Abstract
Total Quality Management (TQM), adopted by organizations to improve performance, has often been reported to have failed. This paper reviews people-related TQM practices, organizational culture, organizational justice, and employee work attitudes (job satisfaction, turnover intention, and job involvement) to gain further insights into implementing TQM to yield anticipated quality performance. Employee work-related attitudes are posited as mediators in the relationship between people- related TQM practices and quality performance. In a unique contribution, the paper conceptualizes the synergistic effect of people-related TQM practices and other people-related factors (organizational culture and organizational justice) as predictors of enhanced employee work-related attitudes and quality performance.
Highlights
The importance of quality to organizations in the present competitive and globalized business environment is well understood
The paper prompts research into scarcely studied areas focusing on PTQM practices predicting employee work-related attitudes and quality performance
Contributing to the need to focus on the immediate outcomes of Total Quality Management (TQM) implementation (Morrow, 1997), the paper suggests future research on relationships of employee work attitudes with people- related TQM practices, organizational culture and organizational justice
Summary
Global Journal of Management and Business Research ( G ) Volume XIX Issue IV Version I. This paper reviews people-related Jayaram et al, 2010; Jun et al, 2006; Menezes, 2012), TQM practices, organizational culture, organizational justice, and employee work attitudes (job satisfaction, turnover intention, and job involvement) to gain further insights into illustrating the failure of TQM initiatives to consistently result in enhanced quality performance. The relationship between people- related TQM practices and Wageman, 1995; Manz & Stewart, 1997; Zeng, Zhang, quality performance. The paper Matsui & Zhao, 2017) have described TQM as a socioconceptualizes the synergistic effect of people-related TQM practices and other people-related factors (organizational culture and organizational justice) as predictors of enhanced employee work-related attitudes and quality performance. In TQM literature, the social system factors have been described in varied terms such as soft TQM
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