Internal Organizational practices and Total Quality Management: The mediating role of employee engagement and job satisfaction

1.1     INTRODUCTION

The mediating role of job satisfaction and employment engagement in the relationship between internal organizational practices is regarded as a primary means of competitive advantage or a predecessor of productivity in a company, business or any organization (Biswas & Bhatnagar, 2013:39). From a research carried out by Welch (2011: 54), it showcased that job satisfaction and employee engagement are closely linked to organizational practices such as the organization structure, job title, how work is organized and the systems employed for conducting work inclusive of recruitment and selection processes; training and development; performance management; internal communications and technology.

According to a study carried out by Suharti & Sulianto (2012:130) employee engagement is of great essence to a company or organization. Various resulting components as a result of employee engagement in organizations comprise of increased work performance, effective work organization and well managed work systems among many others. Organizations tend to dedicate a higher emphasis on workforce engagement (Suharti& Suliyanto, 2012:130). Welch (2011:56) Indicated that the presence of employee engagement mostly brings job satisfaction, commitment, and patriotism to the workplace. According to Suharti and Suliyanto (2012:131), employee engagement is an indication of the presence of Total Quality Management in an organization.

Various researches has also considered employee satisfaction to be a construct preceding TQM (Angeline & Sze, 2011; David & Pandey, 2013; Trussa, Shantz, Soane, 2013:2658). The concept of job satisfaction can be deduced from how employees engage in the workplace. There appears to be a healthy relationship that co-exists between the workforce’s perceptions of their seniors, organizational fairness and the workforce’s role in the process of coming up with decisions regarding critical issues and challenges in their workplace. Khan & Rasheed, 2013: 184).  Primary factors that are exhibited by motivated employees are job satisfaction and organizational practices comprising of the structure of the organization, job titles, job organization and the systems used for conducting work in an organization (Rasheed & Khan, 2013:184). All these factors can be termed as the predecessors of TQM and Organizational Practices (Bishara, Milliken, Prado & Schipani, 2015:412).

Suharti and Suliyanto (2012:130) indicated that TQM is of great essence to an organization’s progress. Total Quality Management is defined as the management system that is more focused on the needs and interests of customers by involving the entire workforce with the aim of continual improvement (Suharti& Suliyanto, 2012:130). Proper organizational practices and TQM, can be perceived as the core driving wheels of an organization with the aim to attain success. Prabhakar and Ram (2011:57) identified systems for conducting work to be comprised of the mode of choosing employees and the mechanisms for employment, training, and development, how performance is managed, how communication is conducted within an organization and the overall quality of management in an organization.

The relation between engagement and job satisfaction and its mediating effect has been researching numerous times. In some research the focus was mainly on the impact of mediation in the relationship that co-exists between its antecedences and the results which comprise of job satisfaction, loyalty, and involvement such as the research of Gom Jiony, Tanakinjali, , and Siganul (2015:22); (Suharti& Suliyanto, 2012:131).). Other studies focused on the relationship that promotes employee engagement and satisfaction with employee performance (Ram & Prabhakar, 2011:47-49).

The mediating effect of employee engagement and job satisfaction regarding performance seem to have relied on two theoretical arguments. The first perspective is that high participation in the workplace, i.e. workers’ involvement, can be enhanced through empowerment, decision ownership, work autonomy and engagement. Many studies carried around have depicted that high involvement practices are usually not constant in their emphasis, especially when put into practice. (Prabhakar & Ram, 2011; Rich, Lepine,& Crawford, 2012:618; Welch, 2011:330). The second perspective is that the number of practices is inclined to leverage productivity of the employees by engaging them in a more responsible and responsive way. From these perceptions, it can be deduced that workers’ engagement can be attributed to their loyalty and how they incorporate the goals of an organization such as that of achieving TQM and also from joining personal and organizational quests. Greater outcomes of a company or organizations can be derived from committed and engaged employees (Pandey & David, 2013:158).

An organization that has proper organizational practices and offers Total Quality Management to its workforce usually exhibits positive consequences such as declined labor turnover and absenteeism, higher degrees of retention, greater employee flexibility and growth of skills among the employees (Prabhakar & Ram, 2011: 48). In this study, organizational practices and TQM of an organization have been chosen to assess and evaluate the mediating role of employee engagement and job satisfaction.

A comprehensive look has been taken on various relating studies to support the facts presented in this particular research. Employee engagement and job satisfaction have been taken as the mediating variables for the success of organizations and business enterprise. The primary contribution of this study is built on the various factors that make employee engagement and job satisfaction to be closely related considering their effect on the progress of an organization (Rasheed & Khan, 2013:186). The current study envisaged to examine various practical examples of workplace’s practices and the offered Total Quality Management about the mediating role of employee engagement and job satisfaction. The ultimate beneficiaries of this particular research are organizations such as academic institutions and business organizations that are concerned about their achievements (Shuck, et al., 2011:442).

1.2 BACKGROUND INFORMATION

Maintaining quality in an organization to the expected levels is usually very hard for any organization. For Total Quality Management to be attained, every organization needs to pay a keen look at its organizational practices which comprise of majorly the internal practices such as internal communications. Other organizational practices consist of things such as the organization structures, the job titles in the specified organization, how work and job routine is organized in an organization, Total Quality Management and the systems used for doing work in the organization (Rich, et al., 2012:617).

This study attempts to provide a clearer and broader perspective that organizations of any kind might use to provide its workers with an exclusive work friendly environment through revisiting its systems of work and making amendments that will ensure that the organization has considered the fundamental meditating roles that are played by employee engagement and job satisfaction (Trussa, et al., 2013:2664). Some of the systems used for doing work in organizations will be analyzed in this particular study. These systems comprise of recruitment and selection, training and development, performance management, internal communications in the organization and the significance of up to datedness regarding technology (Rich, et al., 2012:618).

1.3 PROBLEM STATEMENT

Many business enterprises, companies, and organizations fail to attain their goals and objectives mainly due to poor output from their employees. Research carried out by Biswas & Bhatnagar (2013:39) and Trussa,et al.(2013:2659) indicated that the primary causes of poor output from employees are brought out by poor organizational practices and lack of Total Quality Management.  Subsequently, the intervention between employee engagement and job satisfaction has been perceived to have a very close relationship to TQM (Trussa, et al..2013:2659). Therefore, the workforce that exhibits employee engagement portrays a direct reflection of job satisfaction. Corrupt organizations mostly in the course of recruiting and selecting their workforce fail in achieving their goals and objectives. Employees who earned their employment through corrupt mechanisms are usually not competent. Therefore, performance management has to be critical in every organization if fruitful results are to be achieved. Moreover, faults in organizational support, technological improvements, and internal communication are the principal issues that lead to poor performance in the workplace. This study aims at answering the various problems that are experienced among organizations especially the ones related to organizational practices and Total Quality Management.

1.4 STUDY JUSTIFICATION

The aim and objective of any organization or enterprise during establishment are usually to prosper. However, most organizations fail to attain their goals and objectives due to numerous limitations that come underway and prevent success from being easily achieved. Moreover, the failure of many organizations often occurs as a result of poor management and administration from within the organization and not the external factor (Welch, 2011:330). Therefore, this research is warranted since it tries to evaluate and come up with solutions regarding how success can overcome internal organizational barriers and easily see their way to achievement.

However, a majority of them have been based on the antecedents of job satisfaction and organizational practices (Rich, et al., 2012:618; Welch, 2011:330; Rasheed & Khan, 2013: 186). This particular study is unique since it incorporates attributes of Total Quality Management in the workplace, employee engagement, and job satisfaction. Recommendations provided from this research will be of paramount importance to an organization of any type and any niche as it gives an insight on the importance of proper employee treatment in the workplace and its relevance in bringing job satisfaction, which is essential for fruitful outcomes in an organization. In this regard, the research in some ways, also, advocates for organizations to provide their employees with a friendly environment in order to realize their objectives regarding TQM (Rasheed & Khan, 2013: 186).

This research tends to examine and evaluate the mediating role of employee engagement and job satisfaction that prevails in the relationship between Total Quality Management and Organizational practices. In this context, the organizational practices that are viewed in this study are those practices that take place in an organization such as the structure of the organization, the hierarchy ranking and generally how work is conducted in an organization (Wong& Laschinger, 2013:953). 

The effects of insufficient employee engagement and job satisfaction are evaluated to indicate how the two play a significant role for instance; motivated employees are deemed to implement organizational practices such as utilizing the latest technology, recruitment policies among many others to attain Total Quality Management(Jiony, et al., 2015: 23).

The research aims to provide answers to the following research questions:

1. How do employees perceive the mediating roles of employee engagement and job satisfaction and their relationship with Total Quality Management?
2. How do employees view organizational practices regarding their job performance?
3. How are Total Quality Management and internal organizational practices related to the quality of products in a business or organization?

1.5 RESEARCH OBJECTIVES

1.5.1 General objective

The main objective of this research is to provide and ascertain the significance of organizational practices in an organization. It aims at discovering the advantages that an organization or business will give when practicing Total Quality Management to its workforce. The means of coming up with the best mechanisms for engaging employees in issues regarding an organization’s execution of tasks is also aimed to be attained at the end of the study.

1.5.2 Specific objectives

The study has some specific objectives that are expected to be attained at the end of this research. The objectives to be achieved at the completion of this study are to assess and evaluate:

1. To determine the relationship between internal organizational practices and Total Quality Management from the literature.
2. To determine the mediating role of employee attitudes (job satisfaction and employee engagement) in the relationship between internal organizational practices and TQM, as determined from the literature.
3. To determine the relationship between internal organizational practices and TQM in a sample of employees within the banking and insurance sector.
4. To determine the mediating role of employee attitudes (job satisfaction and employee engagement) in the relationship between internal organizational practices and TQM in a sample of employees within the banking and insurance sector.
5. To determine whether training and development are predecessors of Total Quality Management and proper organizational practicesTo make recommendations for future research

1.6 RESEARCH METHODOLOGY

The research method consists of a literature review and an empirical study.

1.6.1 Literature review

The literature study included the following topics; Total Quality Management and internal organizational practices such as performance management, recruitment and selection, organizational support and internal communication. Employee attitudes such as job satisfaction and employee engagement will be discussed by focusing on their definitions and how they relate to organizational practices and TQM. The literature reviewed will be in the form of published articles, printed materials such as books, and the internet (Google scholar, eBooks and NWU online library).A literature study is very generic and not industry specific.

1.6.2 Design of the Research

A cross-sectional survey design is applied to collect the data and to attain the research objectives. Cross-sectional survey designs are used to examine groups of subjects in various stages of development simultaneously (Cohen, Cohen, West, & Aiken,2013:61) in a short period of time, which can vary from one day to a few weeks (Hallikas, Immonen, Mikkonen & Pynnönen, 2014:56).The survey is a data collection technique in which questionnaires are used to gather data about an identified population. This design is also used to assess interrelationship among variables within a population (Dunn, Baguley, & Brunsden, 2014:400). The cross-sectional survey design is best suited to address the descriptive and predictive functions associated with the correlation design, whereby relationships between variables are examined.

1.6.3 Participants

Consent to do the study at companies operating in the financial sector of South African economy in Gauteng province will be requested and confirmed. This segment comprises of banks and insurance companies although the study focuses primarily on the banks. The population sizes will include150 participants being both males and females who are employed in the banking sector and which are either managers or employees in their respective departments. Inclusion criteria are employees or managers who have at least six month stenure in the financial sector. A respondent should be above the consenting age (16 years and above) to participate in the study. The nature and requirement of the survey participation will be on a voluntary basis and all information provided would be kept private and confidential. Simple random sampling method will be applied to collect the data (Dunn, et al., 2014:399).. The researcher will provide cooperation and clarification to respondents. 

1.6.4 Measuring battery

For this particular study, only a single questionnaire was employed to collect different views regarding the mediating role of employee engagement and job satisfaction in bringing proper internal organizational practices and total quality management in an organization. There was also the necessity of incorporating a biographical questionnaire to describe the population.

Different mechanisms have been invented to gauge the views of employees and expectations through the use of Linkert scale instrument that was created with Parasuraman in the year 1998. It is regarded as the most widely used tool for assessing different views of various populations especially while examining the views of employees regarding their working environment (Hallikas, Immonen, Pynnönen, and Mikkonen, 2014: 56).

Sohrabi and Bakhtiyari (2007:3) explains that the tool is of paramount importance as it provides a method of knowing the views of the targeted population. However, it has the capability of providing a gauging factor for the mediating roles in an organization or any business as it assesses the determinants of service process quality inclusive of employee engagement and job satisfaction as the mediating variables.  On the other hand, Adil, Al Ghaswyneh and Albkour (2013: 6) critiqued  Linkert scale claiming that the kind of service and management relies on the type of study under the research. Therefore, it will be hard to be used while assessing the mediating variables in a study (Adil, Al Ghaswyneh, and Albkour, 2013: 6).To determine the degree of acceptance, a five Likert-scale was employed for scoring that varied starting from the range of 1=strongly disagree to  5=strongly agree for this particular questionnaire while measuring the training and development, the performance management, the recruitment and selection, organizational support and internal communication. In between the scale were various perspectives such as 2= Agree, 3= Neutral, 4=Disagree. Also, the Likert-scale was modified to measure job satisfaction by incorporating a scoring that varied from 1=Very unsatisfied to 5=very satisfied. Another scale modified from the five Likert-scale is a six Likert-scale that included a scoring that ranged from 0 = Never, 1 = Almost never, 2= Rarely, 3= Sometimes, 4= Often, 5= Very often, 6= Always which was plotted to assess the employee's perception towards work. Lastly, a sale of five ranging from 1 = Least important to 5 = Most important to evaluate the organizational practices that are relevant to the organization. To assess whether Total Quality Management is attained; the questions in the questionnaire were crafted to determine whether the participants agreed or did not accept the hypothesis that was drawn. The participants were also allowed not to answer questions that they felt were not appropriate. Therefore, the scale used here comprised of a five Likert –scale and a three closed-ended answers; YES, NO, and CAN’T SAY. Martini, Rios, Polatajko, Wolf, and McEwen (2015: 35) stated that Linkert scale is fit as it is reliable, sensitive and valid. Moreover, (McEwen, Martini, Polatajko, Rios, Wolf, 2015: 35 ascertained that Cronbach alpha coefficients that vary from 0.84 to 0.93 for Linkert scale factors have the most appropriate validity and reliability in measuring the mediating variables of internal organizational practices and TQM.

The development of biographical questionnaire was done to collect information regarding the demographical characteristics of the participants in the study. The information that was collected comprised of age, gender, marital status, the level of education, working department, and employment status. The biographical questionnaire was also developed to determine the number of visits to the banks since the time that the banks were established.

1.6.5 Analyzing statistics

Analysis of statistics was carried out using SPSS (McEwen, 2015, pp 36). Descriptive statistics was used to analyze the collected data and majorly, it aimed at measuring the means, standard deviation, kurtosis and skewness of the variables regarding the mediating roles of employee engagement and job satisfaction in the run of attaining proper organizational practices and Total Quality Management. The coefficients of Cronbach alpha were employed to ascertain the internal consistency, unidimensionality, and homogeneity of the gauging tools (Dunn, et al., 2014:400). Coefficient alpha has significant information regarding the fraction of variance of the items of a scale about total variance the precise range explained.

Pearson product-moment correlations were also used to determine the relationship between the variables. When it comes to statistical significance, 95% confidence interval degree is set to be (p≤0,05). Effect sizes (Cook, Va Vuuren, Breytenbach, Steyn, Burger, &Maree, 2016:49) were employed to establish the practical importance of the results. A cut-off point of precisely 0.30 (Dunn, et al., 2014:400) was placed for the practical implication of correlation coefficients.

Also, to determine the degree of variance for dependent variable predicted by the independent variable, stepwise multiple regression analysis was used. The formula for effect size as demonstrated by Cook, et al. (2016: 49) is ƒ2 = R2 / 1 – R2. 0.35 is taken to be the cut-off point for the practical significance.

To assess the importance of the variation between the mediating roles of employee engagement and job satisfaction in bringing appropriate internal organizational practices and TQM, Moderate regression analysis was employed. The significance of this tool is to test whether the mean variations among the chosen groups in a combination of dependent variables have the capability of occurring by chance (Cohen, et al., 2013:61).

Through Moderate regression analysis, a dependent variable was developed that maximizes group difference was established from the set of dependent variables. The likelihood of the data was also ascertained using Wilk’s Lambda. While gauging the probability of the data, same population mean vectors were taken for all the groups. This was the possibility on the assumption that the population mean vectors were similar to those of the sample mean vectors for the various categories. In those occasions whereby the effect is significant in moderate regression analysis, ANOVA (one-way analysis of variance) was employed to determine the dependent variable that had been affected. Since many ANOVAs were used in the study, Bonferroni-type adjustment was established in the survey for inflated Type I error. Lastly, Tukey tests were carried out to signify the categories that differed significantly when ANOVA’s were performed.

1.7 ETHICAL CONSIDERATIONS

The purpose and aims of the study were explained to each participant, and they were made aware that participation was voluntary. Each participant had to sign an informed consent before participating in the research study. They were also informed about the opt-out option if they at any time wish to quit or withdraw from participating in the study. The participants had been made aware that they don’t have to write their names nor their surnames in the questionnaires and that all the information, answers, data and actions provided will be kept confidential and will only be used for the purpose of this study only.

1.8 CHAPTER OVERVIEW

The mini-dissertation is presented in the following chapters:

Chapter 1: Introduction-The intention of this chapter is to advise the reader about the background of the study, the problem statement, objectives, specific objectives, study justification and research questions.

Chapter 2: Literature review- Total Quality Management, job satisfaction, employee engagement and internal organizational practices such as the organization structure, job title, how work is organized and the systems employed for conducting work including of recruitment and selection processes; training and development; performance management; internal communications and technology. The literature will provide an overview of published research papers about organizational practices and their importance to organizations that would like to achieve success through Total Quality Management.

Chapter 3: Research Design and Methodology- This chapter will explain how the research instrument was designed, the population and sampling methods used as well as how the measuring instrument was distributed to the potential respondents. The chapter will also discuss the analysis techniques applied to the data captured  

Chapter 4: Analysis and Interpretation of survey results-This chapter will analyze the data captured, and results will be discussed in detail. The aim of this section is to answer the research questions presented in chapter 1 and argument findings to the literature study (chapter 2)

Chapter 5: Conclusions, recommendations and areas of future studies - This chapter will summarize the research results and will correlate internal organizational practices and Total Quality Management against employee attitudes of job satisfaction and employee engagement. This chapter will conclude if an employee attitude such as job satisfaction and employee engagement mediates the relationship between TQM and internal organizational practices. The recommendation will be made available to the companies that have participated in the research regarding the importance of employee satisfaction and employee engagement to the organizations that seek to achieve Total Quality Management through the implementation of proper internal organizational practices.

1.9 CHAPTER SUMMARY

Many business enterprises, companies, and organizations fail to attain their goals and objectives mainly due to poor output from their employees and maintaining quality in an organization to the expected levels is usually very hard for any organization. For Total Quality Management to be attained, every organization needs to pay a keen look at its organizational practices which comprise of majorly the internal practices such as internal communications, organization structures, the job titles in the specified organization, how work and job routine is organized in an organization, Total Quality Management and the systems used for doing work in the organization. This particular study is unique since it incorporates attributes of Total Quality Management in the workplace, job satisfaction and employee engagement. Recommendations provided from this research will be of paramount importance to an organization of any type and any niche as it gives an insight on the importance of proper employee treatment in the workplace and its relevance in bringing job satisfaction which is essential for fruitful outcomes in an organization.

In summary, Chapter 1 focused on the justification for the research, the problem statement, objectives, specific objectives and research method implemented to conduct this study.

Finally, chapter divisions of the dissertation were outlined and specifically for orientating the reader.

2.1 INTRODUCTION

This review of literature underpinnings has been written to provide a critical review of other study materials written before this research with the same concept on the mediating role of employee engagement and job satisfaction. Also, the literature review looks into the relationships between the concepts and between them and organizational practices and Total Quality Management. Moreover, precise definitions of the major terms employee engagement and job satisfaction are provided within the literature review.

2.2 Organizational practices

Organizational practices or rather OP is a term that is used to denote the behaviors and deeds of an organization’s staff. Organizational practices are majorly found just outside the central culture of an organization (Rich, et al., 2012:618). Usually, OP is confused to the features making up the culture of a firm, business or an organization but this is not the case. Instead, organizational practices are the present employee’s behaviors that change ideas to deeds that maintain the culture co-existing within an organization. They are broadly categorized into two divisions; internal and external organizational practices (Trussa,et al., 2013:2660) However, this particular study focuses on the internal organizational practices. Internal organizational practices are the organizational practices that are found within an organization. Also, internal organizational practices are the deeds done by the organization that have a direct impact on their workforce’s relationships and tasks (Rich, et al., 2012:618). Some of the common internal organizational practices comprises of performance management, recruitment and selection, organizational support to their employees, quality systems improvement and internal communication mechanisms (Trussa, et al., 2013:2659).

Conversely, organizations and companies that enhance their organizational practices have been found to be very successful while the ones that fail in strengthening their internal organizational practices have been discovered to lag behind (Patapas &Smalskys, 2013:12). To enhance performance management, companies and organizations such as banks and insurance firms ought to send their employees and managers for professional seminars and at times technical training. The act of sending them to seminars and training is essential as is promotes total quality management by providing the required knowledge on their respective sectors whether banking or insurance (Park,et al.,2013:82). Moreover, baking and insurance firms should create a culture whereby the employees are involved in solving challenging factors that face the organization. The best organizational practices in an organization are attained when different departments such as accounting department and commerce department in a bank cooperate in accomplishing common organizational goals (Rich, et al., 2012:618).

2.3 Total Quality Management

Total Quality Management (TQM) can be referred to as the management system that is more focused on the needs and interests of customers by involving the entire workforce with the aim of continual improvement (Aryee,et al., 2016:6). For Total Quality Management to be attained, the organization has to use strategy, data and efficient communication to incorporate the required quality discipline into the existing culture and activities that are carried out by an organization (Trussa,et al., 2013:2660). Presence of TQM has always been noted to produce a resulting effect of quality services, quality products and overwhelming customer satisfaction. The elements of Total Quality Management have always been known to be customer focused, resulting in total employee involvement, process centered, rely on integrated systems, incorporating a strategic and systematic approach and depicting a continual improvement in an organization (Rich, et al., 2012:618).

Various studies have represented that quality management usually results in customer satisfaction ( Aryee,et al., 2016:6; Biswas & Bhatnagar, 2013:39; Park,et al.,2013:81). Whenever there is Total Quality Management in an organization, quality products are always the outcome (Park,et al.,2013:81). As depicted by a study carried out by Yalabik,et al. (2014:2279), it was discovered that an organization that lacks quality management usually fails to produce quality services.

2.3.1 Training and development as a predecessor of Total Quality Management and proper organizational practices

Training is essential for any company as it is the foundation of knowledge base expansion among the employees. However, a majority of the employers fail to invest in training considering it being expensive and forgetting that it is the basis of development. Despite the fact that training also has drawbacks, its pros still exceed the cons by far (Park,et al.,2013:78). One of the significant drawbacks that have been discovered in the course of employees training is that employees fail to attend to work at the required work as they attend their training and this, in turn, delays the completion of an organization’s project or projects. Training employees help them address weaknesses that they have (Welch, 2011:56). At the end of the training, a majority of employees who have undergone the training have been discovered to improve their performance at work (Shuck, Reio, & Rocco, 2011:432) Lastly, the training educates the employees of everything regarding their work making them more satisfied an engaged and thus it becomes easy for managers to administer quality management due to the exhibited proper internal organizational practices (Park,et al., 2013:78).

In the study carried out by Shantz,et al. (2013:2616), they discovered that companies and organizations that encourage their staff to further their education and training did better as compared to those corporations and organizations that ignored this concept (Shantz,et al. 2013:2616). Moreover, those companies, business enterprises, and organizations that allocated resources for employee education and/or training did even better in the particular field to which they belonged. In their study, they did a primary research on small banks and discovered that many banks failed to train their workforce on quality awareness and this was the major reason for the lack of proper organizational practices in those banks and the exhibited poor management. (Park,et al.,2013:80). Assumptions made from the study were that for organizations to turn out successful, all employees should be trained on particular work-skills. Moreover, companies ought to consider their workforce as valuable and long-term resources that need capacity building throughout their working profession (Suharti and Suliyanto, 2012:131),

2.4 EMPLOYEE ENGAGEMENT AND JOB SATISFACTION

The mediating effect of employee engagement and job satisfaction in the course of attaining proper organizational practices and Total Quality Management rely on two theoretical arguments. The first perspective is high participation in the environment that employees work under ( Alfes, Shantz,Truss,& Soane, 2013:2610). The employees enagement at the workplace can be enhanced by being empowered allowed partaking in decision making, work auton\omy and participation. A study carried out by Biswas and Bhatnagar (2013:29) depicted that high involvement practices are usually not constant in their emphasis and when they are put into practice (Biswas & Bhatnagar, 2013:29). Secondly, the number of organizational practices is directly related to leverage productivity of the workers by engaging them in a more responsible and responsive way. From these notions, it can be deduced that workers’ engagement can be associatted with their job satisfaction and how they incorporate the goals of an organization and also from joining personal and organizational quests (Wang, Lu,& Siu, 2015:1249). Greater outcomes of a company or organizations such as proper organizational practices and quality products and services and customer satisfaction that make up TQM can be derived from committed and engaged employees (Biswas & Bhatnagar, 2013:37).

2.4.1 Employee engagement

Employee engagement can be described as the binding of the members of an organization to the job responsibilities that have been assigned to them (Chumg, Cooke, Fry, & Hung, 2015:71). This is done through expressing themselves in different ways such as emotionally, physically and cognitively during their time of working. It can be regarded as the tenacious, positive affective-cognitive nature of fulfillment in workers who are characterized by vigor, dedication, and absorption (Biswas & Bhatnagar, 2013:37). In another perspective, employee engagement can be defined as the passion that employees might have to their work (Aryee, Walumbwa, Gachunga,& Hartnell, 2016:3). It is the enthusiasm that an individual has towards his or her employment. It is also the willingness to do more than the required just out of passion (Aryee, et al. 2016:3).

Engaged employees have the capability of creating great value for a company or organization by giving out great job outcomes in their course of work (Auh, Fisher, Menguc & Haddad, 2013:2164). Engaged employees can be characterized by being more creative and proactive thinkers. They are also very innovative and regarding their work presence, they have reduced absenteeism and turnover. Studies carried out on engaged employees have implied that such kinds of employees are more committed and loyal to the company or organization that they are working for (Yalabik, Popaitoon, Chowne, & Rayton, 2013:2799). They also exhibit patriotic organizational behavior. In addition to these, they further portray higher job satisfaction. In few occasions, employees think about their job security and safety (Biswas & Bhatnagar, 2013:38). It is essential for a company or organization to have such kinds of employees as it is evident that such a company will prosper and in turn get more returns and earnings (Chumg, Cooke, Fry, & Hung, 2015:72).

2.4.2 Job satisfaction

The term job satisfaction in business is used to denote an enjoyable or optimistic emotional condition that comes from the appraisal of an individual’s work or the experience they have been having whilst working (Tang, Siu,& Cheung, 2014:133).It can also be used to indicate the degree to which employees like or dislike the job that they are doing. This satisfaction or enjoyment comes from the environment at which a person is working at and what the individual is expecting from the workplace (Shantz,et al., 2013:2612). These expectations can be in various forms such as regarding needs, individual’s features or values.

From the definition of job satisfaction, it can be deduced that job satisfaction as a variable has many dimensions. Some of the dimensions can be described to have aspects or facets of a person’s job such as the existing relationship between the workers and the workers’ relationship and with their superiors (Biswas & Bhatnagar, 2013:39). Teamwork is a major drive towards attaining job satisfaction. Other factors that can be used by organizations to attain job satisfaction are good pay and rewards, better-working conditions, proper communication and promotion opportunities as they enhance service quality and motivation among the employees (Airila, Hakanen, Schaufeli, Luukkonen, Punakallio, &Lusa, 2014:89).

There are several advantages to have employees that experience job satisfaction. Some of these advantages comprise TQM, higher productivity, and returns for the organization and proper organizational practices such as more senior workers loyalty, reduced absenteeism, and turnover motives (Biswas & Bhatnagar, 2013:40).. Lastly is more senior worker’s morale which always results in higher job performance (Wang,et al., 2015:1249).

2.4.3 The connection and the disconnection between employee engagement and job satisfaction

Employee engagement and job satisfaction are closely related. Moreover, they are the major mediating factors when it comes to proper organizational practices and Total Quality Management (Alfes, Truss, Soane, Rees, & Gatenby, 2013:840). However, some researchers have come up with notions that the two are not related but still mediate internal organizational practices and TQM.

Alessandria et al. (2015:767) opined that the two concepts are very distinct from each other. Higher exhibition of job satisfaction come from the positive outcome of work engagement. According to Biswas and Bhatnagar (2013:39), engaged workers undergo conditions of pleasurable emotional states while at their workplace. Due to this, they get more satisfied with their job and thus exhibit the required organizational practices making it easier for an organization to attain Total Quality Management.

On the other hand, it is clear that job satisfaction is not a clear indication that there will be higher productivity in an organization, but employee engagement can be used as a direct measure of job performance and job satisfaction (Gatenby, 2013:841). The differences observed between job satisfaction, and employee engagement is drawn from the different natures of their constructs (Park, Song, Won Yoon, &Kim, 2013:76). What distinguishes the two is that employee engagement is an active and content state while job satisfaction is a passive and affective state. Therefore, it can be deduced that employee engagement can be improvedby how much the employees are satisfied (Trussa, et al., 2013:2658). From this conclusion, it can be deduced that job satisfaction is a potential antecedent of employee engagement and the fact that the two are different is what makes them qualify to be separated as two different independent variables (Wang,et al., 2015:1249)

2.5 Employee engagement as a mediator

Aryee,et al. (2016:7) found that to assess the effect brought about by a mediating variable whereby there existed a relationship between dependent and independent variables there had to be three necessary conditions that were of great importance. One of the conditions was that there had to be a direct interaction between the dependent variable and the independent variable. Also, there had to be an immediate relationship between the interceding variable and the independent variable furthermore a direct relationship between the reliant variable and the intervening variable. According to Biswas and Bhatnagar (2013:40), it has been found that representative engagement intercedes the impact of hierarchical society and authority style on worker dedication.

The interceding part of representative participation in the connections between potential precursors of engagement and business related results like occupation contribution and fulfillment was concentrated on by Park,et al.(2013:77). They considered four precursors including hierarchical and supervisory bolster, workers' impression of authoritative equity, compensates and work qualities. Amid their study, they utilized an example of 310 subjects working for Jordanian inns, and the discoveries from their study affirmed the impact of every one of these variables on worker engagement that thus can anticipate the results of the association.  Yalabik,et al. (2014:2280) also affirmed the interceding impact of worker engagement in the relationship amongst obstacles and testing requests, workgroup results (i.e. work fulfillment, profitability, and wellbeing) and high association (Yalabik,et al. 2014:2280)

The part of good organizational practices is to argue about the commitment of human resources so as to accomplish research objectives (Alessandri,et al., 2015:781). This is as indicated by established ways to deal with critical Total Quality Management (Alessandri,et al., 2015:781).

Conversely, there is no definite number of practices in the great HR honest package that are by and large settled upon (Wang,et al.,2015:1249). The study by Yalabik and his colleagues investigated nine broadly known regular arrangements of sound management rehearses, these are: employee improvement, coordinated effort or collaboration, work plan attributes, material supplies, employee stability, part clarity, saw social bolster, reward and recognition, and compensation reasonableness. All these nine sets have been found to have sway on management outcomes (Yalabik,et al., 2014:2815). As a rule, decent HR rehearses imply theoretical measurements of social trade which show not just determine the assets of trade amongst managers and representatives, additionally the standards of the trade from a business' perspective. Some human rehearses like preparing, advantages level, professional stability, pay level and appropriate occupation outline can reflect larger amounts of prizes given or offered to representatives (Biswas &Bhatnagar, 2013:37).

On the other side, certain HR honest package, for instance employee engagement, formal work implementation examinations, and individual pay-for-execution frameworks, business assumptions about representative implementation levels are among the major drivers of proper organizational practices and total quality management in any kind of organization (Shantz et al. 2013, pp 2618). This gives a reasonable trade relationship. Subsequently, from a trade hypothesis view, great HR practices will have elevated amounts of lingering workers' apparent commitment to the business, significant in part execution and also inspires engagement (Alfes et al. 2013, pp 842). The belief system of sound citizenship practices was acquainted with the exploration writing by Airila et al. (2014:  89). The Organizational citizenship behaviors (OCBs) are voluntary commitments at work which are not part of their mandated duties. They  include consistency with work standards and necessities, selfless helping practices, politeness to others to guarantee smooth labor relations, public temperance to contribute helpfully to issues that emerge in the work environment and sportsmanship to keep up execution under affliction (Karatepe, 2013:137).. Authoritative citizenship practices have also been found to have critical relations with employee engagement   (Karatepe, 2013: 138).

As indicated by Biswas &Bhatnagar (2013, pp 24), work assets which are likewise excellent HR practices are explicitly identified with engagement. Engagement then again is identified with representative results for instance TQM, hierarchical duty, and turnover expectation. As per examination directed beforehand, impressions of the organization are a direct reflection of work engagement (Alessandri et al. 2015: 785). Furthermore, given that the occupation assets are relied upon to foresee engagement which then again predicts the result, it is conceivable to say that engagement goes about as a mediator that intercedes the relationship between the employment assets and the result like TQM, turnover aims, and occupation fulfillment (Rayton& Yalabik (2014, 2384). A study carried out by Trussa et al. (2013:2659) discovered that engagement intercedes the relationship amongst results and forerunner variables (Trussa et al. 2013: 2659).

2.6 Job Satisfaction as a Mediator

In the same study conducted by Biswas and Bhatnagar (2013: 36), they discovered that job satisfaction is a major mediating factor for proper organizational practices and Total Quality Management. According to a study carried out by Patapas and Smalskys (2013, pp 12), it is discovered that job satisfaction is one among the most studied variables over the past decades of proper organizational practices and TQM’s studies. The mediating aspect of job satisfaction comes from its relationships to other organizations and businesses outcomes such as organizational obligation, worker’s absenteeism, employee’s turnover and their performance (Chumg, Cooke, Fry and Hung, 2015: 78). The term job satisfaction implies the positive impact that comes from the appraisal of an individual’s job or their experiences in their work environment. The major components of job satisfaction comprise of cognitive, evaluative and affective factors which are the major initiators of its mediating role (Chumg, Cooke, Fry and Hung, 2015: 79).

Langove, IshaJavaid (2016: 106) proofed the relationship between job satisfaction and organizational practices by ascertaining from their research that the more proper the organizational practices the more satisfied the employees will turn out. They carried their study in the banking sector in Pakistan and found that job dissatisfaction in a majority of the Pakistan’s private banking sector usually resulted in working stress, and the existence of job satisfaction resulted in a reduced work stress level (Biswas and Bhatnagar, 2013: 36), From the banks, it was discovered that ambiguity and conflict in the workplace have a direct negative relationship in the workplace especially in the Private banking sector in Pakistan. It was also found that job satisfaction has a negative relationship with job overload and thus it seems to mediate with the current organizational practice in a company or any kind of business (Biswas and Bhatnagar,2013: 36),

Patapas and Smalskys (2013:12) also assert from their study that there is a negative relationship between job satisfaction and time pressure and system stressors. To explain this, they claim that role stressors have an impact on job stress and in turn job stress has a negative impact on job satisfaction (Patapas and Smalskys, 2013:12).

Chumg, Cooke, Fry and Hung (2015:78) state various mediating factors that are related to organizational practices and Total Quality Management. According to them, job satisfaction is brought up by proper organizational practices and in turn eases the work of managers bringing Total Quality Management in any kind of organization or business enterprise (Chumg, Cooke, Fry and Hung, 2015:78). Motivated employees were found to report to work early and never had instances of absenteeism without a solid reason (Trussa et al. 2013: 2661). Moreover, satisfied employees were found to relate well with their fellow employees and even their seniors in turn bringing in Quality management since the senior management team have little considerations when it comes to their workforce (Trussa et al. 2013: 2661).

2.7 Chapter Summary

The literature review incorporates all aspects of organizational practices such as the organization structure, job title, how work is organized and the systems employed for conducting work including of recruitment and selection processes; training and development; performance management; internal communications and technology. Also, the aspects of Total Quality Management have been included with the inclusion of performance management showcasing how proper quality management leads to quality services and goods.

3.1 Sample and procedure

The population that took part in this study was accrued through the various meetings that are considered informative that were carried out. The meetings were structured to incorporate the researchers and different managers, financial officers, tellers and receptionists from the banking sector. However, some of the participant feedbacks had to be excluded from the study because they lacked some elements which were crucial to the study. The sample included managers, financial officer, tellers, administrators, IT personnel and receptionists from the banks. The total sample chosen was made up of 150 participants. Among these 150 workers, 62% of them were men while the remaining 38% were women. The mean age of the employee population was 34 years and thus the SD is 10. The gathered response from this population was 90%.

The sample size was chosen conveniently as a representation of the study cohort. The questionnaire was prepared to measure the mediating role of job satisfaction and employee engagement towards proper organizational practices and Total Quality Management. These questionnaires were emailed, and others sent in hard copies to the respective participants. The survey incorporated eight demographic questions, eight questions on job satisfaction specifically on the nature of satisfaction, seven questions on training and development as part of organizational practices, eleven questions on employee engagement. The participants were also to rate aspects of organizational practices on a scale of five. Six organizational practices were asked on the questionnaire to be evaluated, six performance management, four recruitment, and selection aspects, four organizational support aspects, five internal communications aspects, four TQM aspects, six quality improvement aspects and lastly, eleven technology improvement aspects.

Five participants were chosen from the stated categories and asked to participate in this particular research. At the point when a participant refuse to partake, another representative employee was arbitrarily selected from the same category in list that had been gathered earlier and the questionnaire was emailed to them, at whatever point conceivable. This was done to show that this research respected the decision of the participants and was wholly voluntary. It is also an indication that the research observes ethical standards that need to be adhered to when carrying out research (Delcourt, Gremler, van Riel, and van Birgelen 2013: 12). Therefore, all the sample participants took part in the study voluntarily.

These participants were carrying out their normal tasks at their usual units, typically made up of one manager was picked; one financial officer, one teller, one receptionist from each unit and one IT personnel stationed to carry out their usual duties within their divisions. The tests conducted comprised of 5 managers; 5 financial officers, five tellers, five receptionists and five IT personnel from the different departments of the banks. At this particular phase, the reaction rate was 95%. Just those employees carrying out their duties during weekdays met the inclusion criteria to take part in the study (Corbin and Strauss, 2014: 43).

Questionnaires were regulated for only the chosen participants through the use of emails and others who have near received the questionnaires in hard copy. The poll organization forms took 20 minutes for the representative samples to answer all the questions. The privacy and obscurity of the feedback were ensured for all the participants in the study. The information for this survey was assembled over five working days. The participants were supposed to mail their queries in case they got stuck, or part of the questionnaire was not clear to them. To aid this, response handling mailbox was setup and reminder was sent to them for increasing the response rates. All individual reactions from the study representatives over the different departments of the banks were collected.

3.2 Measuring battery

The Likert-scale was measuring battery that was used for this study. It was created from insight gathered from research conducted by (Delcourt, Gremler, van Riel and van Birgelen (2016: 74) on the explanation of performance differences. Both the recurrence with which each provider–resource was found and its significance gauged. This was done since representative employees and managers may have a duty all the time in the working environment, yet it may not be significant or vital for proper administration procurement, or the other way around. The development of the scale for the research questions occurred in two stages: (a) in the subjective or qualitative stage, the emailed questionnaires were sent to 20 contact research representatives from different banks. The aim of all these activities was to find out the type of quality management that was utilized in the various banks (recurrence), how the employees were engaged and how they were satisfied with their employment. In addition to this, the management systems in the banks were assessed. The feedback email was then sorted to assess the technological resources into classifications utilizing grounded hypothesis (Corbin and Strauss, 2014: 43) which is a subjective methodology. In agreement with this technique, a classification was named once achieved accord on the classification used.

Results demonstrated a scale made out of five classes of the Likert-scale while in other occasions the Likert-scale divisions were modified to include six categories. The five corporate resources comprised of training and development, performance and management, and innovation or rather technology, recruitment and selection and performance management. (b) In the following stage which is the quantitative stage, the researcher built a poll or rather a questionnaire predictable with these classifications to be directed to the full example of the used representative employees (Corbin and Strauss, 2014: 43). This questionnaire composed of 7elements (Six organizational practices were asked on the questionnaire to be rated, six performance management, four recruitment and selection aspects, four organizational support aspects, five internal communications aspects,  four TQM aspects, six quality improvement aspects and lastly, eleven technology development aspects (Dong, Liao, Chuang, Zhou and Campbell 2015: 1364). From the emailed questionnaires and other hard copies, some feedback was found from the employees after asking them about the extent to which these organizational practices such as recruiting and selecting; training and development; performance management; internal communications and technology had been vital in encouraging employee performance and had helped them to expel snags at work in the previous durations. All factors were scored by being recorded on a 5-point rating scale going from 1 which meant that the information was not critical to a figure5 which meant that the information was vital (Costa, Passos and Bakker 2014: 45). These variants are presented in the Appendix.

Inner consistencies (a function of the quantity of test samples and the average existing relationship among the samples) for the preparation, self-sufficiency, also, innovation scales were .91, .84, and .90, respectively. Work engagement was surveyed with the Spanish form of the Work Engagement Scale (Costa, Passos and Bakker 2014: 46). The elements evaluated in the questionnaire are Six organizational practices were asked on the questionnaire to be rated, six performance management, four recruitment, and selection aspects, four organizational support aspects, five internal communications aspects, four TQM aspects, six quality improvement aspects and lastly, eleven technology improvement aspects Vera et al. (2014: 135). These elements are introduced in the Appendix. All variants were scored on a 7-point recurrence rating scale going from 0 (never) to 6 (dependably). High scores on power, commitment, motivation and retention were characteristic of engagement (Corbin and Strauss 2014: 85). Interior consistencies (Function of the quantity of the test samples and the average existing relationship among the samples) for the life, devotion, and assimilation scales were .74, .70, and .77, respectively.

Employee performance was evaluated with a lessened form (4 elements; Function of the quantity of test samples and the average existing relationship among the samples =.84) of the 7-thing Global Service Climate Scale (Dong et al., 2015: 11364). These factors are introduced in the Appendix. All factors were scored on a 7-point rating scale going from 1 (totally concur) to 7 (totally opposing this idea). Since the research needed to gauge contact employee performance, a composite of scales were used: sympathy and brilliant employment performance scales, which speak to expected practices for contact workers. Three things formed compassion given the Linkert scale; Empathy Scale (Delcourt et al. 2016: 55). A further size of 3 variants, in light of the employee Performance Scale (Delcourt et al. 2013: 56), was utilized to evaluate excellent execution in representatives. These factors are provided in the Appendix.

All variants were scored on a 5-point rating scale extending from 1 (totally concur) to 5 (totally oppose this idea). Inward consistencies (Function of the quantity of test samples and the average existing relationship among the samples) of execution were .89 for compassion furthermore, .88 for fabulous occupation performance. Aftereffects of a variable investigation of the variants alluding to both subscales affirmed a mono-factor solution,1 with one and the only segment with 71.21% of the clarified change, and an Eigenvalue of 4.27 (with two segments, this quality is under 1). Besides, the worldwide inward consistency of the composite of both subscales for example execution) was .88.  

Employee engagement was evaluated with three dependable that deliberate the probability of clients coming back to the banks under the study for further administration and taking part in positive verbal practices. An adjustment by Vera et al. (2014: 135) from the first scale was utilized. These factors are exhibited in the Appendix. A 6-point rating scale extending from 1 (never existing) to 6 (always occurring) was used. Higher scores showed more prominent employee dedication (Vera et al. 2014: 135). Interior consistency (Function of the quantity of test samples and the average existing relationship among the samples) of employee un-waveringness was .87. Polls were introduced to the members in South Africa, particularly in Gauteng province. All scales were conducted in English (Adil, et al. 2013:6).

The methodology was designed to assist the research to be in a position of getting an answer to the research questions. From the methodology, it is clear that feedback on the mediating roles of employee engagement and job satisfaction can be deduced in the analysis of this particular study. Also, from the various responses collected from the representative employees and managers, the significance of proper organizational practices such as recruiting and selecting; training and development; performance management; internal communications and technology were made clear. Moreover, the methodology provides a well-detailed account of data collection, inclusion and exclusion criteria and considerations.

3.3 Chapter Summary

The methodology has been structured to encompass the whole procedure employed to collect the data for this research. Also, the methodology has explained how the research instrument has been designed and used. The population and sampling methods have also been incorporatedinto the methodology and research design. At the end of the methodology, the researcher ensured that the analysis techniques used for collecting the data had been clearly discussed and elaborated. Regarding the sample and procedure for the study, a sample of 150 participants was chosen for the study from different banks in South Africa. Basically, employees from the banks were the chosen participants for this study. Managers and financial officers, IT Personnel were selected in the category of senior employees while tellers and receptionists have been selected as the junior employees. The whole activity was done to collect views regarding the mediating roles of employee engagement and job satisfaction towards proper organizational practices and Total Quality Management (Adil, et al. 2013:6). Regarding the instrument used to gather data for the study, a Linkert scale was developed that arranged from one to five and in other occasions, the scale was modified to incorporate six classes.

In Summary, the methodology focused on the techniques and design used for research data collection. Also, it elaborated on how the research instruments were used in a stepwise manner. 

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APPENDICES

APPENDIX A: THE CONSENT FORM

Hi, my name is Clinton Wanjala, a student at North-West University Potchefstroom Campus pursuing an MBA degree. I am conducting research on Organizational practices and Total Quality Management: The mediating role of employee engagement and job satisfaction. I, therefore, request for your participation in answering the interview questions related to the topic to make this study an advantageous in ensuring a successful research process. If you agree, you will be asked questions about yourself, your perception towards your current work and company, and the work support you receive from your company, management, and co-workers. The interview is estimated to last for about 20 minutes. The interviewer will explain all the details regarding the study, and any related question will be clarified. Your name and the information you provide will be kept confidential. Your participation is important since it will help your company management to develop and implement effective workplace practices and policies for addressing internal organizational barriers and ensuring friendly work environment.

You are under no obligation to take participating in this research as it is voluntary. You can, therefore, decline to participate or avoid any question you feel uncomfortable with without victimization.

 

Participant’s declaration

I have been explained to the purpose of the study and the benefits likely to accrue from the study. I, therefore, agree voluntarily to take part in this study.

Signed/confirmed by:                                       

(Participants signature)                                       date

Witness                                                                                   signature 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

APPENDIX B: Employees’ Questionnaire

INSTRUCTIONS:-

Do not write your name anywhere on this questionnaire

Answer all questions

Company Code: …………………...

Date: ……………………………….

 

 

 

 

 

 

 

 

 

 

Section A: Demographic characteristics

      I.        What is your age?

1.    Under 20

2.    21-30 

3.    31-40 

4.    41-50

5.    51 and above

    II.        Please indicate your gender:

1.    Male

2.    Female

   III.        What is your marital status?

1.    Single

2.    Married

3.    Widowed

4.    Divorced

  IV.        What is your highest level of education?

1.    Primary level

2.    High School

3.    Certificate/Diploma

4.    Bachelors

5.    Masters

6.    Doctorate

   V.        In which department do you belong?

1.    Human Resources

2.    Finance

3.    Programming

4.    Information Technology 

5.    Administration and planning

  VI.        What work position do you hold?

1.    Junior level

2.    Senior Officer

3.    Managerial   

4.    Executive management

 VII.        For how many years have you been working in your current position?

1.    Under 5

2.    6-10   

3.    11-15

4.    16-20

5.    21 and above

VIII.        What is your annual net income?

1.    Less than R1,000

2.    R,000- 2000

3.    R 2001-3000

4.    R 3001-4000

5.    R 4001-5000

6.    R5001 or More

Section B: Job satisfaction

  IX.         The following statements describe the extent of your work satisfaction. Please rate each one of them based on the following scale:

Nature of satisfaction	1	2	3	4	5
1.    I am motivated to report at work daily
2.    I relate well with my co-workers
3.    My unique skills and talents enable me to deliver the excellent service at work
4.    I contribute to the society based on the work I do
5.    My company recognizes and respect my work
6.    My abilities and values match well with my job
7.    My company remunerates  me well
8.    My input to the company has played a role in the position I have in the company

Score: 1. Very unsatisfied  2. Dissatisfied           3. Neutral       4. Satisfied    5. Very satisfied

 

 

 

 

 

 

 

 

 

 

 

 

Section C: Training and development

   X.         The following statements describe employee training and development at the workplace. Please rate each one of them based on the following scale:

Training and development aspects	1	2	3	4	5
1. The company encourages the staff to consider furthering education and training.
2. Our company allocates resources for employee education and/or training
3. The company trains its employees on using quality management methods/tools
4. My firm trains its employees on quality awareness education
5. All employeesare givenparticular work-skills training
6. My firm considers its employees as valuable and long-term resources that require capacity building throughout their career.
7. Hard work results in fruitful results even at the individual level

Scoring: 1= strongly agree, 2= Agree, 3= Neutral, 4=Disagree and 5=Strongly disagree.

 

 

 

 

Section D: Employee engagement

  XI.         Based on the following scale, please rate your perception towards your current work based on the following aspects:

Employee’s perception towards work	0	1	2	3	4	5	6	7
1.    I feel energy burst due to my work
2.    My work makes me strong and vigorous
3.    My work makes me feel enthusiastic.
4.    I feel inspired by my job.
5.    I am motivated to report at work daily
6.    I feel motivated to work intensely.
7.    I feel proud of my work.
8.    I am sometimes inspired to work for longer periods
9.    I am deeply engaged in my work
10. I am easily disengaged when working.
11. I am unable to detach myself from work

Scoring: 0 = Never, 1 = Almost never, 2= Rarely, 3= Sometimes, 4= Often, 5= Very often, 6= Always

 

 

Section E: ORGANIZATIONAL PRACTICES

 

 XII.         Which of the following organizational practices are important within your organization (please rate from 1 to 5) 1 = Least important and 5 = Most important

Which internal Organizational Practices are important in your organization? Please score/rate each one regarding how you or your organization values them 1 = Least important and 5 = Most important
1.   Performance management	1	2	3	4	5
2.    Recruitment and Selection	1	2	3	4	5
3.Organizational Support (employee support from your organization)	1	2	3	4	5
4.    Quality System Improvements	1	2	3	4	5
5.     Technological Improvements	1	2	3	4	5
6.      Internal Communication	1	2	3	4	5

 

 

 

 

 

 

 

 

 

 

Section E1: Performance management

XIII.         Based on the following scale of agreement, please rate how you value your current work based on the following aspects:  

Management practices	1	2	3	4	5
1.    The company often sends its staff for professional seminars, and technical training to promote technical quality management knowledge
2.    The management team often involves other employees in solving problems
3.    My organization encourages different departments to cooperate  to achieve common organizational goals
4.    I think there are cooperation and teamwork in my department and organization.
5.    Management communicates a clear vision on the future direction of the organization about quality and efficient performance.
6.    Management recognizes that sustainable quality is essential for continuous improvement and retaining customers happy.

Score: 1. Strongly agree, 2. Agree, 3 Neutral, 4. Disagree 5. Strongly disagree

 

 

 

Section E2: Recruitment and selection

XIV.         Based on the following scale of agreement, please rate recruitment and selection process in your company based on the following aspects:  

 

Recruitment and selection process	1	2	3	4	5
1.    Recruitment and selection process meets organizational needs
2.    Recruitment and selection process  clearly defines job competencies for different positions
3.    Job placement of new employees is need-based
4.    Internal recruitment and selection process effectively identifies the right workforce

Scoring: 1= Strongly agree, 2= Agree, 3= Neutral, 4=Disagree and 5=Strongly disagree

 

 

 

 

 

 

 

 

 

 

Section E3: Organizational Support

XV.         Based on the following scale of agreement, please rate your company regarding work support you receive based on the following aspects:

Organizational support	1	2	3	4	5
1.    1. I think my employer provides reasonable degree about work flexibility
2.    2. I feel I benefit from the policies/practices on work flexibility
3.    3. My co-workers give me reasonable support to perform my job.
4.    My organization has understanding managers and senior staff

Scoring: 1= Strongly agree, 2= Agree, 3= Neutral, 4=Disagree and 5=Strongly disagree.

 

 

 

 

 

 

 

 

 

 

 

Section E4: Internal communications

XVI.         Based on the following scale of agreement, please rate your company in terms of internal communication based on the following aspects:  

Internal communication practices	1	2	3	4	5
1.    My company has a communication team responsible for evaluating and planning internal communication practices
2.    My company conducts two-way forums for employee
3.    My company produces weekly newsletter that is also stored for employees future reference
4.    My company has a communication portal with recent messages for employees reference
5.    The success of my company is as a result of the communicational practices within the firm

Scoring: 1= Strongly agree, 2= Agree, 3= Neutral, 4=Disagree and 5=Strongly disagree.

 

 

 

 

 

 

SECTION F: TOTAL QUALITY MANAGEMENT

Total Quality Management	1	2	3	4	5
1.    The quality management administered in my company is responsible for the quality products
2.    Customers satisfaction is directly proportional to company’s quality management
3.    Without the organization’s management, there would be no quality services
4.    Quality management is different from typical management

Scoring: 1= Strongly agree, 2= Agree, 3= Neutral, 4=Disagree and 5=Strongly disagree.

18. Are you aware of the importance of quality management, which has an important role in the success of any organization?     |YES  |   NO  |  CAN’T SAY|

19. Does TQM help in improving the work efficiency of employees?

|YES  |   NO  |  CAN’T SAY|

20. Is there any significant role played by employee engagement in bringing Total Quality Management in an organization? |YES  |   NO  |  CAN’T SAY|

21. Does job satisfaction and Total quality management related in any way? |YES  |   NO  |  CAN’T SAY|

 

 

 

 

 

Section F1: Quality System Improvement

XVII.        Based on the following scale of agreement, please rate your company in terms of systems improvement based on the following aspects:

System improvement	1	2	3	4	5
1.    1. My department has a formal methodology for systems development
2.    2.  The methodology for systems development is clearly documented.
3.    3.  Checkpoint procedures are well defined in the methodology for systems development.
4.    4. My department has formal guidelines on promoting quality systems
5.    Customer requirements are covered in these guidelines
6.    Clients are encouraged to air their views regarding the organization’s system improvement

Scoring: 1= strongly agree, 2= Agree, 3= Neutral, 4=Disagree and 5=strongly disagree.

 

 

 

 

 

 

Section F2: Technology Improvement

XVIII.        Based on the following scale of agreement, please rate your company in terms of technology improvement based on the following aspects:  

Information and Technology improvement	1	2	3	4	5
1.    1.I know hardware and software currently being installed in the company
2.    2. My department is planning to acquire new hardware and software for supporting systems development methodology.
3.    3. I think I need a more sophisticated computer to perform my work better.
4.    4.I think I need more specific software to improve my work performance.
5.    5. I think the systems development methodology  clearly defines da collection processes
6.    Systems development methodology clearly defines reliability and consistency about data collection process
7.    The company lacks IT technicians and trainers
8.    The company always stays updated when it comes to technology
9.    Technology aids in promoting quality services
10. Technology is a tool for Total Quality Management
11. Technology has formed the backbone of quality products in m company

Scoring: 1= Strongly agree, 2= Agree, 3= Neutral, 4=Disagree and 5=Strongly disagree.

 

THANK YOU SO MUCH FOR YOUR PARTICIPATION.