The Role of Applying Total Quality Management in Improving Incentives: A Comparative Study between Jordanian and United Arab Emirate Hospitals

Abstract

<p>This study aims to identify the reality of a Total Quality Management (TQM) system and the level of its application on a sample of hospitals in Jordan and United Arab Emirates (UAE), together with determining the differences between both the Jordanian hospitals and UAE hospitals in their application of TQM. It also aims to identify the monetary and non-monetary incentives in hospitals, and to study the role of each dimension of various TQM dimensions on monetary and non-monetary incentives. A total of 160 questionnaires were distributed in six hospitals that were selected using a convenient sampling method. A total of 129 questionnaires were received, 74 of them were from Jordanian hospitals and 55 questionnaires were from UAEs hospitals. The participants were doctors, nurses, technicians, and administrators of six hospitals in Jordan and the UAE. An independent samples T-test and multiple regression analysis was used to test the hypotheses. The results showed that the application of TQM in both Jordanian and UAE hospitals was good, of a high level, and with a relative advantage for UAE hospitals. The results also showed that the incentives in Jordanian hospitals were generally better than those of the UAE hospitals, particularly in terms of the monetary incentives, while non-monetary incentives were the advantage for UAE hospitals. Moreover, it was found that only one dimension of the TQM dimensions, the participation of employees, had a significant effect on the monetary and non-monetary incentives in each of the Jordanian and the UAE hospitals (P value ≤ 0.05). While the rest of the dimensions of TQM (focus on the customer, continuous improvement, top management commitment, and teamwork) had no significant effect on both monetary and non-monetary incentives in both the Jordanian and the UAE hospitals.</p>

A Conceptual Framework for Implementing TQM in the Primary Healthcare Centers and Examining Its Impact on Patient Satisfaction.

“…High level of TQM implementation ensures best care outcomes for the patients through optimally utilizing the available resources, focusing on customer and monitoring performance. These results seem to be consistent with other similar studies that conducted in the healthcare context in gulf countries (Salaheldin & Mukhalalati, 2009;Khadour et al, 2016).…”

“…To measure the effects of implementing TQM factors on patient satisfaction in the primary healthcare centers in Dubai. A widespread literature review of the previous studies on TQM have reviewed what TQM means and what the key factors for the success of TQM implementation are (Flynn et al, 1994;Kanji & Yui, 1997;Hellsten & Klefsjo¨, 2000;Zhang et al, 2000;Harvey & Brown, 2001;Antony et al, 2002;Sila & Ebrahimpour, 2002;Shenaway et al, 2007;Arumugam et al, 2008;Talib et al, 2010;Mosadeghrad, 2013;Sadikoglu & Olcay, 2014;Khadour et al, 2016;Singh et al, 2018). In essence, to implement TQM successfully within organizations, top managements need to have a clear understanding of the concept and practices of TQM.…”

The Impact of Total Quality Management on Health Services Improvement, Sana’a Hospitals, Yemen (2017-2020)

“…In addition, the findings of this study showed high rate of customer focusing (81.55%) of the hospitals TQM. Similar rates were reported from studies in USE including Customer Focus (CF: B = 0.199, t = 3.676, ρ < 0.01) [17], while in other study like Jordan (79.82%) and in USE (76.36%) in favor in this part for Jordon hospitals [19]. In addition, in another research the customer focus means = 3.7 (74%) (P-value = 0.35 > 0.05) [20].…”

“…In addition, the studies in Jordon and United state of emirate which appeared the TMC was (74.64%), (76.28%) respectively in favor of USE. [19], While in other study the top manager's commitment means = 3.8 (76%) (P-value = 0.05 < 0.05), [20]. In addition, in other research appeared the top manager's commitment have the high role and effect implementation of TQM [22].…”

“…Supervisor job in our study reached to 38.71%. While in other studies were found in United Arab Emirate is (38.80%), postgraduate qualification (47.20%) and supervision job (32.2%), senior staff 55% [17], while in Jordan the male was 39%, 20 -35 years (47.5%), bachelor (53.8%), 6 -10 years of experience (29.6%), supervisor job (13.1%), nurses (31.6%) [18], in other comparative study between Jordan and the United Arab Emirates, the results of the demographic variables of the two countries the male was (49.6%), <30 years (49.6%), bachelor (57.4%), supervisor job (51.9%), and <30 years of experience (41.1%), the nurse (13.2%) [19]. While, in Iran the study revealed that male (32%), 41 -51 years (56%), bachelor's (76.6%), nurse (24.7%) [20].…”