Employee perception about the

effectiveness of Quality Management

practices

G.G.G.N.M.C.L.K NAWARATHNA
 
STUDENT NUMBER 17253
01. INTRODUCTION
The global textile industry, particularly the Apparel Industry has seen remarkable changes in
the past few years. the garment manufacturing industry and the garment companies in
developed countries are now always on the lookout for a cheap source of garment production.
(Wijendra, 2019).

The elimination of global export quotas has led to a shift toward low-cost countries having
strong and established clothing industries, especially Asian countries such as Sri Lanka.

The market-friendly economic reforms which are identified as the engine of growth by the
private sector, place a greater emphasis on the export-led industries. The second important
factor is Multi-Fiber Arrangement (MFA) (Wijendra, 2019).

Many scholars claim that employees can implement quality management practices in any
organization in any sectors of the economy such as manufacturing, service, education, and
government   (James W. Dean, and David E. Bowen, 1994).
1.1. PROBLEM STATEMENT

In relation to the employee’s orientation of quality management, most prior studies
have emphasized the impact of quality management practice on different types of
attitudinal variables, such as employee involvement, organizational commitment,
and job satisfaction (Karia and Asaari, 2006; Lam, 1995; Ooi et al., 2007; Tor,
1996; Wilkinson et al., 1992; Wilkinson et al., 1997). 

By Hassan, Malik, & Faiz (2012), have found 12 quality management practices
factors impacting the organization's overall performance.

Sadikoglu & Zehir (2010) used eight dimensions to measure TQM practices in
studying the effects of innovation and employee performance on the relationship
between total quality management practices and firm performance.
 1.2. REASECH QUESTION
Primary Secondary Research Questions
Research
Question
What are the 01. Whether employees perceive leadership support in relation to the effectiveness of quality
factors of management practices?
employees
perceiving the 02. Whether employees perceive the organization's quality policy towards the effectiveness of the
effectiveness of organization's quality management practices?
quality
management 03. Whether employees perceive quality planning on the effectiveness of quality management
practices of practices?
organization?
04. Whether employees perceive the influence of training and development on the effectiveness
of an organization's quality management practices?

05. Whether do employees perceive the influence of customer focus in relation to the
effectiveness of the organization's quality management practices?

06. Whether do employees perceive the influence of supplier management in relation to the
effectiveness of the organization's quality management practices?
1.3. RESEARCH OBJECTIVES

Primary Objectives
I. To assesses employee perception on effectiveness of the quality management
process
II. To assesses the role of different organizational factors in shaping the
effectiveness of the quality management practices of the organization.

Secondary Objectives
Expect to identify the perception of employees in relation to Leadership Support,
Quality Policy, Quality Planning, Training and development, customer focus,
supplier management and its influence on the effectiveness of Quality Management
Practices.
1.4. SIGNIFICANCE OF THE STUDY

The study findings will help to understand the underlying motivation is to enhance
both the management and policy maker’s understanding of the relationship between
quality management practices.

Many studies have been conducted to identify the benefits of having effective quality
management practices. It generates quality products and services, more satisfied
customers and employees, reduced costs, improved financial performance, enhanced
competitiveness, and increased productivity (Kaynak, 2003).

Quality management practices claim to help a company to increase customer

satisfaction and employee satisfaction. (Sila, 2006).
2. LITERATURE REVIEW

2.1. QUALITY MANAGEMENT PRACTICES AND

ORGANIZATIONAL PERFORMANCE

Quality Management Systems (QMS) in organizations foster efficiency and

effectiveness of the organization. Quality management (QM) is both a set of
guiding principles and management styles that have been adopted by managers in
organizations to improve competitiveness and organizational performance.

Many scholars claim that managers can implement TQM in any organization in
any sector of the economy such as manufacturing, service, education, and
government (Dean & Bowen, 1994) and it generates quality products and services,
more satisfied customers and employees, reduces costs, improves financial
performance, enhances competitive, and increases productivity (Kaynak, 2003).
2.1.1. Factors affecting the success of QMS
The quality management Practices identified in measurement studies carried out
around the world in recent years. (Hassan, Malik, & Faiz, 2012), it had tested total
quality management practices in relation to two major aspects.

1. Tools and techniques - Incentive and Recognition System, Process,

Monitoring and Control, and Continuous Improvement.(Hassan, Malik, &
Faiz, 2012)

2. Behavioral factors - Fact-based management, Top management’s

commitment to quality, Employee involvement and Customer focus.
Furthermore (Hassan, Malik, & Faiz, 2012)
2.1.2. Effect of employee involvement on Quality Management Practices

Relationship between organizational innovation and employees’ involvement with

total quality management practices.

The results show that different total quality management practices such as;

• Training positive impact on employee

• Employee management performance, firm performance
and firm innovative
• process management
performance.
• Leadership
• supplier management
• continuous improvement
• customer focus
Sadikoglw and Zehir (2009) and Brun (2010)
2.1.3. Employee satisfaction and perception about the quality management
practices

The process of organizing, interpreting and integrating external stimuli received

through the senses - Cole (2005)

People perceive the world in terms of their least satisfying needs and that their
perceptions tend to recognize goals that will satisfy their needs - Graham (1998)

Perception can therefore greatly differ from reality based on an individual’s

characteristics. Robin (1996) is of the view that interpretation of what one sees is
heavily influenced by personal characteristics.
1.2.4. Factors influencing employee perception

 The employee should take part in the development of performance standards, the
creation of rating format, and measurement scales (Robert, 2003) - Employee
participation is more effective when the working environment encourages trust,
open communication, and equality of employee treatment.

Another study conducted to investigate and measure the factors of quality

management practices by (Zehir & Sadikoglu, 2010) used eight dimensions.
Furthermore, the same study tested the relationship between total quality
management practices and firm performance. Eight dimensions can be outlined as
Leadership (L), Training (T), Employee Management (EM), Information and
Analysis (IA), Supplier Management (SM), Process Management (PM), Customer
focus (CF) and Continuous improvement (CI)
3. Research Methodology
3.1 Conceptual Framework

Independent Variables Dependent

Variables

Quality Management
Practices
 Leadership Support
 
 Quality Policy
 Quality Planning Employee’s perception on
 Training and the Effectiveness of
development Quality management
 Customer focus practices
 Supplier
management
 3.2. Sampling

The selected population for the research study would include the management,
executives, and staff level employees of ABC (pvt) Ltd of XYZ Holdings because
they are the people who are mainly involve in the quality management practices. The
300 employees. A random stratified random sampling technique is consider as the
method of collection data. The stratum considers management level, executive level,
and staff members
 Management – 25 Nos
 Executives: - 50 Nos
 Staff: - 75 Nos
3.3. Data analysis
 Reliability analysis :- to analyze the data to be collected to ensure that the developed questions measure the
relevant variable and to measure the reliability of the data to be collected to obtain better results.
 
 Descriptive analysis:- to analyze the data qualitatively and quantitatively and therefore expected to be used to
obtain information about the central tendency (mean, median, and mode), dispersion (variance, standard
deviation) of the data and normality (kurtosis and skewness) of the data.

 Frequency analysis: - to be used to identify the factors of the current system that negatively and positively affect
the effectiveness.

 Factor analysis - Supports identifying the most influencing factors among all the considered factors.

 Structural equation modeling - to be identify the relationship between each factor and the relationship between
factors and effective quality management. Structural modeling is a powerful multivariable analysis technique.
3.4. Expected output

This research is intended to examine the employees' perception of quality

management practices in ABC (pvt) ltd. Leadership, policy, governance planning,
training and development, customer support and network management were
identified as important according to the previous studies.

Current management practices, controlling factors of problematic situations and

the study of employee perceptions are expected to suggest solutions to existing
problems