La Qualitt Totale nel terziario: problemi e prospettive (Total Quality in the Service Industry: Problems and Opportunities)

1993 ◽  
Author(s):  
Fabio Musso
Keyword(s):  
Service Industry ◽  
Total Quality

scholarly journals Understanding Total Quality Management in Context: Qualitative Research on Managers’ Awareness of TQM Aspects in the Greek Service Industry

2015 ◽  
Author(s):  
Alexandros Psychogios ◽  
Constantinos Priporas
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Service Industry ◽  
Point Of View ◽  
Service Organizations ◽  
Total Quality ◽  
Public And Private ◽  
Major Argument ◽  
Public And Private Sector ◽  
Depth Interviews

This study addresses managers’ awareness and familiarity with Total Quality Management (TQM). Eighteen (18) semi-structured, in-depth interviews were conducted with managers working in a variety of service organizations in Greece. The major argument of the study is that although the acronym TQM and some of its concepts and practices are known by a range of public and private sector managers, actual awareness of its “soft” side is often superficial, and managers have a relatively poor understanding of it. TQM is neither resisted nor directly absorbed by them, but they tend to see it from the technical point of view, being aware only of the importance of its “hard” aspects.

Effective TQM Implementation in the Service Industry: A Proposed Framework

2021 ◽  
Vol 25 (2) ◽  
pp. 95-129
Author(s):  
Hesham Magd ◽  
Saurav Negi ◽  
Mohammad Sultan Ahmad Ansari
Keyword(s):  
Organizational Performance ◽  
Service Industry ◽  
Secondary Data ◽  
Superior Performance ◽  
Future Research ◽  
Total Quality ◽  
Primary Research ◽  
Business Excellence ◽  
Research Findings ◽  
Performance Research

Purpose: This paper aims to explore the framework, practices, and implementation of total quality management (TQM) in the service industry. Methodology/Approach: The present study focuses on the existing literature on several TQM dimensions and developed a framework that would allow the service industry to efficiently apply TQM, resulting in enhanced organizational performance. Findings: The research findings suggest that the relevance and implementation of TQM practices have a strong linkage to organizational performance.  Managers shall work for the accomplishments of TQM to achieve success in local and global competition. By implementing TQM practices effectively in the service industry, managers can see improvements in the organization’s function. Therefore, managers shall accept the TQM approach to improve overall service quality and organizational performance. Research Limitation/implication: The study is limited to secondary data collection and no primary research is carried out to verify the proposed framework. Originality/Value of paper: The present study contributes to the literature on TQM by developing a framework for the service industry. This adds to the existing knowledge on TQM in the service industry and builds a foundation to carry out future research. The proposed TQM framework will empower the organizations for superior performance by evaluating the factors, defining rooms for improvement, and designing ways to achieve business excellence.

Conceptualising the Influence of Total Quality Management and Organizational Performance in Klang Valley Service Industry

2018 ◽  
Vol 24 (5) ◽  
pp. 3240-3243 ◽  
Author(s):  
Siti Sarah Omar ◽  
Zailin Zainal Ariffin ◽  
Aida Nasirah Abdullah ◽  
Nomahaza Mahadi ◽  
Fahirah Syaliza Mokhtar ◽  
...  
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Service Industry ◽  
Total Quality ◽  
Klang Valley

scholarly journals Impact Of Just-In-Time, Total Quality Management And Supply Chain Management On Organizational Performance: A Review Perspective

2018 ◽  
Vol 19 (1) ◽  
pp. 11 ◽  
Author(s):  
Ilyas Masudin ◽  
Mohammed Kamara
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Operations Management ◽  
Service Industry ◽  
Just In Time ◽  
Total Quality ◽  
Chain Management

The purpose of this article aims to examine literary the relationship and practices of Just-in-Time (JIT), Total Quality Management (TQM) and Supply Chain Management (SCM) on firms and their impacts on operational performance, which in turn impact organizational performance. The method used in this work is by gathering information relating to the practices of JIT, TQM, and SCM from different journals and articles based on the survey of various researchers. The source of articles used in this study is popular journal databases such as Google scholar, EBSCO Host, science direct, Emerald, Springer Link and Scopus. From the databases, 65 articles related to those three major operations management components are collected and reviewed. The results showed that JIT, TQM and SCM practices in both manufacturing and service industry individually and jointly impact organizational performance.

scholarly journals Impact Of Just-In-Time, Total Quality Management And Supply Chain Management On Organizational Performance: A Review Perspective

2018 ◽  
Vol 19 (1) ◽  
pp. 11
Author(s):  
Ilyas Masudin ◽  
Mohammed Kamara
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Operations Management ◽  
Service Industry ◽  
Just In Time ◽  
Total Quality ◽  
Chain Management

The purpose of this article aims to examine literary the relationship and practices of Just-in-Time (JIT), Total Quality Management (TQM) and Supply Chain Management (SCM) on firms and their impacts on operational performance, which in turn impact organizational performance. The method used in this work is by gathering information relating to the practices of JIT, TQM, and SCM from different journals and articles based on the survey of various researchers. The source of articles used in this study is popular journal databases such as Google scholar, EBSCO Host, science direct, Emerald, Springer Link and Scopus. From the databases, 65 articles related to those three major operations management components are collected and reviewed. The results showed that JIT, TQM and SCM practices in both manufacturing and service industry individually and jointly impact organizational performance.

VALUE-ADDED APPROACH TO CORPORATE MANAGEMENT: QUALITY MANAGEMENT PRACTICES IN THE AUSTRALIAN BUSINESS SERVICE INDUSTRY

1995 ◽  
Vol 03 (04) ◽  
pp. 427-443 ◽  
Author(s):  
ALAN SIMON
Keyword(s):  
Quality Management ◽  
Management Practices ◽  
Service Industry ◽  
Value Added ◽  
Chief Executive ◽  
Corporate Management ◽  
Total Quality ◽  
Quality Management Practices ◽  
Internal Customers ◽  
Satisfaction Surveys

A survey was conducted in 1993 on the Chief Executive Officers of large Australian companies such as finance companies, advertising agencies and suppliers of software that provide a service to businesses. The aim of the study was to survey the nature and extent of quality management practices with special reference to inhouse care in these organisations. Questionnaires were sent to 428 companies and 219 (51 per cent) responded. CEOs considered an ability to bring out the best in, motivate and communicate with internal customers (the staff) to be important principles of good management. More than two thirds of the responding companies had quality management practices, usually Total Quality Management, in place. However, only 54% had a mechanism in their companies for formally recording complaints made by external customers. Despite the fact that nearly all the CEOs agreed that they should be concerned with providing a good service to external and internal customers, only about half said they conduct formal customer and/or staff satisfaction surveys. Most important, a statistically significant relationship was found between profitability and the conducting of external customer satisfaction surveys. There was also a relationship between profitability and whether or not firms formally registered customers' complaints.

Identification and prioritization of barriers to total quality management implementation in service industry

2015 ◽  
Vol 27 (5) ◽  
pp. 591-615 ◽  
Author(s):  
Faisal Talib ◽  
Zillur Rahman
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Service Industry ◽  
Resistance To Change ◽  
Service Industries ◽  
Successful Implementation ◽  
Total Quality ◽  
High Turnover ◽  
Content Type ◽  
Priority Weights

Purpose – Despite the potential benefits of total quality management (TQM) articulated by quality experts and practitioners, these benefits are not easy to achieve in practice. Many service industries have found difficult to implement TQM successfully. The present study investigates and categorizes the barriers to a successful implementation of TQM program in the service industry. The purpose of this paper is to understand TQM barriers and prioritize their relative importance by ranking them in the service industry. Design/methodology/approach – Based on previously published literature on TQM barriers in service industry and after discussions with quality experts, this study utilizes a set of 12 barriers to TQM as identified by the authors of TQM barriers to accomplish the objectives of the present study. The 12 barriers were divided into three categories. These barriers were prioritized and ranked using an analytic hierarchy process (AHP) approach, a multi-criteria decision-making process. Findings – In this research, the category “managerial issues” was found to be the most important, followed by “people-oriented issues” and “organizational issues” based on their priority weights. The results have also highlighted that the barrier “lack of communication” was the most significant among all the other barriers. It was followed by “lack of top-management commitment,” “employee’s resistance to change,” and “lack of coordination between departments.” The least significant barrier was “high turnover at management level.” Practical implications – The study ranks the barriers, from the most important to the least important, which will allow managers and practitioners in the service industry to decide which barriers they need to pay attention to and work on for a successful implementation of TQM. Originality/value – The strength of this study is the development of a comprehensive model for the investigation and prioritization of barriers that the service industry experiences when implementing a TQM program. Presenting TQM barriers in the form of AHP-based model and categorizing barriers is a new effort in the area of TQM.

scholarly journals Investigating The Mediating Role Of Service Innovation In Firm Performance: An Empirical Research

2016 ◽  
Vol 32 (2) ◽  
pp. 461 ◽  
Author(s):  
Arif Mohammad Arshad ◽  
Jie Wang ◽  
Qin Su
Keyword(s):  
Firm Performance ◽  
Organizational Performance ◽  
Service Industry ◽  
Service Innovation ◽  
Service Firms ◽  
Total Quality ◽  
Empirical Survey ◽  
Mediating Role ◽  
Indirect Relationship

The aim of this paper is to investigate the relationship between total quality management (TQM), service innovation and firm performance in the Pakistan’s service industry. An empirical survey was performed and there were 190 participants from financial service firms in Pakistan. Regression analysis was employed in this study to investigate the tri-dimensional relationship between TQM, service innovation and firm performance. In the context of financial firms, this research examines how TQM practices adopted and managed to boost service innovation and whether and how TQM practices is going to influence the firm performance through the mediating role of service innovation. A research framework and the related hypotheses are suggested. Direct and indirect impact of each construct of TQM practices on organizational performance was determined. Data analysis discloses that, extent of TQM implementation has a positive and significant influence on service innovation as well as on organizational performance. Furthermore, a positive but a weak relationship was observed between service innovation and organizational performance.  The direct relationship between TQM and organizational performance outperforms the indirect relationship of service innovation and organizational performance. It has contributed in the sense that past researchers have not considered the tri-dimensional relationship between TQM, service innovation and firm performance.

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