This study is carried out to investigate the impact of total quality management (TQM) practices on hospital performance. Several studies have proven that TQM practices have a significant impact on organisational performances. However, this has not been fully addressed in many developing countries especially in the healthcare industry. Realising the need, this study seeks to explore the impact of TQM practices on the hospital performance in Jordanian hospitals. The research has been carried out in both public and private hospitals in Jordan. The data collection was gathered through a stratified random sampling method. 300 questionnaires were distributed out of 713 population samples. The response rate was 77% of the total questionnaires distributed. The findings indicate that there is a positive relationship between the variables of TQM practices and hospital performance, especially in the dimension of patient result and staff/work system results.Reference to this paper should be made as follows: Ali, K.A.M. and Alolayyan, M.N. (2013) 'The impact of total quality management (TQM) on the hospital's performance: an empirical research', Int.

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Purpose -The importance of total quality management (TQM) to organizational achievement and performance has been established by many studies. Nevertheless, studies on the implementation of TQM and its relationship to operational flexibility have been limited, particularly in the developing countries. The purpose of this paper is to address this gap by exploring the extent of the application of TQM and its influence on operational flexibility in Jordanian hospitals. Design/methodology/approach -The study covers both public (King Abdullah University Hospital) and private ( Jordan Hospital and Medical Center) health care services. A survey was conducted using a quantitative approach where the researchers distributed 400 questionnaires to selected respondents. The response rate was 57 percent out of the total questionnaires distributed. TQM is an independent variable which consists of eight principles, namely, leadership, employee management, information analysis, training, customer focus, continuous improvement, process management, and supplier management was examined in relation to operational flexibility as a dependent variable which comprises external flexibility and internal robustness. Findings -The findings reveal that there is a significant positive relationship between TQM and operational flexibility. The authors conclude that TQM practices significantly influence the intensity of operational flexibility in Jordanian hospitals. Originality/value -The significant impact of TQM on operational flexibility has been argued to be positive. The value of the paper is that it points out the influence of TQM on operational flexibility in Jordanian hospitals in order to improve hospital performance and efficiency.

This paper studied the influence of strategic human resource management on human capital development through the mediation of employee commitment. A descriptive cross-sectional study design was used to collect data from 514 participants (medical staff) from five hospitals in northern Jordan. The hospitals involved were from different sectors, including governmental, private, and university hospitals. Several analysis methods were used in the study: Confirmatory Factor Analysis (CFA), discriminant validity, and composite reliability. Direct and indirect hypothesis testing was also utilized using Structural Equation Modeling (SEM). The study showed that the practice of strategic human resource management had a direct positive impact on employee commitment; the practice of strategic human resource management had a direct positive impact on human capital development; the impact of employee commitment on human capital development was positive and direct; employee commitment has a partial mediating effect between both of them. Accordingly, HR managers in hospitals should move from “softer” responsibilities and traditional HR activities to a more strategic level (i.e., developmental strategy), where HR strategies are aligned and reinforce the hospital’s vision and mission and link organizational strategy to HR strategies. Healthcare managers should invest more in human capital through formal education and training. AcknowledgmentsThe Deanship of Research at Jordan University of Science and Technology (JUST) in Jordan is acknowledged by authors for providing facilities through the research No. 488/2020 and research environment to accomplish the goals of this work. The authors thank Professor Fareed Nusair at the Department of Health Management & Policy, the Faculty of Medicine.

Purpose This paper aims to propose a model of the effect of both authentic leadership and management capability on hospital performance. This model proposes work engagement as an intervening mechanism between the aforesaid links. Design/methodology/approach Data were collected from 380 medical staff working in Jordanian Public hospitals and were analysed using the structural equation modelling analysis technique. Findings The results suggest that both authentic leadership and management capability have a positive effect on hospital performance. Although positive, the direct effect of management capability on performance was not significant. Furthermore, work engagement demonstrated to play a full mediation effect between management capability and hospital performance and a partial mediation effect between authentic leadership and hospital performance. Practical implications This study may be of use for public medical services providers in general and other services sectors in terms of the role authentic leadership and management resources can play in contributing to positive work-related outcomes at the individual and organisational levels. Originality/value Considering the mainstream literature in health-care management, to the best of the authors’ knowledge, this is the first study to date to integrate the impact of both authentic leadership and management capabilities in the public health-care sector. Further, the research model has not previously been introduced when taking into account the role that work engagement can play between the examined variables.