Impact of TQM on organisational performance: The case of Indian manufacturing and service industry

Human Resource Abilities and Skills in TQM for Sustainable Enterprises

“…There are several papers discussing the effect of TQM on manufacturing systems performance; for instance Cetindere et al [30] have reported the TQM impact on the economic and financial performance and Bon and Mustafa [31] have reported the effect of TQM on the innovation process; however, these benefits are due to certain activities associated with the design and planning of the product, as well as the production process; Taylor and Wright [32] have carried out a longitudinal study with the CSF of TQM over time, where these have changed through time and as time has passed by, they have increased; and recently Singh, et al [33] have reported the main CSF that managers should mainly focus in order to implement TQM correctly, concluding that these are: organizational leadership, customer relationship and satisfaction, HR orientation, strategic planning and development, raw materials quality, and relationships with suppliers. On the other hand, Suwandej [34] has reported that the CSF of TQM are: leadership, training, organizational structure, communication, employee incentives, measurement systems, and evaluation of executed projects, as well as improvement teams.…”

“…From the list by Singh, Kumar and Singh [33] and Suwandej [34], it is observed that many CFS of TQM are associated with HR, for instance the level of managerial commitment, where senior managers are the ones who must define the quality objectives, integrating them into strategic plans, and establish their priority. Managers should also allocate economic resources for TQM programs, such as kaizen, continuous improvement, and training for operators.…”

“…Regarding operational benefits, a lower number of defects and waste in the production process is obtained because of TQM, allowing an increase in productivity and reducing costs [23]. For economic benefits, Singh, Kumar, and Singh [33] have claimed that they are directly associated with the finances of the company, since there are lower costs for reprocesses and waste, which favors greater customer loyalty and retention; this finally translates into greater financial profitability and dividends for shareholders. However, a company that offers a higher quality also obtains social benefits related to greater customer satisfaction, acceptance in society, and employees integration with the company or brand [38].…”

“…In this sense, managers and senior managers must integrate them into the decision-making process through suggestions. More recently, Singh, Kumar, and Singh [33] have pointed out that TQM is a tool that guarantees operational benefits for the company, and it is the only way to obtain economic sustainability. Finally, Cetindere, Duran, and Yetisen [30] have shown that managers should always monitor productivity, reprocessing, and waste rates to measure the success of TQM in their employees, as it will indicate the level of empowerment that has been given to them as well as to improvement groups.…”

“…Promotion of continuous improvement [82,[103][104][105] Enhanced Production Processes [80,103,104] Cost reduction and its management [106][107][108] Higher productivity [109][110][111] Defect and waste disposal [23,51,104,109] Greater security for employees [23,51,109,112], [113] The final questionnaire is structured into three sections: demographic information, critical success factors of TQM, and benefits of TQM, which are answered on a Likert scale with values between one and five, where one indicates that this activity is not carried out or that the benefit is not obtained, and five indicates that the activity is always carried out or that the benefit is always obtained. This scale is used by Iqbal and Asrar-ul-Haq [23] to establish relationship between TQM practices and employee performance; and Singh, Kumar, and Singh, [33] to measure the impact of TQM on organizational performance in India. Sampling is stratified and focuses on maquiladora companies established in Northern Mexico, members of the IMMEX (Manufacturing, Maquila, and Export Service Industry), an industrial and governmental association that supports maquiladora companies.…”