The effects of total quality management practices on employees' work‐related attitudes

The effects of total quality management practices on employees' work‐related attitudes Purpose – The purpose of this paper is to examine the impact of total quality management (TQM) practices on employees' work‐related attitudes, such as job involvement, job satisfaction, career satisfaction, and organizational commitment. Design/methodology/approach – The paper proposes and tests 16 hypotheses on the relationship between TQM practices and work‐related attitude. Findings – The results indicate that training and education have a significant positive effect on job involvement, job satisfaction, and organizational commitment. Empowerment and teamwork significantly enhance job involvement, job satisfaction, career satisfaction, and organizational commitment. Continuous improvement and problem prevention significantly enhance job satisfaction and organizational commitment. Customer focus does not contribute to job involvement, job satisfaction, career satisfaction, or organizational commitment. Research limitations/implications – The study was unable to evaluate the wider dimensions of TQM practices. Practical implications – Managers should be aware that TQM practices have a positive effect on employees' work‐related attitudes (such as job involvement, job satisfaction, career satisfaction, and organizational commitment). Originality/value – The paper focuses on TQM in practice, rather than on TQM in theory and/or TQM as organizational change. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The TQM Magazine Emerald Publishing

The effects of total quality management practices on employees' work‐related attitudes

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0954-478X
DOI
10.1108/09544780610637677
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to examine the impact of total quality management (TQM) practices on employees' work‐related attitudes, such as job involvement, job satisfaction, career satisfaction, and organizational commitment. Design/methodology/approach – The paper proposes and tests 16 hypotheses on the relationship between TQM practices and work‐related attitude. Findings – The results indicate that training and education have a significant positive effect on job involvement, job satisfaction, and organizational commitment. Empowerment and teamwork significantly enhance job involvement, job satisfaction, career satisfaction, and organizational commitment. Continuous improvement and problem prevention significantly enhance job satisfaction and organizational commitment. Customer focus does not contribute to job involvement, job satisfaction, career satisfaction, or organizational commitment. Research limitations/implications – The study was unable to evaluate the wider dimensions of TQM practices. Practical implications – Managers should be aware that TQM practices have a positive effect on employees' work‐related attitudes (such as job involvement, job satisfaction, career satisfaction, and organizational commitment). Originality/value – The paper focuses on TQM in practice, rather than on TQM in theory and/or TQM as organizational change.

Journal

The TQM MagazineEmerald Publishing

Published: Jan 1, 2006

Keywords: Total quality management; Quality programmes; Employee attitudes; Malaysia

References

  • Creating High Performance Organizations
    Lawler, E.E. III; Mohrman, S.A.; Ledford, G.E. Jr

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