The effect of TQM practices on INGOs' staff work-related attitudes

Karia, Noorliza; Saleh, Firas Izzat Mahmoud

doi:10.1108/bij-02-2021-0080

Cited by 7 publications

(5 citation statements)

References 65 publications

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“…This study's findings show, also, that teamwork has a negative and insignificant impact on organizational commitment. This study's findings are contrary to those of Grund and Titz (2022) and Karia and Saleh (2022) which demonstrate that teamwork has a positive and significant effect on organizational commitment.…”

Section: Discussioncontrasting

confidence: 99%

“…Teamwork enhances organizational effectiveness by ensuring that the members follow specific corporate standards that provide the customers with the quality of service to meet their needs. Teamwork enables the completion of workplace requirements that are associated specifically with organizational commitment (Karia and Saleh, 2022). Grund and Titz's (2022) findings show that teamwork is a significant predictor of organizational commitment and that it is a good indicator of trust which, ultimately, may lead to greater organizational commitment.…”

Section: Teamwork and Organizational Commitmentmentioning

confidence: 94%

“…Also, each of these factors has the power to affect the organization's administration. This is because the consequences are reflected in their employees' loyalty and desire to stay with the organization and their job satisfaction (Boon et al, 2006;Karia and Saleh, 2022). The corporate cultural factors develop the employees' trust in their organization's values, aims and objectives and encourage them to become its agents and remain loyal to their organization (Hackett et al, 2001).…”

mentioning

confidence: 99%

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Developing the relationship between corporate cultural factors and employees' organizational commitment via self-efficacy

Soomro

Zehri

Anwar

et al. 2023

SAJBS

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PurposeIn this study, the researchers explored the predictive powers of corporate cultural factors and self-efficacy on Pakistan's public sector bank employees' organizational commitment.Design/methodology/approachThe researchers designed a co-relational study based on cross-sectional data using a questionnaire to collect the data from the Pakistan public sector banks' managers, assistant managers and operational managers. Consequently, the researchers based this study's findings on the 270 valid responses to the questionnaire.FindingsThis study's findings reveal that, except for teamwork, together with self-efficacy, the corporate cultural factors comprising organizational communication, training and development and reward and recognition have positive and significant impacts on organizational commitment. More specifically, self-efficacy plays a mediating role in terms of the relationships between organizational commitment and organizational communication, training and development and reward and recognition.Practical implicationsFrom establishing the most relevant corporate cultural factors, the researchers consider that this study's findings are helpful to policymakers and organizations in developing organizational commitment among employees. More practically in the case of Pakistan's public sector banks, the employees can improve employees' performance by recognizing the significance of the corporate cultural factors on employees' organizational commitment. In addition, the researchers consider that this study's findings can improve managerial efficiency which, in turn, can lead to the organizations becoming more successful.Originality/valueIn the context of Pakistan's public sector banks, this study's findings provide empirical insights to the relationships between the corporate cultural factors and organizational commitment. In addition, the findings provide insights to the role played by self-efficacy in mediating these relationships.

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Section: Discussioncontrasting

confidence: 99%

Section: Teamwork and Organizational Commitmentmentioning

confidence: 94%

mentioning

confidence: 99%

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Developing the relationship between corporate cultural factors and employees' organizational commitment via self-efficacy

Soomro

Zehri

Anwar

et al. 2023

SAJBS

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“…Both large and small companies delegate responsibilities such as projects, budgets, operations, distribution, maintenance or important business work to work teams in order to keep up with competitors and meet customer demands. Numerous studies report the positive relationship between team-based working and the quality of products and services offered by an organization (Gibson et al, 2007;Ervin, 2021;Gonzalez, 2021;Karia and Mahmoud Saleh, 2022;Ontrup and Kluge, 2022;K erivel et al, 2022). Employees working in effective teams help increase productivity, employee involvement and contribution, while reducing costs and flattening organizational structure (Adams, 2003;Gonzalez, 2021;Leifels and Bowen, 2021;Peeters et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

“…Numerous studies report the positive relationship between team-based working and the quality of products and services offered by an organization (Gibson et al. , 2007; Ervin, 2021; Gonzalez, 2021; Karia and Mahmoud Saleh, 2022; Ontrup and Kluge, 2022; Kérivel et al. , 2022).…”

Section: Introductionmentioning

confidence: 99%

Can organization team culture benchmark effective teams – performance management concerns, insights and HR implications

Shah

Jain

2022

BIJ

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PurposeTeams have become the dominant mode of work in contemporary organizations and critical for successful completion of various tasks, projects and overall organizational effectiveness. Organizational factors such as organizational culture have often been investigated as contributing to team performance since it is difficult to develop and engage teams. But the effect of (organizational) team culture on team effectiveness (TE) has received less support. Therefore, this paper examines how factors such as organization team culture (OTC) affect different dimensions of TE in a power sector organization which has undergone a business transformation resulting in adoption of team-based work structures.Design/methodology/approachSurvey instrument capturing the variables of organizational team culture and TE was administered to mid-level managers in a power sector organization in India. Structural equation modeling (SEM) was used to test the model fit for the proposed model.FindingsA key finding of the research was that team culture (OTC dimensions) (i.e. participation, communication, trust, training inputs and support and support for teamwork) contribute to TE.Originality/value OTC and its impact on creating effective teams, particularly in the power sector, is an original contribution of this research. The OTC and TE framework may be used to diagnose team weaknesses and concerns and to design effective HR interventions.

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