International Journal of Academic Research in Economics and Management Sciences

Nov 2014, Vol. 3, No. 6

ISSN: 2226-3624

Impact of Total Quality Management on the

Performance of Service Organizations in Pakistan

Shehzad Akhtar, Hashim Zameer & Rashid Saeed

Bahauddin Zakariya University Multan, Pakistan

DOI: 10.6007/IJAREMS/v3-i6/1350 URL: http://dx.doi.org/10.6007/IJAREMS/v3-i6/1350

Abstract:
The objective of this paper is to evaluate the role of total quality management in service sector
of Pakistan. First of all total quality management was implemented in manufacturing
organizations and the results were outstanding in manufacturing organizations. Now a days, in
service sector there are many service providers that provide the same type of services. But
customer prefer the service provider that provide the best service. For data collection,
interviews were conducted from the top-level management of hospitals, banks,
telecommunication companies, educational organizations and airlines. Findings of the research
showed a positive relationship between TQM and performance of service organizations in
Pakistan. This research paper is useful for improving quality of output in service organizations
and it will also serve as a basis for future research.

Key words: Total Quality Management, Service Sector, Organizational performance

Introduction:
Service sector is an important segment of business world. First of all the concept of quality was
introduced in manufacturing concerns but as the time passes the concept of service quality also
emerged. There is positive relationship between the use of TQM and organization performance.
Organization performance refers to various factors such as output, earnings, competitive
advantage, reduction in expenditures, reduction in errors, minimized scrap level, and stabilized
business in service sector of Pakistan (Sajjad & Amjad, 2012).
Due to globalization, wide use and availability of modern technology, many organizations are
providing the same type of services in a single market. So customer prefers the best
alternatives that provide better quality. TQM is the only tool that can improve the quality of
service because it is a continuous improvement process and customer feedback is used to
improve the quality of service more effectively and efficiently. TQM is the philosophy of
management that tends to link all organizational functions to focus on meeting the
requirements of customers and main objective of organization (Hashmi, 2000 & 2004).
TQM is equally beneficial for service organizations as it is for manufacturing organizations. Over
the previous 20 years, TQM has become intensively used management tool and is considered as
a key word in the management practices. Quality practitioners and managers considered it as a
changed management quality approach (Arumugam et al., 2009). TQM plays an important role
in development of management practices (Prajogo and Sohal, 2003; Hoang et al., 2006). TQM is

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helpful for both individuals and collective behavior to satisfy customers through continuous
improvement (Claver, Gasco, Llopis, & Gonzalez, 2001). U. S and Japanese gurus focused on the
use of TQM in manufacturing sector as their primary work and secondary attention was given
to adoptability of TQM in service sector but still there were many other people who were
conducting research on use of TQM in service industry (Sureshchandra et al., 2002; Sit et al.,
2009). There are some service sectors such as telecommunication, hospitals, banks, educational
institutes and hotel organizations which are using TQM philosophy to improve the quality of
service.
In banks and all other financial institutions up to date and quick service quality is highly
demanded by customers. According to Mccabe (1994), now a day, more than 90% of the banks,
buildings and insurance companies are adopting some form of quality improvement tool. TQM
philosophy can be implemented in all over the service industry especially in banking sector
where the customer is treated as a king. In service sector, as compared to manufacturing
industry, customer is more sensitive about the quality of service and delivery of service because
customer is directly connected with service provider (Safakli, 2004). There is significant and
positive relationship between quality of internal services and organizational performance of
commercial banks (Vanniarajan, 2007). Customer satisfaction is highly linked with quality of
service in banking sector (Joseph, 2003).Nowadays banks are aware about the reality that their
success and existence in globalized and highly competitive circumstances is only through
providing best quality service for their customers (Wang&Hui, 2003). In telecommunication
sector, TQM has a significant role for improving the efficiency of both technical and human
resources. In Pakistan, there are many telecom corporations which are working with really
tough competition. Corporation that provides better service will get success among other
competitors and TQM is the best tool that can be used for performance improvement. In public
health department of Pakistan, there came a revolution with the arrival and use of modern
technology. However the efficiency of this department and service quality can be improved
more effectively and efficiently if TQM philosophy is implemented in this sector.
Literature Review:
American federal office of management budget circular has given the baseline definition of
TQM as “TQM is a total organization approach for meeting customer needs and expectations
that involves all managers and employees in using quantitative techniques to improve
continuously the organization processes, products and services”. According to modern
definition, TQM is not just a technical system; it is also associated with the organization itself,
which is also a social system. Organizations are not only social system but also a human system
(Pike and Barnes, 1996). According to Oakland (1993) TQM is an attempt to improve whole
organizations effectiveness, competitiveness and structure.TQM is a philosophy for
continuously improving the quality of goods and services delivered through the involvement of
individuals at all levels and functions of organization (pfau,1989).Too much literature review of
the past studies have examined what constitutes TQM and the key practices for the success of
TQM (sila and ebrahimpura 2002; Saraph et al., 1989; Antony et al., 2002; Sureshchandar et al.,
2002; Al-Marri et al., 2007; Zhang et al., 2000). Up till now, study has recommended a common
set of practices for efficient implementation of TQM. But some of the quality award models
such as Kanji Business model, European Quality Award (EQA 1994), the Deming prize (1996),
Malcolm Baldrige and National Quality Award (MBNQA,2005) which provide a useful

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benchmark framework for industries and help to implement TQM and evaluate the results of
business performance (Talib et al,2010). Harsan and Kerr (2003) examined the relationship
between TQM practices and performance of service organizations and they concluded that
TQM practices like top management commitment, employee involvement, training, supplier
quality, quality costs, service design, quality techniques, benchmarking and customer
satisfaction have positive relationship with productivity, and quality performance. Prajo (2005)
have conducted a comparative study to analyze the impact of TQM practices and quality
performance between Australian services and manufacturing firms in which he reported that
there exists no significant differences on the impact of TQM practices and quality performance
between given two sectors.
An empirical study within Australian organizations described that TQM practices and quality
performance have a strong positive relationship (Prajo and Brown,2004). Talib et al (2010)
states that implementation of TQM improves the performance of the company. Many
researchers have different findings about the impact of TQM tools and its implementation. A
number of researches concluded that TQM application has a positive impact on the
organizations performance but some researchers stated that it does not have impact on firms
business performance (sajjad and amjad ,2012).
Benchmarking and quality assurance had strong positive effect on organization performance of
the telecom companies of Pakistan and they play vital role into the success of an organization.
This means that there is positive relationship between TQM and organization’s quality benefits.
If TQM practices are implemented effectively more quality benefits will be achieved (sajjad and
amjad, 2012). The significance of TQM in manufacturing has motivated to a number of
organizations to see its benefits and impact on service organizations performance (Talib et al,
2012). After the great success of TQM in manufacturing organizations, service organizations
have started to follow it. For applying TQM in service sector, it is necessary to decide how to
evaluate the quality of service. It can be evaluated through cost, flexibility, acquirability, totality
and response time. The study shows that there is a strong rational relationship between all
TQM practices and the organization performance in Jordanian universities measured in
productivity profitability.
Survey of manufacturing organizations in Georgia showed these benefits of TQM; improved
quality, employee participation, teamwork, working relationships, customer satisfaction,
employee satisfaction, productivity, communication, profitability, and market share
(Christopher et al.). A ten year study of Hendricks and Singhai shows that TQM is a good
investment. They selected six hundred publicly traded organizations which have won awards
for effective implementation of TQM. They also selected a control group of same size and
industry to the award winners. They compared the performance of both groups during the five
years after winning the award and five years prior to the award. The performance of five years
prior to the award was shown no difference. But the period of five years after the award has
shown a big difference.

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Description Control Group Award Growth

operating income 43% 91%

Increase in sales 32% 69%

Increase in Total Assets 37% 79%

The stock price performance for award group was 114% and for the S&P was 80 % ( Hendricks
and Singhai). One of the studies about telecom companies shows these findings; first TQM
implementation has positive impact on overall business performance, second benchmarking is
one of the major factors to determine organizational overall business performance, third the
findings show that it is not necessary that all TQM factors to be present to ensure the success
of overall business performance and TQM program. Like commitment of top management was
very low in these findings but it had less impact on quality benefits and organizations
performance of telecom organizations of Pakistan (sajjad and amjad ,2012). Effective
implementation of TQM can continuously improve the quality and business performance.
(Saravanan&Rao ,2007).
Miyagawa and Yoshida (2005) reported that TQM is an appropriate way to improve business
performance regardless of the concern that where the organization is operating as long as TQM
practices is implemented effectively.

Conceptual Model:
Implementation of TQM practices Organizational Performance

 Leadership
 Satisfied Customers
 Employee Involvement
 Continuous Process  Increase in Income
Improvement
 Quality Management System  Increased Market Share
 Training and Education
 Increase in Output

Research Methodology:
This is a qualitative research with the aim of predicting the impact of TQM practices on
performance of service organizations. Gilmore and Carson (1996) state that qualitative research
methods are the best fitted with the nature of service industry. Researchers considered more
often to this method, because it provides more qualitative information, in more depth, better
representation, greater efficiency and greater value (Palmerino, 1999). The population of this
research is consisted of all organizations of service industry in Pakistan.
For our research, we have conducted semi structured interviews as a data collection tool. This
questionnaire is consisted of questions about the use of TQM and impact of TQM on

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performance of service organizations. For this purpose we divided both of the broad segments
into narrow segments by exploring the elements of TQM (Leadership, Employee’s involvement,
Quality management System, Continuous management System and Training and education of
employees) and elements of organizational performance (Increase in output, customer
satisfaction, increase in income and increase in market share). After exploring the elements of
TQM and organizational performance, we prepared questions to measure these variables in our
targeted service organizations.
After preparing questions about use of TQM and its impact on organizations performance, we
molded these questions to be understandable for all level of managers according to their
demographics. Our questions were multipurpose; they were supporting our research topic and
our theoretical framework.
For our research we selected a sample of 15 service organizations from telecommunication,
hospitality, banking and airline industries in Pakistan. So we selected these organizations from
both private and public sectors for more reliable results and to enhance the scope of our
research.
Then thirty managers, two from each organization, from these organizations were interviewed.
Interestingly the demographics such as age, job experience and educational background of each
manager is different from each other, this thing is also helpful to reduce biasness in findings.
To get prompt and accurate feedback from the managers selected for interview, we scheduled
the appointments and fix the time, date and place of interview. We clarified the agenda and
contents of the interview with the managers being interviewed at the time of fixing schedule of
interview for better understanding of topic under discussion. We also communicated the
purpose of getting this information to the relevant managers so they can frankly and clearly
explore the information without any threat of misusing the data provided by them.
All the interviews took place in the offices of managers being interviewed and each manager
responded very well. We took note pad with us to write down all the important information
gained during discussions with mangers so that we can properly use this information to analyze
all interviews to reach at findings of our research topic.
After completing interviews of relevant people we analyzed the all relevant discussion points to
come up with a comprehensive conclusion.

Findings:
All managers being interviewed were agreed on the use of Total Quality Management in service
organizations and positive impact of TQM on performance of organization. All the aspects of
TQM are being utilized in service organizations. Leaders are playing a vital role in service quality
improvements, employees are involved in solving the problems, most of the organizations have
dynamic organization structure to manage the quality, modern technology is being used as a
tool for continuous process improvements. Also the performance appraisal, reward and
punishment systems are being used as a tool of Quality Management System and training and
education is provided to employees for better understanding of these systems. These aspects
of TQM are very useful in increasing output, customer satisfaction level, the number of
customers, increase in profit and increase in market share. Any organization cannot move
toward progress without implementing the Total Quality Management techniques. According to
all the interviewees nothing is possible if leaders are not interested in their jobs. Employees

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need motivation and directions from the leaders for doing their jobs. Employees also wants
their participation in decision making, they require recognition from their leaders on their
performance. Continuous improvements in process is necessary in this competitive
environment because there are number of organizations providing same type f services and
customer focuses on quality of these services. The organization that use up to date technology
may provide better services to customers and when customers will be satisfied company will
grow and there will be increase in market share. Training and education is also very important
segment for improving the efficiency of work force in an organization. All of the interviewees
were agreed on the use of training and education programs for employees and declared it as a
compulsory part of employees’ efficiency improvements and use of modern technology is also
not possible without training and education. So we concluded that TQM is implemented in
service organization in Pakistan and it has positive impact on performance of service
organizations.

Discussion:
In our research we mainly focused on the TQM techniques ( Leadership, Employees
involvement, Continuous process improvements, Quality management System, Training and
Education of employees) and their impact on performance of organization. Each of the
technique has impact on performance of service organizations. According to the managers
participated in interviews, following are the TQM techniques and their impact on performance
on their respective service organization:
More than 90% of people declared leadership as main influencing tool for doing job with
maximum efficiency. According to them leaders provide necessary guidelines to employees and
leaders took responsibility for efficiency and effectiveness of work. For this purpose reward and
Employees are involved in decision making and day to day problem solving in most of the
organization under observation. Mangers were frank with their employees and the suggestions
of employees were highly appreciated by the management. This thing motivates the employees
to work with more interest and problems are detected timely. On this way quality and quantity
of work is improved due to employee’s interest in job.Continuous process improvement is very
important tool to meet the requirements of customers in modern era. For this purpose all
organizations are utilizing modern technology and improved systems. All the managers were
focusing in using modern technology, they expressed that the structure of their organizations is
dynamic. They make changes according to needs of time. Continuous process improvement is
necessary for customer satisfaction and cost efficiency that leads to increase in customers,
profit and market share. Corrective measures are taken in case of inefficiency of output.
Structure of organizations supports the activities performed by employees, especially in
banking sector organization structure is developed so that customers and employees feel ease
by using and providing services. Organization structure was very helpful for efficient work in all
other organizations.Training is provided to new employees in each organization to perform
error free services. With the up gradation of technology employees are educated to use this
technology. To increase the efficiency of employees special courses are arranged by
management and employees are motivated and more committed with their jobs due to top
level management involvement in employees training and education.All these techniques are
positively linked with organization performance. There is increase in output, decrease in cost,

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ISSN: 2226-3624

customers are satisfied, there is increase in customers and growth in market share.

Conclusion:
Above findings indicates implication of TQM and its effectiveness in service organizations. All
the managers are using TQM irrespective of their field of work. There were different
demographics of interviewees but all responded in the same way. It shows the general use of
TQM. There is no need of specific field of education for managers to use TQM techniques and
there is no need of specific sector to apply these techniques. TQM is equally applicable in
manufacturing and service organizations and service organizations also can improve their
performance by using TQM techniques. TQM is applicable in manufacturing, services, public
and private sectors. There are no limitations in using TQM for any field of business and the
techniques of TQM provide positive results in organizational performance.
Limitations:
This research could enhance by involving more organizations in survey. Due to shortage of
resources and time we have included small number of organizations however the selection of
organizations for interviews from all the relevant sectors and a number of cities was helpful to
enhance the scope of our research. We have included small, large, public and private
organizations in our research.
Managerial Implications:
This research is helpful for managers to focus on TQM elements for improving the standard of
performance in their organizations. Managers can:
 Focus on customer needs and modify their organization structure by using modern
technology.
 Provide trainings to employees for using new technology.
 Involve employees in decision making and give them recognition for better
performance.

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Corresponding Author

Hashim Zameer
Bahauddin Zakariya University Multan Layyah Campus
Pakistan,
Email: [email protected]

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