Recent studies on total quality management (TQM) show that there is sudden shift in the application of TQM from manufacturing to service organization and Estimated Reading Time: 7 mins All our writers are degreed experts in many fields of study, thus it will be easy to handpick a professional Research Article On Tqm who will provide the best homework assistance possible. Log Research Article On Tqm on, say “do my assignment online” and relax, knowing Research Article On Tqm that your homework is in the right hands. Finally you can forget about those /10() The paper is organized as follows. Section 1 explains the importance and purpose of the research. Section 2 reviews TQM practices and summarizes the results of the relationships between TQM practices and various performance measures reported by the previous blogger.com by:
Total Quality Management and Organizational Performance
Esin Sadikoglu, Hilal Olcay, " The Effects of Total Quality Management Practices on Performance and the Reasons of and the Barriers to TQM Practices in Turkey ", Advances in Decision Sciencesvol. Previous studies reported mixed and ambiguous results of the relationship between TQM practices and performances.
This study investigated impacts of TQM practices on various performance measures as well as the reasons and the barriers of the TQM practices of firms in Turkey. We used research article on tqm cross-sectional survey methodology in this study, and the unit of the sample was at the plant level.
The sample was selected from the member firms to Turkish Quality Association and the firms located in the Kocaeli-Gebze Organized Industrial Zone. We obtained usable questionnaires, with a satisfactory response rate of We conducted exploratory factor research article on tqm and multiple regression analysis. This study has shown that different TQM practices significantly affect different performance outcomes. Results revealed that primary obstacles that the firms in Turkey face were lack of employee involvement, awareness and commitment of the employees, inappropriate firm structure, and lack of the resources.
It is recommended that firms should continue implement TQM with all variables to improve performance. There are mixed results about the relationship between total quality management practices and performance [ 1 — 3 ].
Table 1 presents a summary of relationships between TQM practices and performance. Although most of the results of the previous studies were positive, some of the results were negative or nonsignificant [ 23 ]. The reasons of the mixed results can be as follows.
The previous studies used different methods, different TQM variables, and different performance measures in their research models. They were performed in different contexts such as research article on tqm countries and different industries. The barriers to TQM practices might have caused to the mixed results in different studies. Research with appropriate analytical methodologies and measuring tools can significantly contribute to investigating work on TQM which analyzed reasons of the relationship between TQM practices and performance.
The aims of this work are finding the impact of TQM practices on various firm performances, investigating the reasons and difficulties of implementing TQM practices by firms in Turkey, and using appropriate analytical techniques and statistical analysis methods to investigate the relationship between TQM practices and firm performances.
The paper is organized as follows. Section 1 explains the importance and purpose of the research. Section 2 reviews TQM practices and summarizes the results of the relationships between TQM practices and various performance measures reported by the previous studies. Section 2 also includes the proposed research model and the hypotheses related to the relationship between TQM practices and performance measures. Section 3 explains the reasons and the barriers of TQM practices.
Section 4 gives the research methodology, including population and sample, the survey instrument, data collection procedures, and statistical analysis. Section 5 provides findings obtained from the data analysis, the explanatory factor analysis, tests for reliability and validity of the constructs, and the multiple regression analysis. The final Section, Section 6research article on tqm, presents discussion, managerial implications, research article on tqm, future research implications, research limitations, and conclusion.
However, some authors have found negative or insignificant results [ 152425 ]. Based on the literature reviewed, we propose the following hypothesis. H1: TQM practices are positively related to performance. Leaders in a TQM system view the firm as a system; support employee development; establish a multipoint communication among the employees, managers, and customers; and use information efficiently and effectively. In addition, leaders encourage employee participation in decision-making and empower the employees.
Top management commitment and participation in TQM practices are the most important factors for the success of TQM practices. Previous studies have found that leadership improves operational performance [ 28 — 31 ], inventory management performance [ 30 ], employee performance [ 2931 ], innovation performance [ 3032 ], social responsibility and customer results [ 33 ], financial performance [ 34 ], and overall firm performance [ 35 — 37 ].
H2: Leadership is positively related to performance. Effective knowledge management ensures that employees obtain timely reliable, consistent, accurate, and necessary data and information as they need to do their job effectively and efficiently in the firm. Only in this way, the expected benefits from TQM practices can be achieved.
Process management emphasizes activities, as opposed to results, through a set of methodological and behavioral activities. It includes preventive and proactive approaches to quality management to reduce variations in the process and improve the quality of the product cf.
Knowledge and successful process management practices monitor research article on tqm on quality to manage processes effectively. In this way, turnover rate of purchased materials and inventory can be improved. Errors or mistakes in the processes can also be figured out and corrected on research article on tqm. The processes are improved by means of controlling the processes periodically and monitoring data on quality continuously.
Effective knowledge and process management design minimize the negative effects on the environment. Furthermore, as the processes become prevention oriented, costs are reduced and profit of research article on tqm firm increases.
Thus, we propose the following hypothesis. H3: Knowledge and process management are positively related to performance. TQM firms should give necessary training to all their employees to improve their proficiencies in their tasks. Effective training in management and improvement in quality bring success for the firms.
Furthermore, learning organizations adapt rapidly research article on tqm the changes and develop unique behavior, which distinguishes them from other firms and enables them to obtain better results, research article on tqm.
Quality does not begin in one department or function; it is the responsibility of the whole firm. Training should be given to all employees based on the results of the training needs assessment [ 2627 ]. With effective training, employees know the industry and the structure of the firm. Thus, customer satisfaction will increase and customer complaints will reduce. H4: Training is positively related to performance. Supply chain management in TQM implies reducing research article on tqm streamlining the supplier base to facilitate managing supplier relationships [ 44 ], developing strategic alliances with suppliers [ 4546 ], working with suppliers to ensure that expectations are met [ 47 ], and involving suppliers early in the product development process to take advantage of their capabilities and expertise [ 4849 ].
Therefore, the suppliers should adopt TQM and be involved in this process. Previous studies have found that supplier quality management positively affects operational performance [ 2830research article on tqm, 50 ], inventory management performance, innovation performance [ 3032 ], and overall firm performance [ 3640 ], research article on tqm.
H5: Supplier quality management is positively related to performance. TQM firms focus on serving the external customers. Based on the literature reviewed, we suggest the following hypothesis, research article on tqm.
H6: Customer focus is positively related to performance. Strategic quality planning includes vision, mission, and values of the firms. They are formed by taking into account the quality concept. With effective strategic quality planning efforts employees are taken as an input in developing the vision, mission, strategies, and objectives.
This facilitates acceptance and support of strategic quality plans by the employees. Successful strategic quality planning efforts also take into account the possible side effects of the plan to the environment prior to the production. This will manifest and improve social responsibility of the firm. Previous studies have found that strategic quality planning is positively associated with operational performance, inventory management performance [ 3055 ], society results [ 56 ], customer results, and market performance [ 35 ].
However, strategic quality planning is not statistically related research article on tqm perceived performance in the computer industry [ 55 ]. H7: Strategic quality planning is positively related to performance. Figure 1 shows the proposed research model of the relationship between TQM practices and performance measures including hypotheses. Another reason is reducing production development time, waste of inventory, work in process, cost, delivery times, employee turnover, and complaints [ 311274057 ].
Table 2 gives the barriers to TQM practices cf. We decided on leadership, knowledge management, training, supplier quality management, customer focus, strategic quality planning, continuous improvement, employee involvement, and process management as the factors of TQM practices based on the literature review. We also included multiple performance factors, namely, research article on tqm, operational performance, inventory management performance, employee performance, innovation performance, social responsibility, customer results, and market and financial performance, to cover all aspects of firm performance.
Furthermore, the TQM index, which was developed by Sadikoglu and Zehir [ 3 ], was used as a composite variable of TQM practices. We adopted the items of the questionnaires of Ahire and Ravichandran [ 58 ], Bou-Llusar et al.
The items of the questionnaires of Anderson et al. We inserted repeating items in each page of the questionnaire to figure out respondent bias and carefulness.
The initial questionnaire included 51 TQM items and 29 performance items, research article on tqm, respectively. Thirty-one items for the TQM practices and 27 items for the performance measures remained after exploratory factor analysis Research article on tqm and reliability analysis appendix. Only the items of the reasons of and the barriers to TQM practices and research article on tqm reasons of being ISO certified were open-ended questions.
The sample was selected from the member firms of Turkish Quality Association and research article on tqm firms located in the Kocaeli-Gebze Organized Industrial Zone. The members of the Quality Association were more likely to excel in TQM practices and to have ISO certification. We sent questionnaires to firms in We refined the questionnaire based on the comments taken from the company representatives respondentsmanagers, and academicians.
We also revised the questionnaire after conducting a pilot study and taking feedback from the respondents to make it simple, clear, understandable, and easy-to-follow. We promised confidentiality, and we did not ask for the names of the respondents to improve accuracy of responses and response rate, research article on tqm. Furthermore, we agreed on sending the final firm profile to the firms that participated in the survey, on request, to obtain a high response rate.
We administered the questionnaires with the guidelines of the follow-up stages given by Saunders et al. Specifically, we administered the survey as follows. First, we informed recipients about the survey and questionnaire by email, telephone, or face-to-face conversation. Second, we sent the survey with a cover letter on Monday morning, when the recipients were likely to be receptive. Finally, we sent the questionnaire to all recipients one week later to increase the response rate.
We thanked the early respondents and reminded nonrespondents. We could not post a second follow-up because we did not know which firm responded to the survey. We sent two questionnaires to each firm, and we used the average of them to reduce common method research article on tqm. We obtained the responses via research article on tqm, fax, or face-to-face meeting.
Total Quality Management in medical research
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