TQM, which has been proved in many researches (e.g.…”

Section: The Current Status Of Research On the Subject As Reflected In The Tqm Literaturementioning

confidence: 99%

The problem of fear in TQM – causes, consequences and reduction methods – a literature review

Bugdol

2020

TQM

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PurposeThe primary objective of the paper is to present the role and meaning of fear in organizations implementing TQM. The author's intention is to identify the causes of fear in the TQM components as well as the main types of fear, their causes, consequences and methods of reduction.Design/methodology/approachThe main research method applied is a systematic review of the literature on the subject. The applied systematic review procedure takes into consideration the indicated research objective, the selection of the basic literature and publications, the presentation of the publication database and content analysis. The author also makes use of his own observations ensuing from his acting in the capacity of a TQM consultant and a juror of the Polish Quality Award.FindingsThe paper presents the causes of fear in the TQM components, the main types of fear and its consequences. The limited possibilities of eliminating fear are also indicated. Fear appears when, for various reasons, TQM is improperly implemented and maintained, but also when resources are allocated incorrectly (e.g. a wrong selection of quality team members), and it is included in social processes (e.g. in the quality team forming process). It appears when only structural empowerment rather than mental empowerment is applied, when there exist contradictory expectations with regard to empowerment, in case of excessive and/or “have to” commitment in particular employees, and when too much emphasis is placed on commitment.Research limitations/implicationsThe reflections included in the paper may become useful for quality management practitioners, as such knowledge allows them to avoid mistakes which are the cause of fear, that is an emotion making quality improvement difficult. The paper does not present the manifestations and sources of fear in all TQM components, and they are certainly included in a broadly understood quality culture. Nevertheless, the gathered and arranged knowledge can be the source of further research.Originality/valueBeing the result of the studies of the literature on the subject, this paper is one of few publications discussing in a detailed manner one of the principles of effective quality management formulated by E. Deming, namely “driving fear out”.

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Does the soft aspects of TQM influence job satisfaction and commitment? An empirical analysis

Cited by 48 publications

References 59 publications

Integrating Landscape Of Organizational Commitment Among Teachers In Indigeneous Primary Schools In Malaysia

Integrating Landscape Of Organizational Commitment Among Teachers In Indigeneous Primary Schools In Malaysia

Implementing Open Innovation Using Quality Management Systems: The Role of Organizational Commitment and Customer Loyalty

The problem of fear in TQM – causes, consequences and reduction methods – a literature review

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