PurposeThe purpose of this paper is to examine the impact of total quality management (TQM) practices on employees' work‐related attitudes, such as job involvement, job satisfaction, career satisfaction, and organizational commitment.Design/methodology/approachThe paper proposes and tests 16 hypotheses on the relationship between TQM practices and work‐related attitude.FindingsThe results indicate that training and education have a significant positive effect on job involvement, job satisfaction, and organizational commitment. Empowerment and teamwork significantly enhance job involvement, job satisfaction, career satisfaction, and organizational commitment. Continuous improvement and problem prevention significantly enhance job satisfaction and organizational commitment. Customer focus does not contribute to job involvement, job satisfaction, career satisfaction, or organizational commitment.Research limitations/implicationsThe study was unable to evaluate the wider dimensions of TQM practices.Practical implicationsManagers should be aware that TQM practices have a positive effect on employees' work‐related attitudes (such as job involvement, job satisfaction, career satisfaction, and organizational commitment).Originality/valueThe paper focuses on TQM in practice, rather than on TQM in theory and/or TQM as organizational change.

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This research develops and tests a model of the effects of resources bundling on third-party logistics (3PL) providers' performance. Based on data from a survey of Malaysian 3PLs, basic and advanced technology and equipment resources, knowledge and relational resources, and demand management interfaces are identified. The bundling of advanced technology, knowledge resources, and demand management interface capability are found to enhance 3PLs' customer service innovation. Similar resource bundling (excluding advanced technology) is required to achieve cost leadership. The effects of other resources on performance are mediated mainly by the demand management interface capability and knowledge resources. This is a novel attempt to justify the interaction and mediation effects of resources and capabilities on performance. The research highlights the needs for 3PL managers to focus on developing and bundling their demand management interface capability and knowledge resources in order to achieve cost leadership, and further combine advanced technology into such bundling of resources and capabilities to achieve innovation in customer service. It advances the application of resource-based view (RBV) theory in logistics research by identifying resources that play supporting roles and examining the capabilities for enhancing 3PLs' competitive performance.

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The purpose of this paper is to examine the relationship between flexible working arrangements and organizational commitment and work-family conflict. A total of 130 questionnaires were distributed to the finance executives and the returned yielding a response rate of 87%. The results revealed that a flexible working arrangement was significantly and positively related to organizational commitment. It also revealed that a flexible working arrangement was significantly and positively related to work-family conflict. Theoretically, this paper has contributed to the literature on the flexible working arrangement and organizational commitment. Practically, the practitioners of manufacturing companies should consider implementing flexible working policies to cater to the needs of their employees by providing flexi-time, remote working or different working hours. In conclusion, this paper has revealed the importance of flexible working arrangement policies in affecting organizational commitment and work-family conflict.