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The individual and organizational level effects of TQM practices on job satisfaction

Author

Listed:
  • Daniel I. Prajogo
  • Brian Cooper

Abstract

Purpose - The purpose of this paper is to examine the multi-level relationship between people-related total quality management (TQM) practices and employee job satisfaction. The authors draw upon organizational climate theory to hypothesize that TQM is related to job satisfaction at the individual employee level, as well as at the organizational level in the form of shared perceptions of TQM practices in the workplace. Design/methodology/approach - Multi-level modelling was used to test the study hypotheses. The sample was drawn from 201 employees working in 23 organizations in Australia. Findings - The findings show that people-related TQM practices are positively related to job satisfaction at both individual and organizational levels, with a stronger effect on employee attitudes observed at the organizational level. Research limitations/implications - The statistically significant multi-level relationship between people-related TQM practices and job satisfaction extends the findings of previous studies conducted only at the individual level; thus, supporting the sustainability of TQM as a management principle at a company-wide level. Practical implications - The findings broadly support the implementation of people-related TQM practices as part of a strategy of creating a “high performance” climate in organizations, which in turn, will likely to positively affect both individual and organizational performance. Social implications - From a wider social perspective, the implementation of TQM practices as a company-wide initiative could facilitate greater corporate social responsibility of the organization. Such practices as training, involving, and empowering employees can promote social commitment by valuing employees as one important stakeholder. Originality/value - This is the first empirical study to the best of the author’s knowledge that uses multi-level modelling to examine the relationship between TQM practices and employee attitudes such as job satisfaction.

Suggested Citation

  • Daniel I. Prajogo & Brian Cooper, 2017. "The individual and organizational level effects of TQM practices on job satisfaction," International Journal of Manpower, Emerald Group Publishing Limited, vol. 38(2), pages 215-225, May.
  • Handle: RePEc:eme:ijmpps:ijm-12-2014-0240
    DOI: 10.1108/IJM-12-2014-0240
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    Citations

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    Cited by:

    1. Mahmoud Al-dalahmeh & Ra’ed Masa’deh & Rana Khaled Abu Khalaf & Bader Yousef Obeidat, 2018. "The Effect of Employee Engagement on Organizational Performance Via the Mediating Role of Job Satisfaction: The Case of IT Employees in Jordanian Banking Sector," Modern Applied Science, Canadian Center of Science and Education, vol. 12(6), pages 1-17, June.
    2. Damjan Maletič & Matjaž Maletič & Basim Al-Najjar & Boštjan Gomišček, 2020. "An Analysis of Physical Asset Management Core Practices and Their Influence on Operational Performance," Sustainability, MDPI, vol. 12(21), pages 1-20, October.
    3. Oluwafemi & Olaoluwa J. & Okon & Samuel Essien, 2018. "The Nexus Between Total Quality Management, Job Satisfaction And Employee Work Engagement In The Food And Beverage Multinational Company In Nigeria," Organizations and Markets in Emerging Economies, Faculty of Economics, Vilnius University, vol. 9(2).
    4. Yongrong Xin & Ume Laila & Shuo Zhang, 2024. "Modeling the influence of green innovation on environmental sustainability of small and medium-sized enterprises: A way towards sustainable development," Energy & Environment, , vol. 35(2), pages 779-794, March.
    5. Ridwan Tonny Hasiholan Pane & Djoko Setyadi & Titik Rosnani, 2022. "Implementation of Quality Management towards the Internal Service Quality and Trust in Management and its Impact on Job Satisfaction: The Role of Moderation of the National Health Insurance System," International Review of Management and Marketing, Econjournals, vol. 12(3), pages 1-9, May.

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