Training and education for TQM in the commercial banking industry of South Africa

Vermeulen, Werner; Crous, M.

doi:10.1108/09604520010307058

Cited by 22 publications

(11 citation statements)

References 4 publications

(1 reference statement)

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“…Management commitment and managers understanding of TQM principles and methods was also found to be critical [49]. Results further showed that none of the organizations posses a well-developed TQM training strategy and plan.…”

Section: Tqm Implementation In Banking Sectormentioning

confidence: 79%

Impact of Total Quality Management and Service Quality in the Banking Sector

Talib¹,

Rahman²

2012

Telecommun Syst Manage

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After the successful implementation of TQM in manufacturing it is now being extensively applied in service sectors including banks, to improve business performance. Keeping this in view, the purpose of this paper is to present a detailed overview of the role of service quality and Total Quality Management (TQM), and its critical dimensions in the banking sector. A detailed review of the literature on TQM and service quality concepts was carried out in context of the banking sector. The study further explored the experience of TQM implementation in banks adopting this approach. The findings indicate that to ensure successful implementation of TQM in the banks, there are certain critical dimensions which needs to be addressed, viz: management commitment and support towards TQM, motivating and training of employees, and monitoring of customers' requirement through feedback. Beside this, it was also found that service quality is an important construct in banking sector and identifies four broad conceptual categories related to service quality. The finding will provide an understanding of the role of TQM and service quality in banking sector and it also provides useful direction for future research.

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Section: Tqm Implementation In Banking Sectormentioning

confidence: 79%

Impact of Total Quality Management and Service Quality in the Banking Sector

Talib¹,

Rahman²

2012

Telecommun Syst Manage

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“…Samson and Terziovski (1993) believed that training is vital to the internal diffusion of quality ideas and practices, as without it there is no solid foundation for a formal quality programme. TQM training is not a single effort, but should be conducted on a continuous basis (Schonberger, 1994;Schuler and Harris, 1991;Schuler and Jackson, 1987;Simmons et al, 1995;Snape et al, 1995;Vermeulen and Crous, 2000). Effective training pursuits must be planned systematically and objectively (Smyth and Scullion, 1996).…”

Section: Training and Developmentmentioning

confidence: 99%

The performance effect of HRM and TQM: a study in Spanish organizations

Jiménez

Costa

2009

International Journal of Operations &Amp; Production Management

100

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Purpose -The purpose of this paper is to look at human resource management (HRM) as a key element in the implementation of total quality management (TQM). This paper empirically tests the HRM practices that best fit this philosophy. Design/methodology/approach -The results of an empirical study of 706 companies are analyzed using structural equation methodology. The practices that are used to construct the framework for analysing approaches to HRM are based on a literature review. Findings -The results show that the alignment of the orientation towards quality and the approach to HRM is statistically significant for the utilization of the HRM system. The results also support the hypothesis that both TQM and HRM practices have a positive effect on performance. Research limitations/implications -A cross-sectional analysis is applied, so it is necessary to be cautious in conclusions regarding causality. Single informants are used as the source of information. Although the use of single informants remains the primary research design in most studies, multiple informants would enhance the validity of the research findings. Practical implications -Practitioners must bear in mind the fundamental role of human resource management in the pursuit of long-term total quality management. Companies should look for a set of HRM practices congruent with TQM, rather than using individual practices. A strategic perspective to HRM supports these results. Originality/value -There is little empirical evidence to support the effect that HRM can have on TQM implementation and most papers focus only on distinct HRM practices. This paper provides an insight into the issues involved in the development of HRM practices oriented to TQM. It examines the relationships among HRM practices, TQM and organizational performance.

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“…Training and education plays a critical role in maintaining high quality level which can be achieved through the best use of talent and activities available within the organisation (Talib and Rahman, 2010). There exists well established link between training and firm's performance in TQM literature Vermeulen and Crous, 2000). Training and education helps to improve the employee's confidence and hence, improves his/her personal development (Tsang and Antony, 2001).…”

Section: Training and Educationmentioning

confidence: 97%

“…Later some authors have developed a similar approach to identify and investigate the TQM practices in different service organisations. Some of these research stream dealing with the assessment and successful implementation of current practices of TQM in different organisations are: healthcare (Kozak et al, 2007;Salaheldin and Mukhalalati, 2009;Duggirala et al, 2008;Raja et al, 2007), education (Helms et al, 2001;Vazzana et al, 2000;Sakthivel and Raju, 2006;Bayraktas et al, 2008), hospitality (Claver-Cortes et al, 2008;Sila and Ebrahimpour, 2003;Holjevac, 2008;Daghfous and Baskhi, 2009), banking (Vermeulen and Crous, 2000;Sureshchandar et al, 2001;Selvaraj, 2009;Al-Marri et al, 2007), information and communication technology/information technology enabled services (ICT/ITES) and software industries (Rahman and Siddiqui, 2006;Gunasekaran et al, 2006;Pezeshki et al, 2009;Sohn et al, 2008) and many more. Moreover, literature review suggests that service sector still lags behind their manufacturing counterpart in term of research studies to understand and measure the practices of TQM (Brah et al, 2000;Sureshchandar et al, 2001;Gustafsson et al, 2003).…”

Section: Introductionmentioning

confidence: 98%

An interpretive structural modelling approach for modelling the practices of total quality management in service sector

Talib¹,

Rahman²,

Qureshi³

2011

IJMOM

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Service sector is one of the fastest growing sectors in the world and is facing immense pressure to improve their quality of products and services to compete and achieve a leading position in the global market. The issues related to quality therefore, need to be addressed for better understanding the relationships among the quality practices which could enhance the organisation's performance. The purpose of this research study is to model the key total quality management (TQM) practices relationship by understanding the dynamics between them that will help service organisations to implement TQM successfully. The present paper utilises the interpretive structural modelling (ISM) methodology to understand the mutual relationships among the TQM practices and presents a hierarchy-based model of the practices. The research shows that there exists a group of practices of TQM having a high driving power and low dependence requiring attention and of strategic importance while another group consists of those practices which have high dependence and are the resultant actions. There also exists a group having high driving power and high dependence. They acts as linkage and influence some of the practices of TQM. The paper ends with a discussion on implications for research as well as practice. 224F. Talib et al.

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Training and education for TQM in the commercial banking industry of South Africa

Cited by 22 publications

References 4 publications

Impact of Total Quality Management and Service Quality in the Banking Sector

Impact of Total Quality Management and Service Quality in the Banking Sector

The performance effect of HRM and TQM: a study in Spanish organizations

An interpretive structural modelling approach for modelling the practices of total quality management in service sector

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