Modeling the role of total quality management in the customer focused organization.: An article from: Journal of Managerial Issues
Book Details
ISBN / ASINB00093S7AS
ISBN-13978B00093S7A5
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Description
This digital document is an article from Journal of Managerial Issues, published by Pittsburg State University - Department of Economics on December 22, 1995. The length of the article is 6714 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
From the author: Past research on Total Quality Management (TQM) is atheoretical and lacks a comprehensive analysis that links the basic TQM principles to specific management interventions. Furthermore, prior TQM research does not address the issue of how these interventions enhance customer satisfaction. This article provides a synopsis of the major findings of past research and integrates these into a set of TQM operating principles. These TQM operating principles are then used as the basis for a model that explains how certain management interventions (top management leadership, employee involvement, the use of process measures, skill development and cross-functional teams) suggested in the literature enhance customer satisfaction. The first stage of the model proposes that these interventions enhance the employee's psychological perceptions (i.e., powerlessness perceptions, interpretive style, global assessments and task assessments). The model suggests that these enhanced psychological perceptions lead to employee empowerment and that it is the empowered employee who provides the basis for customer satisfaction. This study presents testable propositions and discusses the logic and existing evidence supporting these relationships. Finally, practical implications are addressed with specific attention to the human resource function.
Citation Details
Title: Modeling the role of total quality management in the customer focused organization.
Author: Lawrence D. Fredendall
Publication:Journal of Managerial Issues (Refereed)
Date: December 22, 1995
Publisher: Pittsburg State University - Department of Economics
Volume: v7 Issue: n4 Page: p403(17)
Distributed by Thomson Gale
From the author: Past research on Total Quality Management (TQM) is atheoretical and lacks a comprehensive analysis that links the basic TQM principles to specific management interventions. Furthermore, prior TQM research does not address the issue of how these interventions enhance customer satisfaction. This article provides a synopsis of the major findings of past research and integrates these into a set of TQM operating principles. These TQM operating principles are then used as the basis for a model that explains how certain management interventions (top management leadership, employee involvement, the use of process measures, skill development and cross-functional teams) suggested in the literature enhance customer satisfaction. The first stage of the model proposes that these interventions enhance the employee's psychological perceptions (i.e., powerlessness perceptions, interpretive style, global assessments and task assessments). The model suggests that these enhanced psychological perceptions lead to employee empowerment and that it is the empowered employee who provides the basis for customer satisfaction. This study presents testable propositions and discusses the logic and existing evidence supporting these relationships. Finally, practical implications are addressed with specific attention to the human resource function.
Citation Details
Title: Modeling the role of total quality management in the customer focused organization.
Author: Lawrence D. Fredendall
Publication:Journal of Managerial Issues (Refereed)
Date: December 22, 1995
Publisher: Pittsburg State University - Department of Economics
Volume: v7 Issue: n4 Page: p403(17)
Distributed by Thomson Gale
