Organizational citizenship behaviour (OCB), TQM and performance at the maquiladora

Abstract

Purpose -The purpose of this article is to explore the relationship between the organizational culture (organizational citizenship behaviour (OCB)), TQM practice and organizational performance of the manquiladora companies. Design/methodology/approach -A structural equation modelling based on a cross-sectional survey ðN ¼ 230Þ is conducted. Findings -As multinational companies (MNCs) implement innovative management methodology such as the TQM practices, their organizational cultural elements play significant roles towards the outcome. The organizational culture, represented by OCB, significantly impacts how TQM is managed and implemented. Furthermore, the results point out "soft TQM elements" have more significant impact than "hard TQM elements" towards firm's performance.Research limitations -The study includes a specific location (Maquiladora) only. Practical implications -The findings suggest that management should also focus on the intrinsic motivations of employees represented by OCB rather than the sole emphasis on training and education.Originality/value -The study supports the perspective that underlines the importance of the balance between soft and hard TQM, as well as the significance of OCB for a successful implementation of TQM.

Organizational Citizenship Behavior in the Public Sector: A Systematic Literature Review and Future Research Agenda

“…Garg and Rastogi () found that levels of OCB were significantly higher in teachers in public schools compared with those in private schools. Performance measurement has been found to be positively correlated with OCB (e.g., Jung and Hong ; Messersmith et al. ), but this relationship relies on whether the performance measurement involves forms of effective management evaluation and learning systems (Messersmith et al ).…”

“…Garg and Rastogi (2006) found that levels of OCB were significantly higher in teachers in public schools compared with those in private schools. Performance measurement has been found to be positively correlated with OCB (e.g., Jung and Hong 2008;Messersmith et al 2011), but this relationship relies on whether the performance measurement involves forms of effective management evaluation and learning systems (Messersmith et al 2011). In contrast, when performance measurement is used primarily to monitor it can be perceived by employees as a kind of "pressure" that may negatively impact OCB (e.g., Borman, White, and Dorsey 1995).…”

The Effect of Organizational Commitment and Organization Identity Strength to Citizenship Behaviour (OCB) Impact On Fire Department and Disaster Employee Performance in Jakarta Indonesia.

“…Research that examines the relationship between OCB performances conducted by several researchers, such as: [42], [43], [44], [45], [46] and [47]. The study examined the relationship between organizational identity strength and performance done by [48], [49].…”

The Impact of Organisational Culture on the Implementation of TQM: Empirical Study in the Iranian Oil Company

“…By developing this model the relationship between Soft and Hard TQM can also be studied, as the mutual relationship between Hard and Soft has not yet been explored [14]. In this research, for the first time, the relationship between these two sets will be taken into account.…”

“…In a similar study [14] focused on this area to explore the relationship between the culture (organizational citizenship behaviour (OCB)), TQM practice and financial performance of the manquiladora companies. Based on the Malcolm Baldrige National Quality Award (MBNQA, 1995), they selected Soft TQM factors (leadership, people management, customer focus), and Hard TQM elements (planning, process management, information) as mediator variables.…”