The Extent of Availability of The Strategic Dimensions of Total Quality Management: An Exploratory Study of the Opinions of a Sample of Employees at the College of Administration and Economics, University of Mosul
DOI:
https://doi.org/10.65150/EP-jmrr/V1E6/2025-02Keywords:
Total Quality Management (TQM), Strategic Dimensions, Top Management Commitment, Employee Participation, Continuous Improvement, Customer Satisfaction, College of Administration and Economics, University of Mosul.Abstract
This study aims to examine the extent to which the strategic dimensions of Total Quality Management (TQM) are available at the College of Administration and Economics, University of Mosul, by surveying the opinions of a sample of the college’s faculty members and employees. The strategic dimensions under investigation include: top management commitment, employee participation, continuous improvement, and customer satisfaction focus. The study employed the descriptive-analytical method and used a questionnaire as the primary tool for data collection. The questionnaire was distributed to a sample of staff members, and the collected data were analyzed using the arithmetic mean and standard deviation, in addition to assessing the reliability of the instrument through Cronbach’s Alpha. The findings revealed that the strategic dimensions of TQM are available at a good too high level among the college’s employees, with some variations among the dimensions. Continuous improvement and top management commitment were found to be the most strongly present dimensions, whereas employee participation received a relatively moderate evaluation, indicating the need to enhance the application of this dimension. The study concludes that adopting the strategic dimensions of TQM contributes to improving institutional performance, increasing job and academic satisfaction, and promoting institutional excellence. It recommends strengthening employee participation in decision-making, activating continuous improvement tools, and increasing attention to customer satisfaction within the academic environment to ensure the sustainability of TQM implementation at the institutional level.
References
1) Evans, J. R., & Lindsay, W. M. (2020). Managing for Quality and Performance Excellence. Cengage Learning.
2) Oakland, J. S. (2014). Total quality management and operational excellence: Text with cases (4th ed.). Routledge.
3) Andreeva, T., Popova, L., Yashima, M., Babiana, L., Aksenova, N., & Netspeak, E. (2019). Integration of the quality management and strategic management systems into a unified management system of enterprises. Capitate, 20(171), 3–8.
4) DeJesus, F., Villamar, H. J. E., & Dionisio, R. E. (2021). Descriptive analysis of rewards and incentives towards the employee’s performance of motorcycle companies: Basis for the development of an incentives and rewards plan. Asiah Journal of Melted Culinary Research & Review (AJMRR), 3(1), 273–297.
5) Octavian, A., & Mihai, A. (2014). Strategic quality management. Journal of Economy Transdisciplinary Cognition, 17(1), 19–27.
6) Pheng, L. S., & Hong, S. H. (2015). Strategic quality management for the construction industry. The TQM Magazine, 17(1), 35–53.
7) Thiagarajah, D., & Thang Swamy, A. (2015). Theoretical concept of job satisfaction. International Journal of Research-Granthaalayah, 5(6), 65–69.
8) Usadolo, S. E. (2020). The influence of participative leadership on agricultural extension officers' engagement. SAGE Open, 10(3), 1–11.
9) Goetsch, D. L., & Davis, S. B. (2016). Quality Management for Organizational Excellence. Pearson.
10) Juran, J. M. (2018). Juran’s Quality Handbook. McGraw-Hill Education.
11) Deming, W. E. (2016). Out of the Crisis. MIT Press.
12) Sadikoglu, E., & Olcay, H. (2014). The effects of total quality management practices on performance. Journal of Business Economics, 7(1), 1–17.
13) Sila, I., & Ebrahimpour, M. (2005). Critical linkages among TQM factors and business results. International Journal of Operations & Production Management, 25(11), 1123–1155.
14) Kano, N. (2017). Customer satisfaction model: Kano Model revisited. Quality Management Journal, 24(3), 1–12.
15) Evans, J. R., & Lindsay, W. M. (2020). Managing for quality and performance excellence (11th ed.). Cengage Learning.
16) Goetsch, D. L., & Davis, S. B. (2020). Quality management for organizational excellence: Introduction to total quality (9th ed.). Pearson.
17) Oakland, J. S. (2019). Total Quality Management and Operational Excellence. Routledge.
Downloads
Published
Issue
Section
License
Copyright (c) 2025 Zaid Khaleel Ibrahim, Dr. Amal Sarhan Suleiman Al-Tai, Maha Ghanem Mahmoud Al-Kababji (Author)
This work is licensed under a Creative Commons Attribution 4.0 International License.
