• Journal of the Korean Society of Marine Environment & Safety
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• v.7 no.2
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• pp.49-65
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• 2001

Total Quality Management(TQM) is the source of competitive advantage for the enterprise faced with the dynamic change of the environment as the customer satisfaction era, unlike the past marketing era. It can have an effect on the strategical choice of the enterprise and becomes a new spotlight of management strategy in business administration recently with various techniques of organizational innovation, such as business re-engineering, benchmarking and so on. The TQM which has an essential part of a Risk Response Process is recognized as strategic aspects in Risk Management. TQM means the total management system that realizes management philosophy of customer satisfaction through continuous improvement and innovational thoughts on the basis of top-management＇s leadership and employees＇ involvement, policy of quality management, customer focus, development of human resources, empowered work forces, and supplier relationships. The data investigating the business performance effect of active factors in TQM based on the shipping firms were collected from 250 shipping firms in Korea by the use of questionnaire method and personal interviews at the selected samples.

• International Journal of Quality Innovation
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• v.6 no.2
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• pp.116-130
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• 2005

While there are many successful cases where application of the TQM model has reaped substantial benefits (Corcoran, 1996; Hayday, 1996 and Massey, 1996), there is little attempt to further develop the TQM model to meet organisations' development needs. The purpose of this paper is introduce the process of development of a fit-for-purpose management system model to meet the development needs of the MTR Corporation Limited, a metro company of Hong Kong. The new management system model is formulated based on the previous research results, on TQM but comprises a new approach to bridging their pitfalls. The formulation of the TMS elements is based on the common factors of four National Quality Awards (Japan, USA, Europe and Australia) and the critical factors developed by seven studies. These studies include those of Saraph et al. (1989), Flynn et al. (1994), Anderson et al. (1995), Powell (1995), Handfield and Ghosh (1995), Black and Porter (1996), and Ahire et al. (1996).

• Asian Journal for Public Opinion Research
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• v.10 no.2
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• pp.123-146
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• 2022

This study aims to identify the effect of the relationship between human resources management (HRM) and total quality management (TQM) on improving employee performance. Several previous qualitative studies have stated that TQM and HRM are separate methods. This article describes a new method using a quantitative approach. This research is needed to fill the gap in the literature by empirically analyzing the relationship between HRM, TQM practices, and organizational performance. Data was collected quantitatively from 100 employees in Indonesia through questionnaires and online survey methods. The data collected were analyzed using structural equation modeling (SEM) with the Lisrel 8.5 system. TQM-oriented HRM is operationalized as a second-order latent variable measured by four factors (training, empowerment, teamwork, compensation). The findings support the validity of the TQM-oriented HRM model as a hierarchical, second-order latent construct and show a strong relationship with employee performance. The results of this study are different from previous studies, which showed that TQM and HRM are separate methods. The results of our research provide an academic and practical overview that TQM-oriented HRM can be used to help organizations build platforms for human resources policies aimed at improving employee performance.

• Industrial Engineering and Management Systems
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• v.7 no.1
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• pp.34-43
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• 2008

In recent years, many electronics producing firms have looked upon total quality management (TQM) strategy as a means by which they could maintain competitive advantage. This empirical research evaluates TQM strategic factors in order to determine the critical success factors in environmental uncertainty. Fuzzy analytic hierarchy process (FAHP) is the proposed research methodology to discuss and tackle the different decision criteria like effective leadership, people management, customer focus, strategic plan and process management, being involved in identifying the TQM strategic critical success factors with uncertainty. The result shows that effective leadership is the most critical success factor in TQM strategy.

• Korean Journal of Construction Engineering and Management
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• v.9 no.4
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• pp.163-172
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• 2008

This study has provided the answer which construction companies to make complete competitive factors for sustainable growth in construction industry with to 21C environment changes. So the purpose of study is to provide a guideline for establishing the strategy of existence and growth. In order to carry out this purpose of study, above all after has been reviewed Quality Management by considering the characteristics of construction companies, TQM(Total Quality Management) component and business performance, the study has been made a close inquiry in causal relationship between TQM component(leadership, education.training, participation) and business performance(quality) in construction industry. The result of the study can be summarized as follows: First, a test was conducted to whether TQM component(participation) has a significantly positive effect on business performance(quality). Second, it was found that there was a positive casual relationship between each of the TQM factors and business performance(quality). TQM factors had great influences on the business performance of construction companies. So construction companies needed to make continuous efforts to enhance the business performance through TQM approach.

• Journal of the Korean Operations Research and Management Science Society
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• v.34 no.1
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• pp.101-121
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• 2009

The research literature presents that Total Quality Management (TQM) has been successfully embraced by firms for strategic and operational management in the last decades. However few studios analyze the role of TQM practices in the R&D environment. The objective of this study is to evaluate TQM practices implemented in manufacturing-based R&D organizations with respect to R&D performance. Our research model is primarily based on Malcolm Baldrige Criteria for Performance Excellence framework, including three moderating variables (industry type, organization size, quality management system certification), to propose hypotheses on the relationships between leadership practice, management practice and R&D performance. Results of canonical correlation analysis using data from 130 R&D organizations show that in aggregate leadership practice is positively related to management practice which is, in turn, positively related to R&D performance. These relationships are, however, affected by the moderating variables. Our results imply that TQM practices can be strategically adopted in the R&D organization.

• International Journal of Quality Innovation
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• v.7 no.1
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• pp.195-205
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• 2006

Both the total quality management (TQM) and learning organization (LO) appear to be promising approaches for organizational transformation towards a more effective, efficient, and responsive organization in the past. The evolutionary development and theory supports for these two fields are distinct but they appear to have more in common than they have in distinctiveness. However, there is little synergy developed between these two fields both in academic research and industrial applications. It is possibly due to the fact that both the academia and industry are taking a limiting polarized view of TQM and LO and hence not getting the benefits of linking the two. This paper tries to establish a link between the organizational learning capability and the quality culture for TQM implementation based on a case study on the largest vocational education institution, the Vocational Training Council, of Hong Kong. The study reveals that there is a strong positive correlation between organizational learning capability and quality culture. The exploratory explanations for the links between the organizational learning capability constructs and the quality culture constructs are also discussed in this paper. The findings of the study support other literatures that TQM should be embedded in LO and serves as an enabler for organizational learning (OL) in transforming and creating organizations which continuously expand their abilities to change and shape their future.

• Journal of Korean Society for Quality Management
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• v.25 no.4
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• pp.1-15
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• 1997

We performed the two analyses of variance to determine the total quality management practices in the environmental pollution prevention industry by classifying the companies based on the size (large or medium/small) and on the type (manufacturing or service). A few previous studies reveal that in Korea the large companies are not the same as the medium/small companies in the TQM practices while the practices are not alterated by the type of companies whether manufacturing or service. But in the United States the TQM practices are not affected by the size of the company. Su, pp.rting the previous studies on the Korean industry our studies show that the TQM practices are significantly influenced by the company size, but not by the type of the company. Taking the results of our studies into consideration we would also like to propose a revision of examination criteria for National Quality Management Award with special emphasis given to medium/small companies.

• Journal of the Korean Dietetic Association
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• v.16 no.4
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• pp.353-368
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• 2010

The purpose of the study was to identify the relationships Total Quality Management (TQM) performance, job satisfaction, and organizational commitment among dietitians in business and industry foodservice. A total of 300 dietitians working in business and industry foodservices in Seoul and Gyeonggi province were surveyed using a self-administrated questionnaire and 203 responses were obtained. The data were analyzed using SPSS Windows (Ver. 12.0) for descriptive analysis and reliability analysis, and AMOS (Ver. 5.0) for structural equation modeling. The respondents were all female, 56.7% single, and 71.4% under regular employment. By foodservice management type, 52.7% of the foodservice operations were self-operated. The majority of the operations provided meals more than twice a day (73.9%), and 70.4% offered a non-selective menu. The dietitians of the contracted foodservices tended to have higher TQM performance scores than those of the self-operated foodservices (P<0.01). There were no significant differences in job satisfaction and organizational commitment scores by the type of the foodservice management. TQM performance was found to have a positive effect on job satisfaction, and job satisfaction affected organizational commitment for both the self-operated and contracted foodservices. A relationship between TQM performance level and organizational commitment of self-operated foodservices was not found. On the other hand, TQM performance level was the principal significant factor for increasing the organizational commitment of contracted foodservices. This research suggests that business and industry foodservices need to improve TQM performance to enhance job satisfaction and organizational commitment of foodservice dietitians and to develop specified TQM strategies that can be applied to each type of foodservice management.

• International Journal of Quality Innovation
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• v.3 no.2
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• pp.57-73
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• 2002

Recent interests in total quality management (TQM) and business excellence (BE) had been fuelled with a range of national and regional awards. These awards are being increasingly used by organisations as part of the business improvement process and strategic benchmarking. This paper reviews the concepts and approaches of performance measurement (PM) and discusses the integration of PM with the TQM and BE philosophies. A TQM-BE-PM framework with a set of self-assessment checklists was developed. In order to complement the literature base with empirical evidence, an industry survey was conducted and a trial implementation of the framework was carried out in a leading manufacturing firm in Hong Kong. The self-assessment performance data of the fm was evaluated and then benchmarked with the industry averages obtained from the survey. This paper presents the empirical findings and discusses the applicability of the framework in measuring and benchmarking organisational performance toward continual improvement.