scholarly journals Impact of Integration between Quality Management Practices and Cost Management Techniques on Improving Financial Performance (A Field Study of Four and Five-Star Hotels in Amman)

2019 ◽  
Vol 16 (2) ◽  
pp. 82-90
Author(s):  
Mohammed Al-Zghoul ◽  
Ahmed Abd Al Qawi ◽  
Samy Mahmoud ◽  
Mohamed El -Zoghbi
Keyword(s):  
Quality Management ◽  
Financial Performance ◽  
Field Study ◽  
Management Practices ◽  
Cost Management ◽  
Quality Management Practices ◽  
Management Techniques

scholarly journals Linking Quality Management Practices with Performance of Manufacturing Industries in Tanzania

2019 ◽  
Vol 38 (1) ◽  
pp. 60-70
Author(s):  
Mussa I. Mgwatu
Keyword(s):  
Quality Management ◽  
Financial Performance ◽  
Competitive Advantage ◽  
Product Quality ◽  
Management Practices ◽  
Manufacturing Industries ◽  
Management Tools ◽  
Quality Management Practices ◽  
Manufacturing Performance ◽  
And Performance

Local products of manufacturing industries in Tanzania are subjected to intense competition in the markets. Product quality is one of key factors that play a considerable role for manufacturing industries to win the competitive advantage. This paper attempts to analyse the extents of quality management practices (QMP) and manufacturing performance (MP) as well as to examine the linkage between practices and performance. Data was collected from seventy-eight (78) manufacturing industries in Dar es Salaam region using questionnaires comprising of both single-item and multi-item questions. Descriptive statistics was used to quantify the extent of quality management practices and manufacturing performance (MP) of the industries. Factor analysis was used to reduce the scale items of QMP and MP into few underlying factors representing the items without loss of information. As a consequence, four QMP and two MP factors were identified. A correlation analysis was used to evaluate the effect of QMP on the performance of manufacturing industries. The findings show that most of manufacturing industries in Tanzania are large in scale and owned by private companies. Among these industries, many of them are dealing with food, beverage and tobacco products. The extent of quality management practices and manufacturing performance are favourable. Further to that, quality management practices mainly quality commitment significantly correlates with both operational and financial performance. This can be seen as a positive indication of the top management commitment in quality issues throughout the supply chain in supporting customer satisfaction, competitive advantage, flexibility in production quantity and overall product quality. Thus, local manufacturing industries should utilise the quality management and performance strengths to produce high-quality products that will penetrate into the markets. In addition, enforcement on the implementation of quality management tools and methods is required for the purpose of realising reasonable operational and financial performance while winning the competitive advantage.

scholarly journals Mediation Analysis Using the Hierarchical Multiple Regression Technique: A Study of the Mediating Roles of World-Class Performance in Operations

2010 ◽  
Vol 12 (2) ◽  
pp. 139 ◽  
Author(s):  
Wakhid S. Ciptono ◽  
Abdul Razak Ibrahim ◽  
Ainin Sulaiman
Keyword(s):  
Quality Management ◽  
Financial Performance ◽  
Management Practices ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Critical Factors ◽  
Gas Industry ◽  
Quality Management Practices ◽  
World Class ◽  
Operational Excellence

The changing environment in an organization is forcing the organization to find a plan of integrated management framework and adequate performance measurement. Failure to plan basically means planning failure for the business. Finding the critical factors of quality management practices (QMP), themediating roles of the contextual factors of world-class performance in operations (i.e., world-class company practices or WCC, operational excellence practices or OE, company nonfinancial performance or CNFP), and the company financial performance would enable the company to facilitate the sustainability of TQM implementation model.This empirical study aims to assess how TQM—a holistic management philosophy initially developed by W. Edward Deming, which integrates improvement strategy, management practices, and organizational performance—is specifically implemented in the oil and gas companies operating in Indonesia. Relevant literature on the TQM, the world-class performance in operations (world-class company and operational performance), the company performance (financial and non-financial performances), and the amendments of the Law of the Republic of Indonesia concerning the oil and gas industry, and related research on how the oil and gas industry in Indonesia develops sustainable competitive advantage and sustainable development programs are reviewed in details in our study. The findings from data analysis provide evidence that there is a strong positive relationship between the critical factors of quality management practices and the company financial performance mediated by the three mediating variables, i.e., world-class company practices, operational excellence practices, and company non-financial performance.

scholarly journals The Relationship Between Quality Management Practices and Productivity in Revenue and Cost Management : A Study of Local Authorities in Peninsular Malaysia

2020 ◽  
Author(s):  
Khairul Anuar Mohd. Ali ◽  
Rushami Zien Yusoff ◽  
Zakaria Abas
Keyword(s):  
Quality Management ◽  
Process Management ◽  
Management Practices ◽  
Cost Management ◽  
Sampling Technique ◽  
Positive Association ◽  
Peninsular Malaysia ◽  
Local Authorities ◽  
Quality Management Practices ◽  
The Relationship

The globalization and liberalization of the world economic system have brought us to an era where global competition is highly intense. The introduction of new technology and systems has greatly affected the performance of organizations. Quality is widely recognized as one of the important disciplines and strategies for competitiveness. This study examines the relationship between quality management practices and the productivity in revenue and cost management in local authorities. Three hundred twenty managers from eighty organizations participated in this study. Disproportionate stratified random sampling was used as the sampling technique from the population frame and the data were gathered through self-administered structured questionnaires. The results of the regression analysis showed that only two constructs among the seven quality management practices were found to be significantly related to productivity in revenue and cost management. The construct for employee focus has a positive association with the productivity in revenue and cost management whereas process management has a significant inverse relationship with the productivity in revenue and cost management. Thus, local authorities need to address these two constructs in order to achieve a higher level of productivity in revenue and cost management.  

scholarly journals Hierarchical level oF managers’ abilities: A Moderator between Quality Management Practices and Company Financial Performance

2007 ◽  
Vol 9 (3) ◽  
pp. 295 ◽  
Author(s):  
Wakhid Slamet Ciptono
Keyword(s):  
Quality Management ◽  
Financial Performance ◽  
Management Practices ◽  
Hierarchical Level ◽  
Critical Factors ◽  
Organizational System ◽  
Quality Management Practices ◽  
Structural Relationships ◽  
World Class ◽  
Operational Excellence

This study investigates the moderating impacts of hierarchical level of managers’ abilities on the form and strength of all structural relationships between quality management practices and company financial performance. This study describes the structural relationships among the research constructs —six critical factors of quality management practices (quality improvement program, supervisory leadership, supplier involvement, management commitment, training to improve products/services, cross-functional relationships); the contextual factors of oil and gas companies—world-class performance in operations (world-class company practices, operational excellence practices, company non-financial performance); and company financial performance. It uses a sample of 1,332 managers in 140 strategic business units (SBUs) within 49 oil and gas companies operating in Indonesia. The empirical results indicate that the goodness-of-fit of the unconstrained model is much better than that of the constrained model, and this is an indicator that hierarchical level of managers’ abilities moderates all structural relationships among the research constructs. Hence, the hierarchical level of managers’ abilities acts as a moderating variable of the whole model (i.e., among critical factors of quality management practices, world-class company practices, operational excellence practices, company non-financial performance, and company financial performance). It means that the major contribution of the hierarchical level of managers’ abilities is how to make changes in the organizational system. Top level managers’ abilities are deemed the most capable of making significant changes because of their broad sources of power and influence. Conversely, lower level managers’ abilities find it more difficult making significant changes in the system because of bureaucratic control processes that limit their actions —powerlessness or a chronic lack of autonomy. Compared to the hierarchical level of managers’ abilities, the degree of autonomy may be a more comprehensive contribution in reference to managers’ abilities to influence an organizational system. Autonomy may not only act as a person enhancer to increase internal work motivation, but it may also serve to moderate the extent to which individuals are able to significantly influence a system. In addition, involvement and empowerment of all organizational members (including managers) in cooperative and collaborative (interactive) efforts to achieve quality improvements appear to be a key element to TQM. Results further reveal that world-class performance in operations (world-class company practices, operational excellence practices, and company non-financial performance) positively mediates the impact of critical factors of quality management practices on company financial performance. Results also point out that three out of six critical factors of quality management practices are positively associated with world-class company practices and operational excellence practices under the moderating of hierarchical level of managers’ abilities. World-class company practices and operational excellence practices have direct and significant effects on company non-financial performance. Furthermore, empirical results suggest that there is a positive and significant relationship between company non-financial performance and company financial performance.

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