INTRODUCTIONSince last decades, quality management has been used widely irrespective of size of organization and is consider as the major component of competitiveness and long term success of organization. The successful implementation of TQM in manufacturing sector would promote exports, attract foreign direct investment, improve business performance, achieve a competitive advantage, and customer and staff satisfaction (Magd, 2014). Ensuring TQM and optimum utilization of Human Resource is very much essential to gain sustainability of organization. (Rashid, Taib, & Ahmad, 2016) These benefits are important for all organizations, especially in developing countries, such as Nepal, where the general quality level is relatively low and need to be increased in the chase of effective inter-organizational cooperation. However there exist large number of examples of failed or poorly performed implementation process of TQM. During the process of implementation, organization has to face different complications and often fails to get benefits from quality management implementation. However employee look forward to various development and learning programs and plans available to them to grow not only professionally but only personally (Arora, 2016) Fotopoulus et al. (2009) and Kumar et al. (2009) discussed the impact of TQM practices on quality management results and explains the relationship between different TQM practices like leadership, strategic quality planning, employee management & involvement, supplier management, customer focus, process management, continuous improvements and their effect on quality management results in the form of market benefits like increase in profits, improved competitive position, improved performance and increased sales. While customer satisfaction is measured by decline in customer complaints, increase in loyalty, and customer retention rate. The strategic alliances result in superior performance of the organizations (Ouedraogo, 2016).This study focuses to obtain knowledge of total quality management implementation in a unique, and influencing, organizational environment and situation. The study is focused on obtaining key factors of quality management implementation and is expected to provide new insights into the implementation process in order to improve organizations ability to meet their objectives. There is a consensus that TQM is a way of managing an organization to improve its overall effectiveness and performance (Zhang et al, 2000). No uniform view of TQM exists today. So far, TQM has come to mean different things to different people (Hackman & Oldham, 1995). This study aimed at identifying TQM implementation constructs, developing an instrument for measuring these constructsREVIEW OF LITERATUREDeming is considered the founding father of the TQM and is perhaps the most famous of quality gurus because of his contribution to the creation of quality principles. Deming has focused on the following four points i) idea of internal and external customers or stakeholder satisfaction ii) concept of continuous improvement iii) thought of common and special variation on quality problem iv) management and worker's responsibilities. Deming believes in continuous improvement. He also believes that the consumer is the most important part of a production line. Meeting and exceeding the customers' requirements is the task that everyone within the organization needs to accomplish with total commitment. Furthermore, Deming believes in the use of statistical process control (SPC) charts as major method for solving problems. Like Deming, Juran worked extensively with quality management and perhaps he has best summed up in his 'quality trilogy' of quality planning, quality control and quality improvement (Juran & Gryna, 1993). Juran's emphasis in this respect is in three main areas: changing management behavior through adopting quality, training and then spilling down new attitudes to supporting management. …
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