Quality Management in the Turkish Higher Education Institutions: Preliminary Findings1

Eryılmaz, Mehmet Eymen; Kara, Esen; Aydoğan, Ebru; Bektaş, Olcay; Erdur, Duygu Acar

doi:10.1016/j.sbspro.2016.07.114

Cited by 16 publications

(12 citation statements)

References 26 publications

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“…According to Taylor, organizational justice refers to employees' perceptions of fairness of the distribution of justice and distribution of outcomes such as reward, wages, etc. by decision-makers (Eryılmaza et al, 2016). Organizational justice appears in various processes of the work environment including organizational activities and programs, pay, reward or promotion opportunities, and interpersonal interaction (TWAISSI, 1998).…”

Section: Organizational Justicementioning

confidence: 99%

Organizational justice and its impact on job satisfaction: Evidence from transportation industry

Al-Douri¹

2020

10.5267/j.msl

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Organizational justice (OJ) has a significant impact on employees' job satisfaction which means the importance of caring and using it in any organization. OJ shows the importance of showing clear interest regarding the procedures related to work such as clearing the rights and duties for employees, providing the employees with opportunities to complain about the decisions, representations of information related to work, decisions and alternatives. Numerous studies are available on this, but Jordan scenario is different due to Arab economic and political conditions. Middle East is recognized due to richness of oil and transportation of oil to other parts of the world. Therefore, the performance of employees directly affects the whole world if the oil industry under performs. The proposed study of this paper is a quantitative survey that empirically verifies whether organizational justice has significant influence on job satisfaction. Data are collected from employees of logistic sector of Jordan city and they are analyzed by multiple regressions through SPSS. The results indicate that organizational justice has a significant impact on employees' job satisfaction. The distributive justice has no impact on job satisfaction which means that there is no effect of delegating authorities and sharing them with employees and no impact of distributing equal opportunities and work schedules on job satisfaction. The procedural justice had an impact on job satisfaction, which means the importance of showing clear interest regarding the procedures related to work. The effect of interactional justice on job satisfaction is found to be relatively high. The study recommends the managers to encourage working by team sole and build good relationships with all the workers, helping the employees to evaluate themselves and seeking to solve the disputes and conflicts fairly.

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Section: Organizational Justicementioning

confidence: 99%

Organizational justice and its impact on job satisfaction: Evidence from transportation industry

Al-Douri¹

2020

10.5267/j.msl

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“…Nuevamente, debe señalarse que más allá de los valores encontrados la relevancia del hallazgo estriba en que existe evidencia para relacionar la orientación hacia la excelencia en el clima laboral académico con la calidad de las carreras. Este es un resultado plenamente consistente con la evidencia internacional, ya que múltiples investigaciones han probado que un clima orientado a la calidad incide en los resultados institucionales (Eryılmaz et al, 2016); y de los propios programas académicos impactando sobre la calidad de los titulados (Dillon y Smith, 2017).…”

Section: Discussionunclassified

“…Una revisión del acervo de conocimientos permite visualizar que en el campo de la educación superior, se ha descubierto que un clima orientado a la excelencia puede impactar en los resultados institucionales(Eryılmaz et al, 2016); así como en la sustentabilidad de los programas y en la calidad de los titulados(Dillon y Smith, 2017). A su turno, un clima orientado al servicio puede generar ventaja competitiva en las instituciones de educación superior(Yeo, 2014), focalizando los esfuerzos en el aprendizaje de los estudiantes(Barth et al, 2014), y generando incluso una extensión de su accionar hacia la comunidad(Holland, 2016).…”

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Análisis Exploratorio de las Percepciones sobre los Estilos de Liderazgo, el Clima Académico y la Calidad de la Formación de Pregrado

Bernasconi

Rodríguez-Ponce

2018

Form. Univ.

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En esta investigación se explora las percepciones de directivos universitarios de unidades académicas, respecto de la potencial relación entre: estilos de liderazgo, clima organizativo y calidad de carreras de pregrado en una muestra de 40 unidades académicas pertenecientes a cuatro universidades en Chile. Los resultados muestran que existe evidencia para relacionar la calidad de las carreras negativamente con el estilo de liderazgo laissez faire (Test t=-2,418; p < 0,021) y positivamente con el clima orientado a la excelencia (Test t= 6,647; p< 0,01). Ambas variables explican, en conjunto, el 67,3% de la varianza en la calidad de las carreras de pregrado. A su vez, el clima orientado a la excelencia depende positivamente del estilo de liderazgo transformacional (Test t= 10,729; p < 0,01), por lo que el impacto de este estilo sobre la calidad de las carreras es indirecto, pero altamente significativo en la muestra analizada. Se discuten los hallazgos e implicancias resaltando la importancia de las relaciones encontradas.

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“…Several studies have been conducted to see how TQM is implemented in higher education [13], [15] - [17]. Other research on the implications of quality management was carried out by Eryilmaz et al (2016) regarding quality management in higher education.…”

Section: Tqm In Higher Educationmentioning

confidence: 99%

The Role of TQM Approach in Indonesia Higher Education Quality Assurance

Octavianus¹,

Triposa²,

Sari³

et al. 2021

Proceedings of the 1st International Conference on Law, Social Science, Economics, and Education, ICLSSEE 2021, March 6th 2021

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The high expectation that Indonesian tertiary education graduates will be able to provide human resources is certainly a projection to face the demographic bonus in the future. Therefore, universities need to prepare the quality of their management. The TQM approach is a quality approach used in the internal quality assurance system of higher education institutions in Indonesia. The TQM approach is an approach that is oriented towards customer satisfaction and continuous improvement. In this system, universities prioritize continuous improvement and customer satisfaction. The estuary of this overall quality assurance lies in the implementation of a quality culture.

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Quality Management in the Turkish Higher Education Institutions: Preliminary Findings1

Cited by 16 publications

References 26 publications

Organizational justice and its impact on job satisfaction: Evidence from transportation industry

Organizational justice and its impact on job satisfaction: Evidence from transportation industry

Análisis Exploratorio de las Percepciones sobre los Estilos de Liderazgo, el Clima Académico y la Calidad de la Formación de Pregrado

The Role of TQM Approach in Indonesia Higher Education Quality Assurance

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