scholarly journals The Effect of Quality Management Practice on Business Performance of SMEs in Merhabete/ Alem Ketema/, North Shoa, Ethiopia

2021 ◽  
pp. 1-12
Author(s):  
Meron Bekele
Keyword(s):  
Quality Management ◽  
Business Performance ◽  
Management Practices ◽  
Management Practice ◽  
Primary Data ◽  
Measurement Instruments ◽  
Independent Variables ◽  
Quality Management Practices ◽  
Supplier Quality Management ◽  
Key Dimensions

The study investigated the quality management practices and business performances of SMEs in Merhabete/Alem Ketema, Ethiopia. Four key dimensions of quality management practices including customer focus, human resource focus, supplier quality management, and continuous improvements were used as independent variables accompanied by different measurement instruments under each variable, while a non-financial performance variable was used to measure the business performance. Primary data was collected using a self-administered questionnaire from a sample of 245 employees. Data were analyzed using descriptive and econometrics analysis. The findings indicate that the four key independent variables had a positive and significant effect on the performance of SMEs. The study recommended that SMEs should ensure that the objectives of the organization are linked to customer needs and expectations to improve performance, and they should allow participative consultation and engagement of employees in making decisions on quality issues and provide freedom to act with responsibility and accountability. 

scholarly journals Influence of Quality Management Practices On Employees' Perception of Organizational Effectiveness at Ks&Ew

2018 ◽  
Vol 14 (2) ◽  
pp. 117-131
Author(s):  
Burhan Ahmad ◽  
Keyword(s):  
Quality Management ◽  
Organizational Effectiveness ◽  
Management Practices ◽  
Positive Impact ◽  
Relevant Literature ◽  
Primary Data ◽  
Independent Variables ◽  
Quality Management Practices ◽  
Top Management Commitment ◽  
The Impact

The research was conducted with the purpose to identify the influence of various Quality Management Practices (QMPs) on organizational effectiveness at Karachi Shipyard and Engineering Works (KS&EW). The QMPs selected for the research included Customer focus approach', Education and Training, Continuous Improvement, Teamwork, and Top Management Commitment. Adopting deductive approach, hypotheses were first formulated after extracting independent variables from the relevant literature. A research instrument in the form of a well-structured questionnaire was developed for collection of quantitative primary data from a sample of 80 respondents. The collected data were then treated by applying correlation and regression analysis tools. The impact of independent variables on dependent variable was established. Findings of the study indicate that there is a positive impact of various practices (independent variables) on organizational effectiveness, although with varying degree. Overall, employees have a positive perception about existing TQM practices and believe that these are quite effective to achieve desired objectives. This study is considered quite beneficial for the management of KS&EW for ascertaining influence of quality management practices on organizational effectiveness. Managers of the organizations of other industries and academia may also find the study useful and can benefit from its findings. In the end some useful measures have been recommended to enable KS&EW for further improving organizational effectiveness.

Total Quality Management Practices in Multinational Corporations

2017 ◽  
pp. 805-823
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Multinational Corporations ◽  
Management Practices ◽  
Total Quality ◽  
Quality Management Practices ◽  
Supplier Quality Management ◽  
Service Training ◽  
Dynamic Quality

This chapter introduces the practices of Total Quality Management (TQM) in multinational corporations, thus explaining the history, overview, concept, and the various components of TQM. TQM practices and organizational culture, TQM practices and organizational performance (in terms of quality data and reporting, supplier quality management, product and service design, and process management), and the practical application of total quality management in service and manufacturing sectors are discussed. This calls for a change on the part of organization stakeholders to adopt these new practices through an effective in-service training for managers and staff to adequately put these principles into practice and by adopting an effective utilization of human resources to initialize and maintain the attempts to create a dynamic quality system. The chapter argues that applying total quality management practices in multinational corporations will significantly enhance organizational performance and achieve business goals in the global business environment.

scholarly journals Effects of Total Quality Management Practices on Operational Performance of Ethiopian Plastic Industry

2020 ◽  
Vol 9 (6) ◽  
pp. 174-178
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Management Practices ◽  
Addis Ababa ◽  
Research Work ◽  
Operational Performance ◽  
Primary Data ◽  
Total Quality ◽  
Supplier Quality Management ◽  
Plastic Industry

The purpose for this research work is to evaluate the degree of total quality management (TQM) implementation in the Ethiopian plastic industry in Addis Ababa, Ethiopia and its impact on operational performance. A quantitative approach has been used via a self-administrated questionnaire. A simple random sampling technique was used to collect primary data. Correlation and regression procedures were used to analyse the primary data. The result of investigation on the level of TQM practices indicated that case industry has an acceptable level of TQM implementation. In addition, based on the regression analysis, it is concluded that two out of five of the selected TQM practices (training and supplier quality management) are significantly correlated with operational performance of plastic industry. In this process supplier quality management was considered as the most important TQM factor in terms of impacting operational performance

The impacts of quality management practices on business performance

2008 ◽  
Vol 25 (8) ◽  
pp. 809-823 ◽  
Author(s):  
Qin Su ◽  
Zhao Li ◽  
Su‐Xian Zhang ◽  
Yuan‐Yuan Liu ◽  
Ji‐Xiang Dang
Keyword(s):  
Quality Management ◽  
Business Performance ◽  
Management Practices ◽  
Quality Management Practices

scholarly journals The Impact of Quality Management Practices on Manufacturing Performance: An Empirical Study Based on System Theory

2021 ◽  
Author(s):  
Jie Liu ◽  
Dejuan Zhuang ◽  
Wei Shen
Keyword(s):  
System Theory ◽  
Quality Management ◽  
Management Practices ◽  
Management Practice ◽  
Core Competitiveness ◽  
Manufacturing Enterprises ◽  
Quality Management Practices ◽  
Practice Elements ◽  
Manufacturing Performance ◽  
The Impact

Abstract As one important part of core competitiveness of manufacturing enterprises, quality management practices have gradually received more attention. In many existing researches, quality management practices are regarded as a whole or categorized into two or four types of practice elements for discussions. There are less researches on the relationships among specific quality management practice elements and their impacts on manufacturing performance. This study analyzes quality management practices with the philosophical thinking of system theory, and deconstructs the mechanism of the mutual influences and synergies among various quality management practice elements and also their impacts on manufacturing performance, from an overall perspective through an empirical research. At last, a model of quality management practice synergies is built, as a theoretical support for manufacturing enterprises implementation of quality management practices.

Total Quality Management Practices in Multinational Corporations

2015 ◽  
pp. 1-26 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Multinational Corporations ◽  
Management Practices ◽  
Total Quality ◽  
Quality Management Practices ◽  
Supplier Quality Management ◽  
Service Training ◽  
Dynamic Quality

This chapter introduces the practices of Total Quality Management (TQM) in multinational corporations, thus explaining the history, overview, concept, and the various components of TQM. TQM practices and organizational culture, TQM practices and organizational performance (in terms of quality data and reporting, supplier quality management, product and service design, and process management), and the practical application of total quality management in service and manufacturing sectors are discussed. This calls for a change on the part of organization stakeholders to adopt these new practices through an effective in-service training for managers and staff to adequately put these principles into practice and by adopting an effective utilization of human resources to initialize and maintain the attempts to create a dynamic quality system. The chapter argues that applying total quality management practices in multinational corporations will significantly enhance organizational performance and achieve business goals in the global business environment.

Using asset-based criterion to implement quality management philosophy in service operations to enhance business performance

2018 ◽  
Vol 35 (10) ◽  
pp. 2195-2211 ◽  
Author(s):  
Satish Mehra
Keyword(s):  
Quality Management ◽  
Organizational Performance ◽  
Business Performance ◽  
Management Practices ◽  
Retail Banking ◽  
Content Type ◽  
Management Philosophy ◽  
Quality Management Practices ◽  
Study Results ◽  
The Impact

PurposeThe purpose of this paper is to study the impact of successfully assessing basic resources of an organization, such as technology and human resources, needed to enhance performance of service businesses through the use of quality management ideals. Effective coordination of these two types of organizational assets is shown to impact both the design and the implementation of quality management practices, which than leads to enhanced organizational performance.Design/methodology/approachRetail banking firms were surveyed for this study to analyze empirical data related to technology and people-based assets. Results were corroborated on the basis of in-depth interviews with several banking managers to provide real-world verification of the findings.FindingsThis study identifies the significance of key assets in a banking service environment that can help the implementation of quality management philosophy. Paper discusses how managers can focus on the development of key assets as well as the use of these assets in the design of quality management processes to enhance business performance.Research limitations/implicationsThis research focused on a specific sector of the service industry, the banking sector. Relatively small size of the study sample may have impacted the outcome of research applicability on a wide spectrum of businesses. Also, constantly changing financial regulations could not be incorporated in the study. On the positive side, strong managerial feedback provides guidance toward adopting the study results, and lays the foundation for future research suggesting an additional focus on corporate responsibility and sustainability issues while managing quality.Originality/valueAs today’s rapidly evolving society pushes people out of service encounters, replacing them with efficient and cost-saving technology, roles of both the people and the technology in an organization must be fully understood. This paper shows that, despite the exponential growth of technological innovation, both people and technology are critical to enhancing organizational performance through successful adoption of quality management practices.

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