Abstract
Over the past few decades, Quality Management System (QMS) and High Performance Work System (HPWS) have emerged as key concepts to enhance organizational effectiveness. All over the globe, majority of contemporary manufacturing and services organizations have applied at least one of these development strategies or even both. This study proposes an integrated framework of QMS and HPWS and empirically investigates the relationship between QMS and HPWS practices and their direct and indirect effects on organizational effectiveness using structural equation modelling (SEM). This research makes a number of significant contributions: (1) The black box of the conjoint implementation is opened up for better appreciation of the interplay of QMS and HPWS practices and their influence on organizational effectiveness (2) The key QMS practices recognized as contributing factor of performance have been classified and examined at two distinct levels i.e. QMS Top Level practices and QMS Core practices (3) The mediating and interaction effects of QMS Core practices and HPWS practices on the relationship of QMS-Top Level practices and organizational effectiveness have been thoroughly investigated. The proposed framework is tested through cross-sectional data from 90 Technical Services Organizations (TSO) operating in Pakistan. The research hypotheses are supported by the test results of the SEM. The findings and implications are discussed along with limitations and future research guidelines.
Highlights
In an ever growing competitive environment, few would advocate an organizational philosophy that admits ‘we are good enough’
Result of hypothesis (H7) shows that Quality Management System (QMS)-Top Management Practices have a positive impact on organizational effectiveness indirectly through High Performance Work System (HPWS) practices
This paper aims at a better understanding of the interplay of QMS and HPWS practices and their direct and indirect impact on several criteria of organizational effectiveness
Summary
In an ever growing competitive environment, few would advocate an organizational philosophy that admits ‘we are good enough’. Within the QMS, there is shortage of empirical evidence about the relationship between QMSTop Management practices and QMSCore practices, when both are operationalized as separate multidimensional constructs. Another neglected aspect is the fact that synergy and congruence within the QMS practices have a significant impact on HPWS e.g. as asserted by Wilkinson [16] and Escrig-Tena et al [17] QMS comprises of two different sides, one is “hard” and the other is “soft” and the “soft” side focuses on HRM.
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