Drawing a framework from the organisational economics literature, this study examines the determinants of ISO accreditation in the New Zealand manufacturing sector. The results of fitting a logistic regression model to cross-sectional data for 1994 indicate that consistent with expectations, ISO accreditation was positively related to firm size, investment opportunity set and market segmentation. However, profitability was found not to be statistically significant.

Determinants of ISO accreditation in the New Zealand manufacturing sector

Total quality management (TQM) has been widely recognised as a management philosophy and a well-known approach for process improvement and innovation. Among extant studies there is still a lot of debate on the TQM-innovation relationship, most focus on manufacturing and services rather than educational institutes, such as universities. Today, universities are no longer seen as higher education institutes (HEIs), but as continuing education institute (CEIs). Having realised the importance of TQM-innovation, universities have started to adjust its courses to meet the needs of various markets and customers. Based on a thorough review of contemporary TQM literature and comparative examinations of TQM definitions, this paper assumes that all successful TQM factors in manufacturing, services and HEIs will also fit CEIs. To solve the problems resulting from the omitted effects of the environmental context, this paper aims to systematically explore arguments regarding the TQM-innovation relationship in different ...

Exploring TQM-Innovation relationship in continuing education: A system architecture and propositions

The purpose of this paper is to establish a conceptual model to examine the different dimensions of people-related TQM practices and its relationship with job satisfaction and turnover intention. The theory of total quality management (TQM) principles and the concept of job satisfaction and turnover intention provide as preliminary points to construct the integrated conceptual model, connecting TQM practices, job satisfaction and turnover intention aspects. Using a wide-range of literature review, six p eople-related practices of TQM (that is leadership, training and development, employee empowerment, employee involvement, teamwork, and reward and recognition), job satisfaction and turnover intention are linked in a structured manner to investigate their relationships. The findings provide a basic guideline for establishing an improved and revised model to advance the TQM, job satisfaction and turnover intention literatures. This study serves to be beneficial for managers in any organization, who desire to enhance the level of job satisfaction and reduce the level of turnover intention in their firms, through an effective implementation of the relevant people-related TQM practices.

	 

	Key words: People-related, total quality management (TQM) Practices, job satisfaction, turnover intention.

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The relationship between people-related total quality management (TQM) practices, job satisfaction and turnover intention: A literature review and proposed conceptual model

The planning phase of a quality management programme is as important as the implementation of the programme because total quality management (TQM) requires the integration of the philosophies, practices, tools, methods and techniques into a coherent plan. This process is further complicated due to the differing management style between the expatriate and local managers in many multinational firms, high employee turnover, and other factors endemic to the Asia-Pacific region. In this paper, we study the process of TQM implementation in the Hong Kong division of a multinational company. Using data collected from interviews and through a questionnaire, we analyse the problems faced in TQM implementation and provide management with corrective recommendations. The contribution of this paper is to discuss the pitfalls in the implementation and to recommend strategies for promoting TQM. Even though the analysis is based on a case study approach, since many of these problems are common to this region, the signific...

Pitfalls in total quality management implementation: The case of a Hong Kong company

The aim of this paper is to investigate the strategic dynamics of total quality management (TQM) in an organisation using a grounded theory research methodology. Inductive grounded theory research methods are used to improve understanding. The main element of the research methodology is a longitudinal case study. The key findings, first indicate, that TQM and the Business Excellence Model (BEM) are not strategically significant models in an organisational context and lack dynamic representation. Second, the majority of the corporate strategic process and the key strategic drivers are outside the TQM environment. Finally, it is concluded that TQM can act as a strategic dynamic catalyst, incorporating culture, strategy and business operations.

The strategic placement of TQM in the organisation: a grounded study

The popular management literature extols the benefits of total quality management (TQM) as a panacea for the productivity problems associated with traditional management. Powerful statements on the value of quality as a competitive weapon have been advanced, attributing a multitude of benefits to the approach, including increased efficiency and productivity, increased worker commitment and performance, and improved customer satisfaction. However, barriers to the success of TQM have been less frequently addressed. Implicit assumptions about the efficacy of worker participation in facilitating the total quality agenda are evident in the promotion of employee participation as the ‘management’ dimension of TQM. A body of literature in the behavioural science field has contributed empirical evidence that suggests that the consequences of employee participation in decision-making may vary. In fact, under certain circumstances, worker participation may actually be dysfunctional to the organization that uses it. ...

Adopt a new philosophy: the TQM challenge

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Adopt a new philosophy: the TQM challenge