Pub Date : 2020-06-12DOI: 10.1080/10686967.2020.1767007
G. Hwang, H. Yoon, Myungweon Choi
Abstract The purpose of this study is to understand the effects that soft TQM practices have on employees. Based on the ability, motivation, opportunity (AMO) framework, we proposed that the soft TQM practices might lead to positive employee outcomes by enhancing employees’ readiness for change. Using 8,417 survey responses collected from a large-sized IT service firm in South Korea, we empirically tested the relationships among the soft TQM practices, employees’ readiness for change, and employee outcomes. The results show that the soft TQM practices enhance employees’ readiness for change, thereby increasing their organizational commitment and reducing their turnover intention. The findings suggest that the organization needs to empower employees, organize them as a team, train them to be ready for TQM, and communicate important information to them so that they can be ready for TQM and have favorable work attitudes during the change process.
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To the general public the national response to the 1993 midwest floods abated after the offers of assistance to flood victims, many of whom have returned to normal routines in their homes and businesses. However, the 1993 flood was of sufficient magnitude and duration to motivate a continuing debate over the nation's approach to flood hazard management. The Spring 1994 issue of Update, published soon after the flood event, sought to describe the lessons from the 1993 experience. The search for lessons was also underway by a White House appointed task force under the leadership of BG Gerald E. Galloway, Jr. In June 1994, after several months of work, the report Sharing the Challenge was published. Sharing the Challenge has become the focal point of a national continuing review of flood hazard management programs. The White House continues to ponder which of the many recommendations of Sharing the Challenge it will implement. Meanwhile, efforts will be made in the new Congress, as they were in the last Congress, to incorporate some of the recommendations into legislation.
{"title":"Editor’s overview","authors":"S. T. Foster","doi":"10.1353/cwh.2019.0028","DOIUrl":"https://doi.org/10.1353/cwh.2019.0028","url":null,"abstract":"To the general public the national response to the 1993 midwest floods abated after the offers of assistance to flood victims, many of whom have returned to normal routines in their homes and businesses. However, the 1993 flood was of sufficient magnitude and duration to motivate a continuing debate over the nation's approach to flood hazard management. The Spring 1994 issue of Update, published soon after the flood event, sought to describe the lessons from the 1993 experience. The search for lessons was also underway by a White House appointed task force under the leadership of BG Gerald E. Galloway, Jr. In June 1994, after several months of work, the report Sharing the Challenge was published. Sharing the Challenge has become the focal point of a national continuing review of flood hazard management programs. The White House continues to ponder which of the many recommendations of Sharing the Challenge it will implement. Meanwhile, efforts will be made in the new Congress, as they were in the last Congress, to incorporate some of the recommendations into legislation.","PeriodicalId":38208,"journal":{"name":"Quality Management Journal","volume":"27 1","pages":"133 - 133"},"PeriodicalIF":0.0,"publicationDate":"2020-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1353/cwh.2019.0028","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49059384","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-06-12DOI: 10.1080/10686967.2020.1767009
M. Ford, Bertie M. Greer
Abstract To cope with external uncertainty, managers adjust supply chain quality management (SCQM) practices to ensure that quality-related aspects of interorganizational resource flows remain stable. This paper considers the nature of those adjustments when uncertainty presides at the institutional level—the political and legal realm where rules governing supply chain exchange are established and enforced. As institutional uncertainty increases, SCQM practices are proposed to shift from postures that abide by the existing institutional order to those that evade or alter unstable institutional settings. Examples of SCQM activities associated with evading and altering postures are likewise offered. An important, and somewhat novel, implication of this work is that effective interorganizational quality management requires capability for navigating and, in some cases, altering institutional environments—jurisdictions sometimes considered beyond the customary scope of quality management.
{"title":"Institutional uncertainty and supply chain quality management: A conceptual framework","authors":"M. Ford, Bertie M. Greer","doi":"10.1080/10686967.2020.1767009","DOIUrl":"https://doi.org/10.1080/10686967.2020.1767009","url":null,"abstract":"Abstract To cope with external uncertainty, managers adjust supply chain quality management (SCQM) practices to ensure that quality-related aspects of interorganizational resource flows remain stable. This paper considers the nature of those adjustments when uncertainty presides at the institutional level—the political and legal realm where rules governing supply chain exchange are established and enforced. As institutional uncertainty increases, SCQM practices are proposed to shift from postures that abide by the existing institutional order to those that evade or alter unstable institutional settings. Examples of SCQM activities associated with evading and altering postures are likewise offered. An important, and somewhat novel, implication of this work is that effective interorganizational quality management requires capability for navigating and, in some cases, altering institutional environments—jurisdictions sometimes considered beyond the customary scope of quality management.","PeriodicalId":38208,"journal":{"name":"Quality Management Journal","volume":"27 1","pages":"134 - 146"},"PeriodicalIF":0.0,"publicationDate":"2020-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/10686967.2020.1767009","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45120338","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-06-12DOI: 10.1080/10686967.2020.1767008
L. K. Toke, S. D. Kalpande
Abstract The purpose of this paper is to carry out the study on Total quality Management (TQM) in small and medium enterprises (SMEs) and understand the key issues involved in the implementation of TQM in Indian context. The aim of paper is to identify the critical success factors (CSF) through quality award model for effective implementation of TQM. Study found that very few TQM implementation model are developed for SMEs and no large scale empirical research has been systematically conducted dealing with TQM implementation in Indian manufacturing SMEs. It is found that the investigation for to bridge this gap is truly needed by developing the TQM model especially for SMEs. The limitations identified for this paper are (First) this study was limited only to SMEs of the manufacturing industries in Indian context. This cross sectional study was based on the quality award model and suitable to achieve the expected quality level of an organization for continuous improvement. This paper can increase the awareness of the significance of TQM strategy, which could help managers of SMEs to have a better understanding of the benefits of implementing TQM and therefore enable patient satisfaction within their organizations.
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Pub Date : 2020-06-12DOI: 10.1080/10686967.2020.1767468
Rebecca Simmons
Professionals who work in quality and continuous improvement often speak of company culture; we blame it when improvements fail and change doesn’t stick, and we ignore it when we celebrate success with our teams. If culture is so critical to success, are we doomed to fail as a result of “bad” culture? Are we guaranteed success if our organization has “good” culture? According to Jeff Veyera, the answer is an emphatic no. As he points out, our fatal flaw is that we mention culture and proceed to plow forward without any attempt to understand, categorize, or evaluate the current culture and the impact it will have on our efforts. Mr. Veyera’s book is written to fill the gap between knowing that culture is important and truly understanding and evaluating the existing culture. He not only provides a clear definition of culture, he breaks the definition into three smaller chunks (communicated, understood, and lived) to highlight the various disconnects that can occur between stated values and reality. As we walk through an example, Mr. Veyera explores a continuum of organizational behavior which can be evaluated by applying objective rating scales (similar to FMEA). When combined with his recommended cultural dimensions, we have a way to actually document and categorize the culture of an organization. Understanding and articulating the existing culture then provides the opportunity to assess gaps between our current state and our desired future state. As you may imagine, a simple concept quickly becomes exponentially more complicated, and the author does a nice job demonstrating this through examples. In doing so, he provides a structure and language that should be useful to anyone interested in understanding or changing the culture of an organization. This is a book for anyone interested in organizational culture. It may be overwhelming to those new to culture discussions, but those with experience will likely find themselves exploring familiar territory in a meaningful way. If you lead or work with a team that has frequent conversations about culture, sharing and discussing the text as a group could be beneficial. Beyond simply establishing a common language, the author provides assessment tools to document culture and facilitate conversations about what to do, and where to focus our efforts, as well as next steps. Don’t overlook the appendices where he explores the implications of company size, globalization, and generational differences; there is even a section dedicated to culture and job searches.
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Pub Date : 2020-03-30DOI: 10.6008/cbpc2674-6417.2020.001.0001
Lucas Maximiano Ferreira, Ernani de Souza Guimarães Júnior, A. Moreira
Este estudo aborda a avaliação de desempenho realizada no estado de Minas Gerais. Tal abordagem se justifica em analisar as bases teóricas e jurídicas que regulamenta a avaliação de desempenho do servidor público estadual dentro da administração pública. O propósito deste estudo que tem como tema central a gestão de pessoas no setor público estadual, em especial quanto à avaliação de desempenho, é caracterizar a avaliação de desempenho realizada pelo governo de Minas Gerais. Utilizou-se como metodologia para alcançar o objetivo a pesquisa bibliográfica e documental. Como resultado constatou-se que o governo estadual em questão faz uso da ferramenta de avaliação por comissões onde um grupo seleto de pessoas é responsável pela coordenação e retorno ao final do processo avaliativo. A avaliação de desempenho propicia ao serviço prestado um controle de qualidade, pois além de avaliar o comportamento do colaborador avalia suas habilidades e competências. Os dados são utilizados como subsídios de futuras ações, o que caracteriza a gestão do desempenho.
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Pub Date : 2020-03-19DOI: 10.1080/10686967.2020.1722047
Pratap Kumar, T. R. Ramanan, Muhammed Shafi Keelath
Abstract This article is a pioneer work that examines the mediating role of quality management (QM) capability on the relationship between dynamic capability and new product development (NPD) performance in the electronics sector. Dynamic capabilities help a firm sustain its competitiveness in the changing environment, and the electronics industry is chosen as the setting for the research, considering the high level of dynamism in terms of customer preferences, competition, and technology. The proposed model is validated through an empirical study among 123 NPD units in the electronics manufacturing sector. NPD performance is analyzed employing structural equation modeling on the competitive performance, customer satisfaction, development cost and development time. The results of the analysis support the hypothesis that the dynamic capabilities affect the NPD performance along all the dimensions except development cost and QM capability mediates on these relations. The findings can be used by the decision-makers worldwide and across industries to achieve enhanced NPD performance.
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Pub Date : 2020-03-19DOI: 10.1080/10686967.2020.1726699
S. Foster
Greetings from the spring issue of the Quality Management Journal. The number of submissions to the QMJ took a 22 percent leap last year. I think the increase in submissions is evident in the improving quality of articles we are publishing. Our conclusion is that researchers and firms are re-emphasizing the importance of quality management. Following is a synopsis of the articles in this issue. The first article is “The mediating role of quality management capability on the dynamic capability new product development performance relationship: An empirical study among new product development units in the electronics sector” by Pratap Kumar, Thiyagarajan Radha Ramanan, and Muhammed Shafi Keelath. In this article, the authors found that their analysis supports the hypothesis that dynamic capabilities affect new product development performance “along all the dimensions except development cost, and QM capabilities mediate on these relationships.” The second article is “Toward cost-effective service excellence: Exploring the relationship between managers’ perceptions of quality and the operational efficiency and profitability of restaurants” by Marko Kukanja and Tanja Planinc. In this study, the DINESERV tool was applied to assess managers’ perceptions of service quality, operational efficiency and profitability. They used data envelopment analysis and structured equation modeling to evaluate the data. The next article is “A total quality service framework for private higher education in South Africa” by Riaan Dirkse van Schalkwyk and Rigard Johan Steenkamp. In this article, the researchers studied six private universities in South Africa to identify relevant service quality dimensions. The researchers used factor analysis in their study. Finally, we present the article, “The impact of grocery retail superstores location on the customer’s perceived quality of servicescape in Jordan” by Yazan Khalid AbedAllah Migdadi and Enas Hasan Ali Abdel-Rahman. In this study, the researchers examined to what extent the customers’ shopping at more convenient, accessible, visible, and attractive locations impacts customer olfactory and auditory cues. Enjoy!
来自《质量管理杂志》春季版的问候。去年提交给QMJ的申请数量增加了22%。我认为投稿量的增加体现在我们发表的文章质量的提高上。我们的结论是，研究人员和企业正在重新强调质量管理的重要性。以下是本期文章的概要。第一篇文章是Pratap Kumar、Thiyagarajan Radha Ramanan和Muhammed Shafi Keelath的“质量管理能力对动态能力-新产品开发-绩效关系的中介作用：电子行业新产品开发单位的实证研究”。在这篇文章中，作者发现他们的分析支持了这样一种假设，即动态能力“在除开发成本之外的所有维度上”都会影响新产品开发性能，而质量管理能力在这些关系中起着中介作用。第二篇文章是Marko Kukanja和Tanja Planinc的《追求高性价比的卓越服务：探索经理对质量的看法与餐厅运营效率和盈利能力之间的关系》。在本研究中，DINESERV工具被应用于评估管理者对服务质量、运营效率和盈利能力的感知。他们使用数据包络分析和结构化方程建模来评估数据。下一篇文章是Riaan Dirkse van Schalkwyk和Rigard Johan Steenkamp的《南非私立高等教育的全面优质服务框架》。在这篇文章中，研究人员研究了南非的六所私立大学，以确定相关的服务质量维度。研究人员在研究中使用了因子分析。最后，我们介绍了Yazan Khalid AbedAllah Migdadi和Enas Hasan Ali Abdel Rahman的文章《约旦杂货零售超市的位置对客户感知服务质量的影响》。在这项研究中，研究人员检查了顾客在更方便、更容易接近、更显眼、更吸引人的地方购物对顾客嗅觉和听觉线索的影响程度。享受
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