TQM practice in maquiladora: Antecedents of employee satisfaction and loyalty

Jun, Minjoon; Cai, Shaohan; Shin, Hyun-Mock

doi:10.1016/j.jom.2005.09.006

Cited by 255 publications

(246 citation statements)

References 93 publications

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“…They also proved that TQM in supply chain is significant to ameliorate key elements such as quality, delivery and lead-time. Besides that, Jun et al (2006) showed that the firms with human resources that concentrate in TQM methods can raise employee satisfaction. The striking improvements in employee satisfaction resulted to a higher level of customer's devotion.…”

Section: Literature Reviewmentioning

confidence: 99%

Total Quality Management in Higher Education: A Review

Al‐Hasan¹,

Arabia²,

Al-Kassem³

2014

ijhrs

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Total Quality Management (TQM) is a perception, which educational institutions can only attain through long period of planning, by the formulation and execution of annual quality program, which substantially moves towards the accomplishment of the vision. Application of TQM concepts is one of such degree, which will go a long way in reviving the higher education system. This study endeavors to analyze TQM in higher education and outline the literature on Critical Success Factors (CSF) and its execution in all areas. The study concludes the CSF and its execution in higher education institutions. Some institutions already enjoyed the advantages of TQM methods in their programs with determination and strict adoption of the system to achieve their goals. The insight of this review is giving feedbacks of the recent studies on how TQM system will be able to utilize different instruments and hypothesis to legitimize employees, create a positive friendly environment and highlight the necessity of the students to bring out the best in them.

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Section: Literature Reviewmentioning

confidence: 99%

Total Quality Management in Higher Education: A Review

Al‐Hasan¹,

Arabia²,

Al-Kassem³

2014

ijhrs

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“…According to Maurer (2001) rewards and recognition are essential factors in enhancing employee job satisfaction and work motivation which is directly associated to organizational achievement (Jun et al, 2006). Kalimullah Khan conducted a study in which he examined the relationship between rewards and employee motivation in commercial banks of Pakistan.…”

Section: Recognition and Employee Motivationmentioning

confidence: 99%

Impact of Employees Motivation on Organizational Effectiveness

Manzoor¹

2011

BMS

136

106

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The purpose of this paper is to identify the factors that effects employee motivation and examining the relationship between organizational effectiveness and employee motivation.A model was designed based on the literature, linking factors of employee motivation with employee motivation and organizational effectiveness. Three hypotheses were build based on the literature and the model and were tested in perspective of the previous studies and literature.The literature and various studies concluded that factors: empowerment and recognition have positive effect on employee motivation. More the empowerment and recognition of employees in an organization is increased, more will their motivation to work will enhance. Also there exists a positive relationship between employee motivation and organizational effectiveness. The more the employees are motive to tasks accomplishment higher will the organizational performance and success.The study focuses on the practice and observance of the two central factors, empowerment and employee recognition for enhancing employee motivation which leads to organizational effectiveness. The organizations should design their rules, policies and organizational structures that give space to the employee to work well and appreciate them on their tasks fulfillment and achievements. This will surely lead to organizational growth.

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“…The management commitment items were from Daily, et al (2003Daily, et al ( , 2007, Grandzol and Gershon (1998) and Wee and Quazi (2005). The empowerment items were from Ahire and O'Shaughnessy (1998), Daily, et al (2003Daily, et al ( , 2007, Grandzol and Gershon (1998), Howard and Foster (1999), Jun, Cai and Shin (2006), Wee and Quazi (2005). The feedback and review items were from Chinander (1997), Flynn, Schroeder and Sakakibara (1994), Howard and Foster (1999), Ramus (2001), Ramus and Steger (2000), Wee and Quazi (2005).…”

Section: Survey Instrumentmentioning

confidence: 99%

“…The coordinators were responsible for selecting employees, distributing and collecting questionnaires from the company. The stratified sampling approach was utilized in order to achieve heterogeneity among respondents to reduce the common survey bias (Jun, Cai & Shin, 2006). The sub grouping criteria are organizational level and work-departments.…”

Section: Samplementioning

confidence: 99%

“…As a check for multicollinearity, the results of the Pearson's correlation matrix of the independent variables and VIF values were examined. Multicollinearity is present if the paired correlation among the independent variables is in excess of 0.80 (Bryman & Cramer, 1999) and VIF values as a rule of thumb must not exceed the threshold of ten (Jun, et al, 2006;Quazi, et al, 2001). Multicollinearity was not a problem in this case as the paired correlation values among the independent variables in this study were all less than 0.80 (shown in Table 2) and the VIF coefficients are in the 2.207-3.245 range (shown in Table 5).…”

Section: Reliability Assessment and Item Analysismentioning

confidence: 99%

See 1 more Smart Citation

Impact of Human Resource Factors on Perceived Environmental Performance: an Empirical Analysis of a Sample of ISO 14001 EMS Companies in Malaysia

Kaur¹

2011

JSD

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Increasing employee motivation for environmental endeavors continues to be poorly understood. The literature suggests that management commitment, employee empowerment, feedback and review, and rewards may be significant predictors of environmental performance and hence successful environmental management system (EMS) implementation. This paper aims to ascertain the relationships between the aforementioned human resource factors with perceived environmental performance using a sample of middle and lower level employees in five manufacturing companies. All five companies are currently certified to ISO 14001 EMS and moreover four are recipients of the Malaysian Prime Minister's Hibiscus Award (PMHA). A total of two hundred and twenty three survey responses were analyzed using the SPSS computer program version 16. The results of the regression analysis suggest that management commitment, feedback and review, and empowerment have a significant positive relationship to perceived environmental performance. However, the relationship between rewards and perceived environmental performance was statistically insignificant.

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TQM practice in maquiladora: Antecedents of employee satisfaction and loyalty

Cited by 255 publications

References 93 publications

Total Quality Management in Higher Education: A Review

Total Quality Management in Higher Education: A Review

Impact of Employees Motivation on Organizational Effectiveness

Impact of Human Resource Factors on Perceived Environmental Performance: an Empirical Analysis of a Sample of ISO 14001 EMS Companies in Malaysia

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