Impact of Total Quality Management (TQM) practices on Sustainability and Organisational Performance

Abstract

Total quality management (TQM) has been identified as a key driver of organizational performance in public and private organizations. Organizational culture, along with TQM and sustainability has been investigated to understand its contributions to organizational performance. TQM has become a crucial pillar for growth and development due to the growing expansion of manufacturing sectors of the world. TQM practices, which may differ in manufacturing firms, are said to be important for effective TQM adoption. However, it was found that organizational performance can be achieved if TQM practices in manufacturing businesses are well managed. Therefore, this study is carried out and the purpose of the study is to propose a conceptual model to investigate the relationship between TQM practices, sustainability, and organizational performance and to demonstrate the impact on organizational performance. The data underlying this study was collected by using a questionnaire survey in the manufacturing industries. The tool of analysis was used for the study through Factor analysis and confirmatory factor analysis (CFA). The findings of the study revealed that total quality management and sustainability are the most important approaches to the success of the performance of manufacturing industries. The results show that TQM and sustainability have a positive impact on organizational performance. In the radiance of these outcomes, a framework was created in view of relationship between significant practices of TQM, sustaibanility and organistaional performance. Generally, it is accepted that total quality management can produce a sustainable competitive benefits in organisational performance.

Implementation of Quality Management Practices and Firm’s Innovation Performance: Mediation of Knowledge Creation Processes and Moderating role of Digital Transformation

“…Positive and significant correlations were reported between KCPs and DIT (r=.622), QMP and KCPs (r=.595 , p<.05), between Kcps and IP (r=.581),between DIT and IP (r=.577), between QMP and IP (r=.517), QMP and DIT (r=.499). Positive correlation indicates that increase in one factor would result in increase in other factor or vice-versa (Wassan, Memon, Mari, & Kalwar, 2022). The test results supported that data was suitable to conduct regression analysis.…”

“…Values of correlation coefficient (r) lie between +1 to -1, and zero (0) value represents absence of relation between two (2) variables. While, (+) value > 0 indicates positive correalation (Wassan et al, 2022). Positive and significant correlations were reported between KCPs and DIT (r=.622), QMP and KCPs (r=.595 , p<.05), between Kcps and IP (r=.581),between DIT and IP (r=.577), between QMP and IP (r=.517), QMP and DIT (r=.499).…”

Mapping sustainable practices and concepts in the transportation ecosystem for the EU-27 countries, based on LinkedIn company profiles

“…By balancing the demands of social tolerance, economic growth, and environmental impact mitigation and by agile policies towards actions, measures, and innovations in usual business, the challenge of corporate sustainable development presents a strategic corporate capability. Stricter laws, increased pressure on businesses and organizations that do not manage waste effectively, and worry over climate change are just a few of the numerous examples that show what society expects from sustainable development (Wassan et al, 2022). Therefore, in corporate strategy and marketing plans, sustainability should be promoted and connected with the core company values, especially in Europe where the Green Deal is the cornerstone of the European market strategic plan.…”

Mapping Of Occupation In Quality Management Within National Qualification Framework To Close The Gap Between Education And Industry Needs

“…Indonesia, through the Indonesian National Qualifications Framework (IQF), has sought to provide a framework of work competency standards that are harmonious with industry needs. Wassan et al, (2022) emphasis on ensuring that the competencies required in the quality management industry are well-represented and that they remain relevant and competitive in the face of global economic changes and the demands of the industrial revolution 4.0. Fundin et al, (2020) identify that the strategic adaptation ensures that the competencies developed through the NQF are directly related to real industry needs, making the Indonesian workforce competitive on a global scale.…”