Strategic Collaborative Quality Management and Employee Job Satisfaction

Document Type : Original Article

Author

Health Management and Economics Research Centre, School of Health Management and Information Sciences, Tehran University of Medical Sciences, Tehran, Iran

Abstract

Background
This study aimed to examine Strategic Collaborative Quality Management (SCQM) impact on employee job satisfaction.
 
Methods
The study presents a case study over six years following the implementation of the SCQM programme in a public hospital. A validated questionnaire was used to measure employees’ job satisfaction. The impact of the intervention was measured by comparing the pre-intervention and post-intervention measures in the hospital.
 
Results
The hospital reported a significant improvement in some dimensions of job satisfaction like management and supervision, organisational policies, task requirement, and working conditions.
 
Conclusion
This paper provides detailed information on how a quality management model implementation affects employees. A well developed, well introduced and institutionalised quality management model can improve employees’ job satisfaction. However, the success of quality management needs top management commitment and stability.

Keywords

Main Subjects

References

  1. Boon OK, Arumugam V, Hwa TS. Does soft TQM predict employees’ attitudes? The TQM Magazine 2005; 17: 279–89. doi: 10.1108/09544780510594243
  2.  Forza C, Filippini R. TQM impact on quality conformance and customer satisfaction: A causal model. International Journal of Production Economics 1998; 55: 1–20. doi: 10.1016/s0925-5273(98)00007-3
  3. Agus A. TQM as a focus for improving overall service performance and customer satisfaction: An empirical study on a public service sector in Malaysia. Total Quality Management 2002; 15: 615–28. doi: 10.1080/14783360410001680107
  4. Martinez-Costa M, Jimenez-Jimenez D. Are companies that implement TQM better learning organizations? An empirical study. Total Quality Management 2008; 19: 1101–15. doi: 10.1080/14783360802323446
  5. Rahman S. Total quality management practices and business outcome: evidence from small and medium enterprises in Western Australia. Total Quality Management 2001; 12: 201–10. doi: 10.1080/09544120120011424
  6. Agus A, Abdullah M. Total quality management practices in manufacturing companies in Malaysia: An exploratory analysis. Total Quality Management & Business Excellence 2000; 11: 1041–51. doi: 10.1080/095441200440313
  7. Hansson J, Eriksson H. The impact of TQM on financial performance. Measuring Business Excellence 2002; 6: 44–54. doi: 10.1108/13683040210451714
  8. Joiner TA. Total quality management and performance: The role of organisation support and co-worker support. International Journal of Quality & Reliability Management 2007; 24: 617–27. doi: 10.1108/02656710710757808
  9. Garvin D. Managing quality: The strategic and competitive edge. New York: Free Press; 1988.
  10. Madu CN, Kuei C. Strategic Total Quality Management: Transformation process overview. Total Quality Management 1994; 5: 255–66. doi: 10.1080/09544129400000046
  11. Kim KY, Chang DR. Global quality management: A research focus. Decision Sciences 1995; 26: 561–8. doi: 10.1111/j.1540-5915.1995.tb01440.x
  12. Mosadeghrad AM. A theory of quality management.  International Journal of Modelling in Operations Management 2012; 2: 89–118. doi: 10.1504/ijmom.2012.043962
  13. Ennis K, Harrington D. Quality management in Irish health care. Int J Health Care Qual Assur 1999; 12: 232–43. doi: 10.1108/09526869910287305
  14.  Mosadeghrad AM. Obstacles to TQM success in health care systems. Int J Health Care Qual Assur 2013; 26: 147–73. doi: 10.1108/09526861311297352
  15.  Zabada CP, Rivers A, Munchus G. Obstacles to the application of total quality management in health care organisations. Total Quality Management 1998; 9: 57–66. doi: 10.1080/0954412989261
  16. Mosadeghrad AM. Verification of a quality management theory: Using a Delphi study. Int J Health Policy Manag 2013; 1: 261–71. doi: 10.1080/0954412989261
  17. Mosadeghrad AM. Implementing Strategic Collaborative Quality Management in Health Care Sector. International Journal of Strategic Change Management 2012; 4: 203–28.
  18. Mohrman SA, Tenkasi RV, Lawler EE III, Ledford GG Jr. Total quality management: Practice and outcomes in the largest US firms. Employee Relations 1995; 17: 26–41. doi: 10.1108/01425459510086866
  19. Lee LC, Yang KP, Chen TY. A quasi-experimental study on a quality circle program in a Taiwanese hospital. Int J Qual Health Care 2000; 12: 413–8. doi: 10.1093/intqhc/12.5.413
  20. Alsughayir A. Does practicing total quality management affect employee job satisfaction in Saudi Arabian organizations? European Journal of Business and Management 2014; 6: 169–75.
  21. Guimaraes T. TQM’s impact on employee attitudes. The TQM Magazine 1996; 8: 20. doi: 10.1108/09544789610107225
  22.  McAdam R, Bannister A. Business performance measurement and change management within a TQM framework’, International Journal of Operations and Production Management 2001; 21: 88–107. doi: 10.1108/01443570110358477
  23. Boselie P, van der Wiele T. Employee perceptions of HRM and TQM, and the effects on satisfaction and intention to leave.Managing Service Quality 2002; 12: 165–73. doi: 10.1108/09604520210429231
  24.  Parker SK. Longitudinal effects of lean production on employee outcomes and the mediating role of work characteristics. J Appl Psychol 2003; 88: 620–34. doi: 10.1037/0021-9010.88.4.620
  25.  Landsbergis PA, Cahill J, Schnall P. The impact of lean production and related new systems of work organization on worker health. J Occup Health Psychol 1999; 4: 108–30. doi: 10.1037/1076-8998.4.2.108
  26. Vidal M. Lean production, worker employment, and job satisfaction: A qualitative analysis and critique. Critical Sociology 2007; 33: 247–78. doi: 10.1163/156916307x168656
  27. Mosadeghrad AM, Ferlie E, Rosenberg D. A study of relationship between job satisfaction, organisational commitment and turnover intention among hospital employees. Health Serv Manage Res 2008; 21: 211–27. doi: 10.1258/hsmr.2007.007015
  28. Oakland JS. Total quality management: Text with cases. 3rd ed. Oxford: Butterworth- Heinemann; 2003.
  29. Brown S, Lam S. A meta-analysis of relationships linking employee satisfaction to customer responses. Journal of Retailing 2008; 84: 243–55. doi: 10.1016/j.jretai.2008.06.001
  30. Capelli P. A market driven approach to retaining talent. Harv Bus Rev 2000; 78: 103–11.
  31.  Akdere M. A multi-level examination of quality-focused human resource practices and firm performance: Evidence from the US healthcare industry. International Journal of Human Resource Management 2009; 20: 1945–64. doi: 10.1080/09585190903142399
  32. Sila I. Examining the effects of contextual factors on TQM and performance through the lens of organisational theories: An empirical study. Journal of Operations Management 2007; 25: 83–109.  doi: 10.1016/j.jom.2006.02.003
  33. Karia N, Asaari MH. The effects of total quality management practices on employees’ work-related attitudes. The TQM Magazine 2006; 18: 30–43. doi: 10.1108/09544780610637677
  34. Lagrosen Y, Backstrom I, Lagrosen S. Quality management and health: A double connection. International Journal of Quality & Reliability Management 2007; 24: 49–61. doi: 10.1108/02656710710720321
  35.  Woodward CA, Shannon HS, Cunningham C, McIntosh J, Lendrum B, Rosenbloom D, et al. The impact of re-engineering and other cost reduction strategies on the staff of a large teaching hospital: a longitudinal study. Med Care 1999; 37: 556–69. doi: 10.1097/00005650-199906000-00005
  36.  Mosadeghrad AM, Ferdosi M, Afshar H, Hosseini-Nejhad M. The impact of top management turnover on quality management implementation. Med Arh 2013; 67: 134–40. doi: 10.5455/medarh.2013.67.134-140
  37. Taylor WA, Wright GH. The impact of senior managers’ commitment on the success of TQM programmes: An empirical study. Int J Manpow 2003; 24: 535–50. doi: 10.1108/01437720310491071
  38. Rad AM, Yarmohammadian MH. A study of relationship between managers’ leadership style and employees’ job satisfaction. Int J Health Care Qual Assur Inc Leadersh Health Serv  2006; 19: xi-xxviii. doi: 10.1108/13660750610665008
  39. Baidoun S. An empirical study of critical factors of TQM in Palestinian organizations. Logistics Information Management 2003; 16: 156–71. doi: 10.1108/09576050310467296
  40. Wimalasir JS, Kouzmin A. A comparative Study of employee involvement initiatives in Hong Kong and the USA. Int J Manpow 2000; 21: 614–34. doi: 10.1108/01437720010379510
  41. Hamidi Y, Eivazi Z. The Relationships Among Employees’ Job Stress, Job Satisfaction, and the Organizational Performance of Hamadan Urban Health Centers. Social Behavior and Personality: An international Journal 2010; 38: 963–8. doi: 10.2224/sbp.2010.38.7.963
  42.  Gallear D, Ghobadian A. An empirical investigation of the channels that facilitate a total quality culture. Total Quality Management 2004; 15: 1043–67. doi: 10.1080/1478336042000255497
  43. Wilkinson  A. Quality and the Human Factor. Total Quality Management 2004; 15: 1019–24. doi: 10.1080/1478336042000255415
  44. Kassicieh SK, Yourstone SA. Training, performance evaluation, rewards, and TQM implementation success. Journal of Quality Management 1998; 3: 25–38. doi: 10.1016/s1084-8568(99)80102-3

 

Files

History

  • Receive Date: 02 December 2013
  • Revise Date: 23 April 2014
  • Accept Date: 23 April 2014
  • First Publish Date: 01 May 2014

Share

How to cite

Statistics