Komitmen Kakitangan Sebagai Pemoderat Hubungan Antara Amalan Pengurusan Kualiti dan Kepuasan Pelanggan (EMPLOYEE COMMITMENT AS MODERATOR OF THE RELATIONSHIP BETWEEN QUALITY MANAGEMENT AND CUSTOMER SATISFACTION)
Abstract
ABSTRACT
This study aimed to examine the moderating effect of employee commitment on the relationship between quality management practice and customer satisfaction. Contingency variable tested in this study is employee commitment. Based on data collected using survey questionnaire from 205 respondents from local authorities in Malaysia, the study found that employee commitment does have an effect on the relationship between quality management practice and customer satisfaction. The results of this study provide a significant contribution to the quality management literature by showing that the relationship between quality management practice and performance is also affected by an organization's internal contingency factor. Although the quality management practice has been accepted by many researchers as a universal management strategy, its implementation should take into account the peculiarities of contingency factors of an organization.
ABSTRAK
Kajian ini bertujuan menguji kesan komitmen kakitangan sebagai pembolehubah pemoderat untuk menjelaskan hubungan antara amalan pengurusan kualiti (APK) dan kepuasan pelanggan. Pembolehubah kontigensi yang diuji dalam kajian ini ialah komitmen kakitangan. Berdasarkan data yang dikutip menggunakan soal selidik daripada 205 responden dari Pihak Berkuasa Tempatan (PBT) di Malaysia, kajian ini mendapati bahawa komitmen kakitangan terhadap APK mempengaruhi hubungan antara APK dan kepuasan pelanggan. Hasil kajian ini memberi sumbangan signifikan kepada literatur pengurusan kualiti dengan membuktikan bahawa hubungan antara APK dan prestasi adalah turut dipengaruhi oleh faktor kontigensi dalaman sesebuah organisasi. Justeru, walaupun APK telah dipersetujui oleh banyak pengkaji sebagai strategi pengurusan yang universal, pelaksanaannya perlu mengambilkira keunikan faktor kontigensi sesebuah organisasi.
References
Adam, E. E. Jr. (1994). Alternative quality improvement practices and organizational performance. Journal of Operations Management, 12(1), 27-44.
Agus, A. dan Abdullah, M. (2000). The mediating effect of customer satisfaction on TQM practices and financial performance. Singapore Management Review, 22(2), 55-75.
Ahire, S. L., Golhar, D. Y. dan Waller, M. A. (1996). Development and validation of TQM implementation constructs. Decision Sciences, 27(1), 23-56.
Ahmed, S. M., Aoieong, R. T., Tang, S. L. dan Zheng, D. X. M. (2005). A comparison of quality management systems in the construction industries of Hong Kong and the USA. International Journal of Quality & Reliability Management, 22(2), 149-161.
Alstete, J. W. (2008). Measurement benchmarks or ‘real’ benchmarking? Benchmarking: An International Journal, 15(2), 178-186.
Andersen, H. V., Lawrie, G. dan Savic, N. (2004). Effective quality management through third generation balanced scorecard. International Journal of Productivity and Performance Management, 53(7), 634-645.
Antony, J., Leung, K., Knowles, G. dan Gosh, S. (2002). Critical success factors of TQM implementation in Hong Kong industries. International Journal of Quality & Reliability Management, 19(5), 551-566.
Arawati, A. (2005). The structural linkages between TQM, product quality performance, and business performance: Preliminary empirical study in electronics companies. Singapore Management Review, 27 (1), 87-105.
Arawati, A. dan Abdullah, M. (2000). Total quality management practices in manufacturing companies in Malaysia: An exploratory analysis. Total Quality Management, 11(8), 1041-1051.
Benavent, F. B., Ros, S. C. dan Moreno-Luzon, M. (2005). A model of quality management self-assessment: An exploratory research. International Journal of Quality & Reliability Management, 22 (5), 432-451
Black, S. A. dan Porter, L. J. (1996). Identification of the critical factors of TQM. Decision Sciences, 27(1), 1-21.
Cai, S. (2009). The importance of customer focus for organizational performance: a study of Chinese companies. International Journal of Quality & Reliability Management, 26(4), 369-379.
Chan, Y. C. L. (2004). Performance measurement and adoption of balanced scorecard: A survey of municipal governments in the USA and Canada. International Journal of Public Sector Management, 17(3), 204-221.
Cruickshank, M. (2003). Total Quality Management in the higher education sector: A literature review from an international and Australian perspective. TQM & Business Excellence, 14(10), 1159-1167.
Dean, J. W. dan Bowen, D. E. (1994). Management theory and total quality: Improving research and practice through theory development. Academy of Management Review, 19(3), 392-418.
Deming, W. E. (1986). Out of crisis. Cambridge, MA: Massachusetts Institute of Technology Press.
Flynn, B. B., Schroeder, R. G. dan Sakakibara, S. A. (1995). The impact of quality management practices on performance and competitive advantage. Decision Sciences, 26 (5), 659-691.
Fotopoulos, C. B. dan Psomas, E. L. (2009). The impact of ‘soft’ and ‘hard’ TQM elements on quality management results. International Journal of Quality & Reliability Management, 26(2), 150-163.
Frazer, L. dan Lawley, M. (2000). Questionnaire design & administration. John Wiley & Sons: Australia.
Fryer, K. J., Antony, J. dan Douglas, A. (2007). Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), 497-517.
Gummesson, E. (1988). Service quality and product quality combined. Review of Business, 9 (3), 14-19.
Hair, J. F., Anderson, R. E., Tatham, R. L. dan Black, W. C. (1998). Multivariate Data Analysis. 5th Ed. Prentice Hall : USA.
Hunt, V. D. (1995). Quality management for government: A guide to federal, state and local implementation. Milwaukee, Wisconsin: ASQC Quality Press.
Juran, J. M. (1988). Juran on planning on quality. New York: Free Press.
Kanji, G. K. (2002). Measuring business excellence. Routledge Advances in Management and Business Studies. London: Routledge.
Kaplan, R. S. dan Norton, D. P. (2000). The strategy-focused organization. USA: Harvard Business School Press.
Laszlo, G. P. (1997). The role of quality cost in TQM. The TQM Magazine, 9(6), 410- 413.
Mady, M. T. (2009). Quality management practices: An empirical investigation of associated constructs in two Kuwaiti industries. International Journal of Quality & Reliability Management, 26(3), 214-233.
Mehra, S. dan Ranganathan, S. (2008). Implementing total quality management with a focus on enhancing customer satisfaction. International Journal of Quality & Reliability Management, 25(9), 913-927.
Merchant, K. A. (1982). The control functions of management. Sloan Management Review (Summer), 43-55.
Muhamad, M., Kamis, M. dan Jantan, Y. (2003). Success factor in the implementation of TQM in public service agencies. Analisis, 10(1), 125-138.
Nunnaly, J. C. dan Bernstein, I. H. (1994). Psychometric theory. New York: McGraw Hill.
Pinho, J. C. (2008). TQM and performance in small medium enterprises. International Journal of Quality & Reliability Management, 25(3), 256-275.
Poister, T. H. dan Streib, G. (1999). Performance measurement in municipal government: Assessing the state of the practice. Public Administration Review, 59 (4), 325-335.
Powell, T. C. (1995). Total quality management as competitive advantage: A review and empirical study. Strategic Management Journal, 16(1), 15-37.
Seetharaman, A., Sreenivasan, J. dan Boon, L. P. (2006). Critical success factors of total quality management. Quality & Quantity, 40(5), 675-695.
Shields, M. D., Deng, F. J. dan Kato, Y. (2000). The design and effects of control systems: Tests of direct and indirect effects models. Accounting, Organizations and Society, 25, 185-202.
Simons, R. (1990). The role of management control systems in creating competitive advantage: New perspectives. Accounting, Organizations and Society, 15(1/2), 127143.
Sureshchandar, G. S, Rajendran, C. dan Ananthraman, R. N. (2001). A holistic model for total quality service. International Journal of Service Industry Management, 12(4), 378412.
Tamimi, N. (1998). A second-order factor analysis of critical TQM factors. International Journal of Quality Science, 3(1), 71-79.
Venkatraman, N. (1989). The concept of fit in strategy research: Toward verbal and statistical correspondence. Academy of Management Review, 14(3), 423-444.
Wardhani, V., Utarini, A., van Dijk, J. P., Post, D. dan Groothoff, J. W. (2009). Determinants of quality management systems implementation in hospitals. Health Policy, 83(3), 239-251.
Wicks, A. M. dan Roethlein, C. J. (2009). A satisfaction-based definition of quality. Journal of Business & Economic Studies, 15(1), 82-111.
Widener, S. K. (2004). An empirical investigation of the relation between the use of strategic human capital and the design of the management control system. Accounting, Organizations and Society, 29, 377-399.
Wynder, M. (2008). Employee participation in continuous improvement program: The interaction effects of accounting information and control. Australian Journal of Management, 33(2), 355-374.
Yang, C. C. (2006). The impact of human resource management practices on the implementation of total quality management. The TQM Magazine, 18(2), 162-173.
Yoo, D. K. dan Park, J. H. (2007). Analyzing relationships among employees, customers and financial performance. International Journal of Quality & Reliability Management, 24(9), 908-926.
Zakaria, A. (2006). Budgetary slack and quality culture in organizations pursuing ISO9000 certification. The International Journal of Accounting, Governance & Society, 1, 4959.
Zu, X. (2009). Infrastructure and core quality management practices: how do they affect quality. International Journal of Quality & Reliability Management, 26(2), 129-149.
