Important TQM Implementation Contributors in Service oriented Organization like Banks in Pakistan

Latif, Yasir

doi:10.9790/487x-1696102117

Cited by 1 publication

(3 citation statements)

References 54 publications

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“…E-mail address: wiwiekra@gmail.com organization must unlock its most excellent strategy to survive the onslaught of business competition. TQM is conceived as a auspicious response to the competitiveness issue (Latif, Iqbal, ur Rehman, Latif, & ur Rehman, 2014). Over the last two centuries, management knowledge has evolved remarkably, and Total Quality Management has been implemented Eniola, Olorunleke, Akintimehin, Ojeka, & Oyetunji, 2019;Hendricks & Singhal, 1996;Othman, Norfarahhanim Mohd Ghani, & Woon Choon, 2019).…”

Section: Introductionmentioning

confidence: 99%

“…Despite the large-scale support of TQM, its value creation potential has been significantly skeptical Adebanjo & Kehoe, 1999). There is a prevailing difference in TQM's real ability to improve an organization's efficiency (Latif et al, 2014). Although scientists alleged the absence of uniformity between the TQM procedures and other leadership elements, they hardly offer comprehensive theory or unbiased empirical evidence for their findings.…”

Section: Introductionmentioning

confidence: 99%

“…However, there is still insufficient evidence in the framework of the Indonesian banking industry. The adoption of soft TQM in the banking industry elevate the organizational ability for market expansion (Latif et al, 2014). The establishment of Islamic banks is not only for-profit purposes but more towards popularizing the Islamic economic system.…”

Section: Introductionmentioning

confidence: 99%

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Integrating Workplace Spirituality, Total Quality Management, and Job Satisfaction

Adawiyah

Purnomo

Pramuka

et al. 2020

IJBS

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TQM needs comprehensive refashioning of "softer" methods whose components encompass the core concept of personnel management to be entirely practical and self-sustaining. The alleged usefulness of the people aspect of TQM's is essential than its technical side in influencing the presumed utility of customers. Thus, the successful execution of TQM programs profoundly depends on the motive, abilities, engagement, and role-powers of the participants in an organization. TQM is not just about solving problem but more about satisfying clients. Hence, this study investigated the interaction effect of soft Total Quality Management, employees’ Job Satisfaction and spirituality at work. The respondents were employees of Islamic banks in Indonesia. The hierarchical regression was considered to be the most appropriate analytical tool used for data analysis in this study. The findings showed that all dimensions of soft total quality management had a detrimental effect on job satisfaction. Moreover, stronger employees’ spirituality at work strengthen the association between soft TQM dimensions, except empowerment, with job satisfaction.

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