1.0 Introduction
1.1 Background of Study
Total Quality Management (TQM) has emerged as a critical management philosophy that aims to improve organizational performance through continuous quality improvement and employee involvement. According to Oakland (2014), TQM is a holistic approach that integrates quality principles into every aspect of an organization’s operations, emphasizing customer satisfaction, process efficiency, and continuous improvement. It is based on the premise that sustained organizational success is achieved when every employee is committed to delivering high-quality outcomes.
Productivity of workers remains a major concern for organizations worldwide. Heizer and Render (2014) reported that low productivity results in increased operational costs, delayed project completion, and reduced competitive advantage. Similarly, Agus (2005) asserted that organizations that fail to implement effective management strategies often experience low employee efficiency and poor overall performance (Agus, 2005). The application of TQM has been shown to influence productivity positively. Talib, Rahman, and Qureshi (2010) stated that organizations that effectively implement TQM principles experience improvements in work processes, employee motivation, and service quality. Ishikawa (1985) affirmed that TQM is not just a set of tools but a cultural shift that requires leadership commitment, employee engagement, and systematic problem-solving to achieve measurable productivity gains.
Psomas and Fotopoulos (2010) contended that inadequate training, resistance to change, and lack of management support reduce the effectiveness of TQM programs. On the other hand, Evans and Lindsay (2014) reported that when TQM practices are properly integrated into organizational strategies, they promote innovation, reduce errors, and enhance worker efficiency, ultimately leading to higher productivity (Evans and Lindsay, 2014). Total Quality Management (TQM) is a comprehensive management approach that emphasizes continuous improvement in all aspects of an organization, with the aim of enhancing customer satisfaction, operational efficiency, and overall organizational performance (Oakland, 2014). TQM involves the active participation of all members of an organization in improving processes, products, services, and the organizational culture itself (Evans & Lindsay, 2014).
Productivity, on the other hand, is the measure of efficiency in converting inputs into outputs within an organization. It is commonly defined as the ratio of output produced to the resources used, including labor, capital, and time (Heizer & Render, 2014). High productivity is essential for organizational growth, competitiveness, and profitability. Organizations with low productivity often face challenges such as inefficiencies in workflow, delays in service delivery, and reduced employee morale, which negatively affect both internal and external stakeholders (Agus, 2005). This study is set against the backdrop of examining how TQM practices affect the productivity of workers.
1.2 Statement of Problems
Investigation revealed that many organizations experience inefficiencies in workflow, delayed project completion, and low output levels, which negatively affect overall organizational performance and profitability (Agus, 2005). One of the factors contributing to this problem is the lack of effective management practices that focus on quality and employee involvement. Total Quality Management (TQM) is a management philosophy that emphasizes continuous improvement, customer satisfaction, and active participation of employees in organizational processes (Oakland, 2014).
Furthermore, the lack of empirical evidence linking TQM practices directly to worker productivity in specific organizational contexts further complicates management decision-making. Many organizations remain uncertain whether investing in TQM initiatives is justified, particularly in sectors where productivity challenges are persistent and costly (Psomas & Fotopoulos, 2010). Also, variations in workforce characteristics, organizational culture, and resource availability may influence how TQM strategies impact productivity, making it necessary to study these relationships in local contexts. It is against this backdrop that this study seeks to investigate the effect of Total Quality Management on the productivity of workers.
1.3 Aim and Objectives of Study
The aim of this study is to examine the effect of Total Quality Management (TQM) on the productivity of workers in Nigerian organizations. In achieving this aim, the following specific objectives were laid out as follows:
- To determine the extent to which TQM practices are implemented in organizations.
- To assess the effect of TQM on employee productivity.
- To examine the challenges organizations face in implementing TQM.
- To recommend strategies for effective TQM implementation to enhance productivity.
1.4 Research Questions
The study came up with research questions so as to be able to ascertain the above stated objectives. The specific research questions for the study are stated below as follows:
- To what extent are TQM practices implemented in organizations?
- What is the effect of TQM on worker productivity?
- What challenges do organizations face in implementing TQM practices?
- What strategies will improve the effectiveness of TQM in enhancing productivity?
1.5 Research Hypotheses
In order to pursue the objective of this study, the following generalized statements have been designed to guide and aids in obtaining the result for the experiment to be conducted. For this work, the null hypothesis will be represented with H0 while the alternative hypothesis will be represented with hypothesis H1.
Hypothesis One
- H0: There is no significant effect of Total Quality Management (TQM) on the productivity of workers in Nigerian organizations.
- H1: There is a significant effect of Total Quality Management (TQM) on the productivity of workers in Nigerian organizations.
Hypothesis Two
- H0: Total Quality Management (TQM) does not have a significant effect on the productivity of workers in Nigerian organizations.
- H1: Total Quality Management (TQM) has a significant effect on the productivity of workers in Nigerian organizations.
1.6 Significance of Study
It is believed that at the completion of the study, the findings will serve as a reference for managers, employees, and policymakers in designing and implementing effective quality management strategies that will enhance organizational growth.
Furthermore, the study will help management adopt TQM practices that will improve productivity and operational efficiency. Also, workers will benefit from increased skill development, motivation, and engagement through TQM practices.
Lastly, this study will benefit employees, as it will lead to skill development, increased motivation, and a sense of ownership in organizational processes. In addition, academicians and researchers will find this study significant as it will contribute to the existing body of knowledge on TQM and productivity.
1.7 Scope and Limitations of the Study
This study will focus on the effect of Total Quality Management (TQM) on the productivity of workers within manufacturing companies in Lagos State, Nigeria. The research will examine both public and private sector organizations that have implemented TQM practices to assess their impact on employee performance.
The limitations of this study include constraints such as insufficient data from some organizations, delays in responses from participants, and financial and time constraints that were experienced during data collection.
1.8 Definition of Terms
Total Quality Management (TQM): According to Oakland (2014), TQM is a management approach focused on continuous improvement in all aspects of an organization, emphasizing quality in processes, products, and services through the participation of all employees.
Productivity: Heizer and Render (2014) define productivity as the measure of output produced relative to the input used. It is an indicator of efficiency in organizational performance.
Employee Performance: Evans and Lindsay (2014) stated that employee performance refers to the effectiveness with which workers carry out their tasks and responsibilities to achieve organizational goals.
Quality Improvement: Agus (2005) affirmed that quality improvement involves systematic efforts to enhance processes, reduce errors, and achieve higher standards of performance within an organization.
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