Total quality management and performance: The role of organization support and co‐worker support

Abstract

Purpose

The purpose of this paper is to explore the relationship between the extent of total quality management (TQM) implementation and organization performance, and the moderating effect of co‐worker support and organization support on the TQM/performance relationship.

Design/methodology/approach

A questionnaire survey was developed and distributed to a sample of firms selected from the motor vehicle parts and accessories industry.

Findings

Analysis of the data supports a strong positive relationship between the extent of implementation of TQM practices and organization performance. This study also found that co‐worker support and organization support moderated the relationship between TQM implementation and organization performance

Research implications

This study has important implications for managers. First, it motivates managers (and provides a justification) to invest in the time and resources to implement TQM programs. Based on the results of this study, the implementation of TQM practices is associated with enhanced organization performance. Second, evidence from this study signals the importance of developing an environment or “culture” of support to further enhance the performance outcomes of TQM implementation. If employees do not feel there is acknowledgement and support from the organization and from work colleagues, then the implementation of TQM programs may be sub‐optimal.

Originality/value

There is increasing recognition of the importance of human factors in successful TQM implementation. Within this context, no previous research has empirically examined the synergistic moderating effect of co‐worker support and organization support on the relationship between TQM and performance.

Citation

Joiner, T.A. (2007), "Total quality management and performance: The role of organization support and co‐worker support", International Journal of Quality & Reliability Management, Vol. 24 No. 6, pp. 617-627. https://doi.org/10.1108/02656710710757808