Relationships between Total Quality Management Practices, Organizational Culture and Teacher’s Performance: Study from Seventh Day Adventist High Schools in West Indonesia
DOI:
https://doi.org/10.21632/irjbs.6.2.105-119Keywords:
Teacher’s, performance, quality management, practices, organization culture, school operationAbstract
Teacher’s performance is the main key of school organization’s success. As the key, teachers’ genuineness is highlighted to be the most demanding of the school operations. They are actors, patrons, front liner workers, and models for the future. It shows that the role of teachers is the center of school operations. In the same situations, school operations are affected by school culture and quality management practices that enhance the teachers to do their duties properly. Teachers’ performances are tied to the culture and total quality management practices of the schools. The purpose of this research is to elaborate the relationships between implementation of total quality management practices, organizational culture and teacher’s performance. The research results indicate that there is a strong relationship between total quality management practices and teacher’s performance. Also there is a moderate relationship between organizational culture and teacher’s performance. While the relationship between total quality management and oganizationa culture is moderate relationship. Both total quality management practices and organizational culture positively and significantly affect teacher’s performance.
References
Aghajari N., Senin A.A., (2014), “Strategic orientation and dual innovative operations strategies – Implications for performance of manufacturing SMEs”, Asia-Pacific Journal of Business Administration, Vol. 6 No.2, pp. 127-147.
Al-Alawi A. I., Al-Marzoogi N. Y., Mohammed Y. F., (2007). Organization culture and knowledge sharing: crirical success factors”, Journal of Knowledge Management Vol. 11 No. 2, pp. 22-42.
Arumugam V., Ooi K. B., Fong T. C., (2008), “TQM practices and quality management performance – An investigation of their relationship using data from ISO 9001:2000 firms in Malaysia”, The TQM Magazine Vol. 20 No. 6, pp. 636-650.
Baird K., Hu J. K., Reeve R., (2011). The relationship between organization culture, total quality management practices and operational performance. International Journal of Operation & Production Management, Vol. 31 No. 37, pp.789-814.
Bacha E., (2014), “The relationship between transformational leadership, task performance and job characteristics”, Journal of Management Development, Vol. 33 No. 4, pp.410-420.
Baumgartner M.K., Bohm S.A., Dwertmann D.J.G., (2014), “Job performance of Employees with disabilities – Interpersonal and intrapersonal resources matter”, Equality, Diversity and Illusion: An International Journal, Vol. 33 No. 4, pp. 347-360.
Bell Michael, Omachonu Vincent (2011), “Quality system implementation process for business success”, Internal Journal of Quality & Reliability Management, vol. 28 No.7, pp.723-734
Besterfield D.H., (2009), “Quality Control, 8nd Edition”, New Jersey, USA. Prentice-Hall.
Besterfield D.H., Michna C.B., Besterfield G.H., Sacre M.B., (1999), “Total Quality Management, 2nd Edition”, New Jersey, USA. Prentice-Hall.
Bhasin S., (2013), “Impact of corporate culture on the adoption of Lean principles”, International Journal of Lean Six Sigma, Vol. 4 No. 2, pp. 118-140.
Bhatti M.A., Battour M.M., Sundram V. P., (2014), “Effects of personality traits (big five) on expatriares adjustment and job performance”, Equality, Diversity and Inclusion: An International Journal, Vol. 33 No. 1, pp. 73-96
Brunsman B., DeVore S., Houston A., (2011), “The corporate strategy function: improving its quality value and effectiveness”, Journal of Business Strategy, Vol. 32 No.5, pp.43-50
Byars L.L., Rue L.W., (2006), “Human Resource Management, 8th edition”, New York, USA. McGraw-Hill.
Carlos A. A., Maria M. F., Ana M.B., (2011). Quality management, strategic priorities and performance: the role of quality leadership. Industrial Management & Data, Vol.11 No. 8, pp. 1173-1193.
Chang S.C., Lee M.S., (2007), “A study on relationship among leadership, organizational culture, the operation of learning organization and employees’ job satisfaction”, The Learning Organization, Vol. 14 No.2, pp.155-185.
Christos V.F., Evangelos L. P., (2010), “The structural relationships between TQM factors and organizational performance”, The TQM Journal Vol. 22 No. 5, pp. 539-552.
Corner Judy (2014), “The fast are eating the slow: mentoring for leadership development as a competitive method”, Industrial and Commercial Training Vol. 46 No.1, pp. 29-33.
Cuyper N.D., Sulea C., Philippaers K., Fischmann G., Iliescu D., Witte H.D., (2014), “Perceived employability and performance: moderation by felt job insecurity”, Personnel Review, Vol. 43 No. 4, pp.536-552.
Demirbag M., Tatoglu E., Tekinkus M., Zaim., (2006), “An analysis of the relationship between TQM implementation and organizational performance – Evidence from Turkis SMEs”, Journal of Manufacturing Technology Management, Vol. 17 No. 6, pp.829-847.
Erkutlu H., (2013). The impact of organization culture on relationship between share leadership and team proactivity. Team Performance Management Vol. 18 No.1/2, pp. 102-119.
Feng Jiang, Parjogo Daniel I., Tan Kay Chuan, Sohal Amrik S., (2006), “The impact of TQM practices on performance – A comparative study between Australian and Singaporean organizations”, European Journal of Innovation Management Vol. 9, No. 3, pp.269-278
Fening F. H, Pesakovic G., Pesi A., (2008), “Relationship between quality management practices and the performance of small and medium size enterprises (SMEs) in Ghana”, International Journal of Quality & Reliability Management, Vol. 25, No. 7, pp. 694-708
Ferreira P.G.S., Lima E.P.D., Costa S.F.G.D., (2012), “Developing a methodology for assessing virtual teams’ performance perception”, International Journal of Productivity and Performance Management, Vol. 61 No. 7, pp. 710-729
Fotopoulos Christos V., Psomas Evangelos L., (2010), “The structural relationships between TQM factors and organizational performance”, The TQM Journal, Vol. 22 No. 5, pp.539-552.
Foster S.T., (2007). Managing Quality – Integrating the Supply Chain, 3rd Edition. New Jersey, USA. Pearson Prentice Hall.
George S., Weimerskirch A., (1994), “Total Quality Management – Strategies and Techniques Proven at Today’s Most Successful Companies”, USA. John Wiley.
Gupta Vipin (2011), “Cultural basis of high performance organizations,” International Journal of Commerce and Management Vol. 21 No. 3, pp. 221-240.
Hasan M., Kerr M.R., (2003). The relationship between total quality management practices and organizational performance in service organization. The TQM Magazine, Vol. 15 No. 4, pp. 286-291.
Ivancevich J.M., (2007), “Human Resource Management, 10th edition”, New York, USA. McGraw-Hill.
Jones G., (2010). Organizational Theory, Design and Change, 6th Edition. New Jersey. USA. Pearson Education.
Juechter W.M., Fischer C., Alford R.J., (1998), “Five conditions for high performance cultures”, Training & Development, Vol. 52 No. 5, pp. 63-74
Jung Joo Y., Wang Yong Jian, Wu Sibin (2009), “Competitive strategy, TQM practice, and continuous improvement of international project management – A contingency study”, International Journal of Quality & Reliability Management, Vol. 26 No. 2, pp.164-183.
Kaluarachchi K.A.S.P., (2010), “Organization culture and total quality management practices: a Sri Lankan case”, The TQM Journal Vol. 22 No. 1, pp. 41-55.
Khanna V.K, Vrat Prem, Shankar Ravi, Sahay B.S., (2004), “Managing the transition phases in the TQM journey: a system dynamics approach”, International Journal of Quality & Reliablity Management, Vol. 21 No. 5, pp. 518-544
Kinicki A., Kreitner R., (2009), “Organizational behavior – Key concepts, skills & best practices”, New York. USA. McGraw-Hill. Irwin.
Klein A., (2011), “Corporate culture: its value as a resource for competitive advantage”, Journal of Business Strategy, Vol. 32 No. 2, pp. 21-28.
Koch Richard, Nieuwenhuizen Peter (2006), “Simply Strategy – The Shortest Route to the Best Strategy”, Great Britain, United Kingdom, Pearson Education Limited.
Lagrosen Stefan (2007), “Quality strategic management and environment: exploring the connections”, International Journal of Quality & Reliability Management, Vol. 24 No. 4, pp.333-346.
Lagrosen Stefan (2003), “Quality configurations: a contingency approach to quality management” International Journal of Quality & Reliability Management, Vol. 20 No. 7, pp.759-773.
Lakhal Lassaad, Pasin Federico, Limam Mohamed (2006), “Quality management practices and their impact on performance”, International of Journal Quality & Reliability Management, Vol. 23 No. 6, pp.625-646.
Lau R.S.M., Zhao X., Xiao M., (2004), “Assesing quality management in China with MBNQA criteria”, International Journal of Quality & Reliability Management, Vol. 12 No. 7, pp.699-713.
Lee S. K. J., Yu K., (2004), “Corporate culture and organizational performance”, Journal of Managerial Psychology, Vol. 19 No. 4, pp. 340-359.
Leonard D., McAdam R., (2002), “The strategic placement of TQM in the organization: a grounded study”, Managing service quality, Vol. 12 No. 1, pp. 43-53.
Levine S., (2006), “High performance organizations: creating a culture of agreement”. Handbook of Business Strategy, pp. 375-380.
Manaf Noor Hazilah Abd., (2005),”Quality management in Malaysian public health care”, International Journal of Health Care Quality Assurance, Vol. 18 No. 3, pp.204-216
McComb C., (2012), “Developing coaching culture: are your managers good coaches?”, Industrial and Commercial Training, Vol. 44 No. 6, pp. 345-348
Naranjo-Valencia J.C., Jimenez-Jimenez D., Sanz-Valle R., (2011), “Innovation or Imitation? The role of organization culture,” Management Decision Vol. 49 No. 1, pp. 55-72.
Oliver J., (2009), “Continueous improvement: role og organisational learning mechanisms”, International Journal of Quality & Reliability Management Vol. 26 No. 6, pp. 546-563.
Ortega-Parra A., Sastre-Castillo M. A., (2013). Impact of perceived corporate culture on organization commitment. Management Decision Vol. 51 No. 5, pp. 1071-1083.
Ortega-Pertusa M., Eva A. M,, Cortes. E.,(2010). Competitive strategy, structure and firm performance – A comparison of the resource-based view and the contingency approach. Management Decision Vol.48 No.8, pp.1282-1303. Emerald Group Publishing Limited 0025-1747.
Pan Jeh-Nan (2003), “A comparative study on motivation for and experience with ISO 9000 and ISO 14000 certification among Far Eastern countries”, Industrial Management & Data systems 1003 No.8, pp.564-578.
Parast M. M., Adams S.G., Jones E. C., (2011), “Improving operational and business performance in the petroleum industry through quality management”, International Journal of Quality & Reliability Management, Vol.18 No.4, pp.426-450.
Pinho J.C., Rodrigues A.P., Dibb S., (2014), “The role of corporate culture, market orientation and organizational commitment in organizational performance – The case of non-profit organisations”, Journal of Management Development, Vol 33 No. 4, pp.374-398.
Porter E. M., (2009),”Why do good companies set bad strategies?”, Courtesy of Warton Business School, pp.1-4,
Prajogo D. I., McDermot C. M., (2005), “The relationship between total quality management practices and organizational culture”, International Journal of Operations & Production Management Vol. 25 No. 11, pp.1101-1122
Prajogo D.I., Sohal A.S., (2003), “The relationship between TQM practice, quality performance and innovation performance”, International Journal of Quality & Reliability Management Vol. 20 No. 8, pp.901-918.
Rashid M.Z.A., Sambasivan M., Johari J., (2003), “The influence of corporate culture and organizational commitment on performance”, Journal of Management Development, Vol. 22 No. 8, pp. 708-728.
Saez-Albacete A.C., Fuentes-fuentez M.M., Bojica M.M., (2011). Quality management, strategic prioritas and performance: the role of quality leadership. Industrial Management & Data Systems, Vol. 111 No. 8, pp. 1173-1193.
Salaheldin S.I., (2009), “Critical success factors for TQM implementation and their impact on performance of SMEs”, International Journal of Productivity and Performance Management, Vol. 58 No. 3, pp. 215-237.
Sallis Edward (2012). Total Quality in Education – Manajemen Mutu Pendidikan. Jogyakarta, Indonesia. IrCiSod.
Schmiedel T., Brocke J. V., Recker J., (2013), “Which cultural values matter to business process management? – Result from a global Delphi Study”, Business Process Management Journal”, Vol. 19 No. 2, pp. 292-317.
Talib Faisal, Rahman Zillur, Qureshi M.M., (2013), “An empirical investigation of relationship between total quality
management practices and quality performance in Indian service companies”, International Journal of Quality &
Reliability Management, Vol. 30. No.3, pp.280-318.
Taormina R. J., (2008), “Interrelating leadership behaviors, organizational socialization, and organization culture”, Leadership & Organization Development Journal Vol. 29 No. 1, pp. 85-102.
Taormina R. J., (2009), “Organizational socialization: the missing link between employee needs and organization culture”, Journal of Managerial Psychology, Vol. 24 No. 7, pp. 650-676.
Trivellas P., Dargenidou D., (2009), “Organization culture, job satisfaction and higher education service quality – The case of Technological Education Institute of Larissa”, The TQM Journal, Vol. 21 No. 4, pp. 382-399.
Ueno Akiko (2008), “Which management practices are contributory to service quality?”, International Journal of Quality & Reliability Management, Vol.25 No. 6, pp.585-603.
Varma A., Beatty R.W., Schneier C.E., Ulrich D.O., (1999), “High performance work systems: existing discovery or passing pad?”, Human Resources Planning, Vol. 22 No.1, pp.26-37.
Yang C.L., Hwang M., (2014), “Personality traits and simultaneous reciprocal influences between job performance and job satisfaction”, Chinese Management Studies, Vol. 8 No. 1, pp. 6-26
Yunis M., Jung J., Chen S., (2013), “TQM, strategy, and performance: a firm-level analyisis”, International Journal of Quality & Reliability Management Vol. 30 No. 6, pp. 690-714.
Xenikou A., Simosi M., (2006), “Organization culture and transformational leadership as predictors of business unit performance”, Journal of Managerial Psychology Vol. 21 No. 6, pp. 566-579.
Zairi M., Letza S.R., Oakland J.S., (1994), “Does TQM Impacts on Bottom-line Result?”, The TQM Journal, Vol. 6 No. 1, pp. 38-43
Zu Xingxing (2009), “Infrastructure and core quality management practices: how do they affect quality?”, International Journal of Quality & Reliability Management, Vol.26 No.2, pp.129-149.
Website: www.dti.uk/qiality/gurus
Downloads
Submitted
Published
How to Cite
Issue
Section
License
Copyright (c) 2013 Ronny Buha Sihotang, Zenyka Viedeyona Zebedeus
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Journal Author(s) Rights
For IRJBS to publish and disseminate research articles, we need publishing rights (transferred from the author(s) to the publisher). This is determined by a publishing agreement between the Author(s) and IRJBS. This agreement deals with the transfer or license of the copyright of publishing to IRJBS, while Authors still retain significant rights to use and share their own published articles. IRJBS supports the need for authors to share, disseminate and maximize the impact of their research and these rights, in any databases.
As a journal Author, you have rights to many uses of your article, including use by your employing institute or company. These Author rights can be exercised without the need to obtain specific permission. Authors publishing in IRJBS journals have comprehensive rights to use their works for teaching and scholarly purposes without needing to seek permission, including:
- use for classroom teaching by Author or Author's institution and presentation at a meeting or conference and distributing copies to attendees;
- use for internal training by the author's company;
- distribution to colleagues for their research use;
- use in a subsequent compilation of the author's works;
- inclusion in a thesis or dissertation;
- reuse of portions or extracts from the article in other works (with full acknowledgment of the final article);
- preparation of derivative works (other than commercial purposes) (with full acknowledgment of the final article);
- voluntary posting on open websites operated by the author or the author’s institution for scholarly purposes,
(But it should follow the open access license of Creative Common CC-by-SA License).
Authors/Readers/Third Parties can copy and redistribute the material in any medium or format, as well as remix, transform, and build upon the material for any purpose, even commercially. Still, they must give appropriate credit (the name of the creator and attribution parties (authors' detail information), a copyright notice, an open access license notice, a disclaimer notice, and a link to the material), provide a link to the license, and indicate if changes were made (Publisher indicates the modification of the material (if any) and retain an indication of previous modifications.
Authors/Readers/Third Parties can read, print and download, redistribute or republish the article (e.g. display in a repository), translate the article, download for text and data mining purposes, reuse portions or extracts from the article in other works, sell or re-use for commercial purposes, remix, transform, or build upon the material, they must distribute their contributions under the same license as the original Creative Commons Attribution-ShareAlike (CC BY-SA).
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
