Total Quality Management Practices on Employees’ Job Involvement in Nepalese Manufacturing Industry

Basnet, Bhupindra Jung

doi:10.3126/pravaha.v24i1.20222

Cited by 3 publications

(3 citation statements)

References 14 publications

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“…Employee participation or involvement in problem-solving will lead to envisioning the job as more enjoyable resulting in increased job involvement (Ooi et al, 2007). Soft or PTQM leading to job involvement has been reported by Basnet (2018), Durairatnam et al (2011), Karia and Ahmad (2000), Karia and Aasari (2006) and Ooi et al (2007). Therefore, the following hypothesis on the relationship of PTQM and job involvement is posited:…”

Section: People-related Total Quality Managementmentioning

confidence: 91%

“…Wood and Pecci (1995) opine that the TQM is a way of managing organisations with the explicit or implicit intent of improving employee attitudes. PTQM has been found to improve job satisfaction (Prajogo andCooper, 2010, 2017;Chathurika and Dileepa, 2016;Karia and Asaari, 2006;Ooi et al, 2005Ooi et al, , 2007Khan et al, 2019), affective commitment (Arunachalam and Palanichamy, 2017;Guimeraes, 1996;Karia and Asaari, 2006;Ooi et al, 2006), job involvement (Basnet, 2018;Karia and Ahmad, 2000;Karia and Aasari, 2006;Ooi et al, 2007) and turnover intention (Guimeraes, 1996;Karia and Asaari, 2006;Makhdoom and Anjum, 2016;Ooi et al, 2006). Notwithstanding the increased interest in employee work attitudes resulting through TQM, there is a need for rigorous research towards identifying the effects of soft TQM practices on a wide range of employee work-related attitudes (Durairatnam et al, 2019(Durairatnam et al, , 2020aOoi et al, 2005) such as job satisfaction, affective commitment, job involvement and turnover intention.…”

Section: Ptqm and Employee Work Attitudesmentioning

confidence: 99%

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Does people-related total quality management “work” for people? An empirical study of the Sri Lankan apparel industry

Durairatnam

Chong

Jusoh

et al. 2020

TQM

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PurposeThe purpose of this paper is to examine the relationships between people-related total quality management (PTQM) practices and employee work attitudes, as well as the impact of the specific PTQM practices on work attitudes in the context of the Sri Lankan apparel industry.Design/methodology/approachThe five PTQM practices included top management commitment, employee empowerment, training, employee involvement and teamwork. Employee work attitudes comprised of job satisfaction, affective commitment, job involvement and turnover intention. Data collected from the machine operator-level employees in the top 100 apparel exporters in Sri Lanka were analysed using structural equation modelling (SEM).FindingsThe findings suggest that the PTQM practices were significant drivers of job involvement but not of job satisfaction, affective commitment and turnover intentions. It was also found that teamwork, training and employee involvement were the most important PTQM practices towards employee work attitudes. Top management commitment drove affective commitment and job involvement, while employee empowerment was important only for job involvement.Research limitations/implicationsThe research only considered the top 100 export- apparel manufacturers in Sri Lanka; hence, care has to be taken for the findings to represent the entire manufacturing industry in Sri Lanka.Originality/valueBased on the perceptions of floor level employees, which is scarcely investigated in the PTQM domain, the paper presents an interesting and unique perspective on the relationship between the PTQM practices and employee work attitudes, challenging majority of previous research findings. Besides making theoretical contributions, the findings offer valuable insights into the management of Sri Lankan apparel companies by highlighting the PTQM practices, which need to be strengthened.

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Section: People-related Total Quality Managementmentioning

confidence: 91%

Section: Ptqm and Employee Work Attitudesmentioning

confidence: 99%

Does people-related total quality management “work” for people? An empirical study of the Sri Lankan apparel industry

Durairatnam

Chong

Jusoh

et al. 2020

TQM

View full text Add to dashboard Cite

show abstract

“…Por um lado, essas reações podem ser positivas, como satisfação e engajamento no trabalho (Kenis, 1979;Basnet, 2018), melhora da cooperação e do trabalho em equipe (Karia & Assari, 2006;Christ, Sedatole, Towry & Thomas, 2008). Esses efeitos positivos impactam a confiança percebida pelo empregado (Walton, 1985;Christ et al, 2008), e o comprometimento afetivo (Goebel & Weißenberger, 2017), o que contribui para o aumento do desempenho no trabalho (Christ, Summers & Wood, 2012;Christ, Emett, Tayler & Wood, 2016).…”

Section: Introductionunclassified

Efeitos interativos dos controles gerenciais, das avaliações cognitivas e reações emocionais no comprometimento afetivo

Teles

Lunkes

Mendes

2021

REPeC

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Objetivo: O objetivo do estudo foi analisar os efeitos dos controles gerenciais (CG) no comprometimento afetivo por meio das avaliações cognitivas e reações emocionais. Os controles gerenciais são representados neste estudo por 4 tipos de controle: resultado, ação, pessoal e cultural.Método: A pesquisa foi realizada por meio de um quase-experimento, com 252 estudantes de graduação da área de gestão e conduzida por quatro cenários simulados, que representaram a adoção dos controles gerenciais. A abordagem foi quantitativa e utilizou-se para análise dos dados a modelagem de equações estruturais, com estimação dos Mínimos Quadrados Parciais (PLS-SEM). Resultados: O estudo fornece evidências de que cada tipo de controle gerencial é percebido pelos empregados de forma distinta, sendo os controles culturais e de pessoal percebidos de forma mais positiva do que os controles de resultado e de ação. Além disso, quando os indivíduos avaliaram e sentiram os controles de forma positiva, o impacto sobre o comprometimento afetivo foi significativamente maior. Por outro lado, quando avaliaram e sentiram os controles de forma ameaçadora, estes reduziram de forma significativa o comprometimento afetivo. Contribuição: O estudo contribui para a literatura ao mostrar que os indivíduos reagem de forma distinta à adoção de controles de resultado, ação, pessoal e cultural. Traz à tona a discussão de que embora os controles gerenciais sejam importantes para influenciar comportamento, é preciso avançar no entendimento sobre o efeito de cada tipo de controle Palavras-chave: Controles gerenciais; Avaliação cognitiva; Reações emocionais; Comprometimento afetivo.

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Application of TQM Practices on Organizational Performance: A Study of Lafarge Africa Plc. Calabar, Cross River State, Nigeria

A.A.,

K.C.,

S.I.

2023

African Journal of Social Sciences and Humanities Research

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This study evaluated the application of TQM practices on organizational performance of Lafarge Africa Plc. The specific objectives were to examine the extent to which top management commitment, customer focus, process/product design and training and education on quality are applied or implemented in producing quality products in order to enhance performance. The study employed survey research design. The population of the study was 463 respondents. The study used a structure questionnaire using 5 points Likert Scale of SA=5, A=4, U=3, D=2, and SD=1. The sample size was 210 respondents using Krejcie and Morgan Table of 1970 for sample size determination. Cronbach Alpha Coefficient was used to validate the reliability of the instrument with the coefficient index of 97%. Simple Linear Regression Model was employed to test the hypotheses using SPSS version 23.The study revealed that the application of top management commitment to quality has a positive and significant effects on organizational performance of Larfarge Africa Plc. Calabar, Cross River State. The study revealed that the application of customer focus has a positive and significant effect on organizational performance. The study also found that the application of process design on quality has a positive and significant effect on organizational performance. The study also revealed that the application of training and education of workers on quality has a positive and significant effect on organizational performance. The study recommended that the management of the organization should put in more efforts and commitment to quality issues and decisions in order to improve quality products and services continuously. The management should also ensure that quality of products are maintain based on customers specification and expectations in order to enhance organizational performance steadily. The management should design the product and production processes based on quality standards set or established by SON and NAFDAC in the system in order to improve performance steadily. The management of the organization should ensure that workers are regularly train and educated on quality issues in order to produce quality products on a continuous basis.

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Total Quality Management Practices on Employees’ Job Involvement in Nepalese Manufacturing Industry

Abstract: The purpose of this paper is to examine the impact of total quality management practices on employees ' job

Cited by 3 publications

References 14 publications

Does people-related total quality management “work” for people? An empirical study of the Sri Lankan apparel industry

Does people-related total quality management “work” for people? An empirical study of the Sri Lankan apparel industry

Efeitos interativos dos controles gerenciais, das avaliações cognitivas e reações emocionais no comprometimento afetivo

Application of TQM Practices on Organizational Performance: A Study of Lafarge Africa Plc. Calabar, Cross River State, Nigeria

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