Quality Management Systems and Organizational Performance: A Theoretical Review in Kenya’s Public Sector Organizations
Total Quality Management (TQM) has become an accepted technique to ensure performance and survival in the modern economies. In order to facilitate and impact the quality issues globally, the International Organization for Standardization (ISO) was first published in 1987 and was subsequently revised in 1994, 2000 and 2008. The ISO 9001 standards is a quality management standards that embraces principles of TQM and which merges organizational concerns with customer satisfaction, shareholder satisfaction, process efficiency, and employee wellbeing. The study focuses on customer satisfaction, employee engagement, productivity and management control. The paper reviewed the following theories: Expectancy-Disconfirmation Paradigm (EDP) as the most promising theoretical framework for the assessment of customer satisfaction; Herzberg motivation theory; Systems theory which consists of inputs, a transformation process, outputs, feedback and the environment and Henry Fayol’s administrative theory of management which focuses on the entire organization. The study adopted a conceptual research design approach using secondary data. Conceptual analysis was used to draw inferences from QMS studies’ findings in public and private sectors and in both goods and services industries keenly after a thorough examination. The purpose of the paper is to review the extant multidisciplinary based literature on quality management to propose a theoretical model relating quality management practices and firm performance. The paper focused on three objectives. Firstly, it sought to review the extant theoretical literature on the construct of quality management. Secondly, it identified relevant supporting theories to the construct of quality management. Thirdly the paper proposed a theoretical model for explaining the relationship between quality management and performance in diverse environmental contexts.
Zipporah Karimi Muiruri,
Quality Management Systems and Organizational Performance: A Theoretical Review in Kenya’s Public Sector Organizations, Science Journal of Business and Management.
Vol. 4, No. 5,
2016, pp. 150-155.
Arauz, R. & Suzuki, H. (2004). ISO 9000 Performance in Japanese industries, Total Quality Management and Business Excellence Journal, Routledge, 15 (1).
Hendricks, K. B. & Singhal, V. R. (2001). Firm characteristics, total quality management, and financial performance, Journal of Operations Management, 19 (3).
Lakhal L. (2014). The Relationship Between ISO 9000 Certification, TQM Practices, and Organizational Performance.
International Standards Organization (2013b) available at: www.iso.org/iso/home/standards/certification/isosurvey.htm?certificate=ISO%209001&count
Standards and global trade: A voice for Africa (2003), World Bank.
Institute of Economic Affairs (2015). Situational Analysis of Energy Industry, Policy and Strategy for Kenya;
Government of Kenya (2012). National Energy Policy (Third Draft). Ministry of Energy. Government printer, Nairobi.
ISO (2008), ISO 9001: 2008 Quality management systems Requirements, ISO Switzerland, 4th Edition.
Otieno, E, A, & Kinuthia, D, M. (2013). Total Quality Mangement Practices in selected Private Hospitals in Nairobi, Kenya. European Journal of Business Management, 5 (13).
Kimutai, G., (2014). Role of QMS certification factors on health workforce performance in Kenyan Referral Hospitals. JKUAT doctoral thesis.
Bichanga W. O., & Annie W. K. (2013). Effectiveness of ISO 9001:2008 Certification On Service Delivery Of Public Universities In Kenya European Journal of Business and Management, 5 (13).
Okwiri, A, O. (2013). ISO 9001 Quality Management Systems Audit as an Organizational Effectiveness Evaluation Tool. International Journal of Information Technology and Business Management, 20 (1).
Bichanga, W, O. & Karani, S. R. (2012). Effects of Total Quality Management Implementation on Business Performance in Service Institutions. A Case of Kenya Wildlife Services. International Journal of Research Studies in Management, 1 (1).
Andrle, J. (1994), ‘Total Quality Management in Public Transportation’, Research Result Digest, 3.
Filppini, R. & Forza, C. (1998), ‘TQM Impact on Quality Conformance and Customer Satisfaction: A Causal Model’, International Journal of Production Economics, 55 (1).
Muffato, M., & Panizzolo, R., (1995). A Process Based View for Customer Satisfaction, International Journal of Quality and Reliability Management, 12 (9).
Jablonski, J., (1992), Implementing TQM; Competing in the Nineties through Total Quality Management, 2edn, San Diego, Pfeiffer.
Oakland, J. S., (1993). Total Quality Management: The Route to Improving Performance, 2edn, Oxford, Butterworth Heinemann Ltd.
Catherine T, Rick D, Kerstin A, Amanda S, & Emma S, (2014). Employee Engagement in Theory and Practice. Routredge, NY.
Eatwell, J. M. & Newman, P. (1991). The New Palgrave: A Dictionary of Economics vols. 3, 4.& 12, Macmillan, Tokyo.
Lawlor, A. (1985). Productivity Improvement Manual. Aldershot, United Kingdom.
Ferreira A, Otley D (2009). The design and use of performance management systems: an extended framework for analysis. Manage Account Res, 20.
Wilson, D. C., 1992. A Strategy of Change, London, U. K., Routledge.
Mangula, M, S, (2013). Effect of Quality Management Systems (ISO 9001) Certification on Organizational Performance in Tanzania: A Case Of Manufacturing Industries In Morogoro. International Journal of Technology Enhancements and Emerging Engineering Research, 1 (1).
Oluwatoyin, A. & Oluseun, A. (2008). Total Quality Management. A Test of the Effect of TQM on Performance and Stakeholder Satisfaction. Blekinge Institute of Technology.
Oliver, L. R. (1977). Effect of expectation and disconfirmation on post exposure product evaluations: an alternative interpretation, Journal of Applied Psychology, 62 (4).
Oliver. R. L. (1980). A Cognitive Model of the Antecedents of Satisfaction Decisions, Journal of Marketing Research, (17).
OECD (2001a). Measuring Productivity: OECD Manual, Organization for Economic Co-operation and Development: Paris.
OECD (2001b). Measuring Productivity: OECD Manual, Organization for Economic Co-operation and Development: Paris.
Kotler, P & Keller, K, 2006, “Marketing Management”, twelfth edition, Prentice-Hall.
Robinson D., Perryman S., & Hayday S. (2004). The Drivers of Employee Engagement Report 408, Institute for Employment Studies, UK.
Amadi, A. O. (1991) “Recipe for Productivity Improvement” in Umeh, P. O. C. et al (1991) “Increasing Productivity in Nigeria” Proceedings of the First National Conference on Productivity 1sty 3rd December 1987, National Productivity Centre, Macmillan, Nigeria.
Richard et al. (2009): Measuring Organizational Performance: Towards Methodological Best Practice. Journal of Management.