Relationship Between Critical Success Factors Of Total Quality Management And Employee Performance

Abstract

With the phenomenon of globalization, the use of advanced technology is inevitable for business to adapt changing competitive conditions and to gain competitive advantage through competitors. It drives the companies toward a new view of quality as a necessary tool to compete successfully in worldwide markets. Employee Performance plays an important role in organizational performance. TQM adoption in the Philippines is utilized more as a human resource intervention to motivate employees to work as a team as they identify and solve operations and quality-related problems. Initial implementation of TQM in the country can be seen through the conduct of workplace organization activities and the establishment of empowered work teams like quality circles and productivity improvement programs. The main purpose of this study is aimed to assess the correlation between the Critical Success Factor of Total Quality Management and Employee Performance. A total of 141 respondents are employees of financial business services of Company ABC. The study used the descriptive method to beable to describe the qualitative features of the data gathered in the conducted survey questionnaire. The survey questionnaire consisted of (3) parts with sum of 34 questions, wherein the (1) part basically is the profile of the respondents, (2) part used4-point Likert scale and (3) part used ranking system where rank (6) as the greatest important. The data were statistically treated through Frequency and Percentage Distribution, Ranking, Mean and Spearman's Rank Correlation. It concluded that in terms of respondents’ level on an agreement with regards to TQM programs, the respondents had positive feedback on all enumerate statements. It was drawn that Customer Focus has ranked as the highest among factors while Process Management as the lowest. The respondents ranked the Employee Performance from 1 to 6 and 6 as the highest. The Employee Performance “Job Knowledge and Skill” was rank as “6” and “Interpersonal Relations” was rank as “1”. It appears that while the skewness of the Critical Success Factors is zero (meaning the data shows normality), the skewness of the Employee Performance is highly negative. And it concluded that there is a slight correlation (0.20) between Critical Success Factors of Total Quality Management and Employee Performance.