Effect of Total Quality Management (TQM) on the Non-Financial Performance of Hospitals in Ekiti State

Abiodun Rafiat Ayeni-Agbaje ,Raphael Adekola Dada ,Isaac Adesodun Adebayo ,Oluwasegun David Ojo

doi:10.7176/rjfa/12-10-02

Abstract

This study examined the effect of TQM on the non-financial performance of hospitals in Ekiti State, Nigeria. The study adopted a descriptive survey design and the population for this study covered all the 4371 staffs of public Tertiary Institutions in Ekiti State. Using Taro Yamane formula (1967), the sample size for this study was 367 workers. A self-structured questionnaire was used to elicit the needed information from the sampled respondents. The data were analyzed using multiple linear regression. It was discovered that customers focus, employee involvement and supplier partnership exert a positive but insignificant effect on the treatment outcome of hospitals in Ekiti State. Also, the result revealed that management commitment and training have a positive and significant effect on the treatment outcome of hospitals in Ekiti State. Also, the study revealed that customer focus, management commitment, employee involvement, supplier partnership and training exert a positive and significant effect on the increased patronage of hospitals in Ekiti State, Nigeria. Thus, the results suggest that the management should initiate total quality management initiatives that network the entire organization regularly to attain and sustain high-quality standards and meet customer needs and expectation. Keywords: Total Quality Management, Total Quality Management Practices, Non-Financial Performance treatment outcome, Increased Patronage, Customers Focus, Employee Involvement, Supplier Partnership DOI: 10.7176/RJFA/12-10-02 Publication date: May 31 st 2021

Highlights

In recent times, service organizations like healthcare organizations, banks, hotels and educational institutions in Nigeria seem to be confronted with quality challenges occasioned by technology, globalization, constant shift in customers’ needs or satisfactions and intense competition from local and foreign organizations
The results showed that the relationship between Total quality management (TQM) and organizational performance is significant in a crosssectional sense, in that TQM practice intensity explains a significant proportion of variance in the performance of banks in Nigeria
4.2 Discussion of Findings An attempt has been made to examine the effect of TQM on the non-financial performance of hospitals in Ekiti State

Summary

Introduction

Service organizations like healthcare organizations, banks, hotels and educational institutions in Nigeria seem to be confronted with quality challenges occasioned by technology, globalization, constant shift in customers’ needs or satisfactions and intense competition from local and foreign organizations. To stay relevant in the industry and win more customers without betraying the loyalty of existing ones, Ali and Alolayyan (2013) and Mohamed (2015) note that delivering quality service is considered an indispensable approach for success, survival and for breeding higher performance. World Health Organization (2011), Pambrenia, et al, (2019) considered quality performance as one of the efficient approaches for business organizations to improve their competitive advantage and achieved the organizational goals. While effectiveness revolves around the extent to which the requirements of customers are met, efficiency reveals how organizations economically manage her limited resources in providing customer satisfaction. Brian et al (2016); Li and Collier (2000); Ali and Alolayyan, (2013) noted that the health sector operational performance revolves around treatment outcome, on-time service delivery, increased patronage, and operational efficiency While effectiveness revolves around the extent to which the requirements of customers are met, efficiency reveals how organizations economically manage her limited resources in providing customer satisfaction. Brian et al (2016); Li and Collier (2000); Ali and Alolayyan, (2013) noted that the health sector operational performance revolves around treatment outcome, on-time service delivery, increased patronage, and operational efficiency

Objectives

Discussion

Conclusion