This study examines the impact of Total Quality Management (TQM) practices on employee performance in higher education institutions in Pakistan. A survey was administered to 240 employees across public and private universities. The study found that TQM practices positively influence employee performance indirectly through job satisfaction and affective commitment. Both job satisfaction and affective commitment were found to partially mediate the relationship between TQM practices and employee performance. The findings suggest that implementing TQM can improve employee attitudes and performance in universities.

1. International Journal of Quality & Reliability Management
Total Quality Management practices and work-related outcomes: A case study of
higher education institutions in Pakistan
Muhammad Naeem Khan, Shahab Alam Malik, Saquib Yousaf Janjua,
Article information:
To cite this document:
Muhammad Naeem Khan, Shahab Alam Malik, Saquib Yousaf Janjua, (2019) "Total Quality
Management practices and work-related outcomes: A case study of higher education institutions
in Pakistan", International Journal of Quality & Reliability Management, https://doi.org/10.1108/
IJQRM-04-2018-0097
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2. QUALITY PAPER
Total Quality Management
practices and
work-related outcomes
A case study of higher education
institutions in Pakistan
Muhammad Naeem Khan
Institute of Management Sciences, University of Balochistan, Quetta, Pakistan
Shahab Alam Malik
Department of Business Administration and Commerce,
Indus University, Karachi, Pakistan, and
Saquib Yousaf Janjua
Department of Management Sciences,
COMSATS Institute of Information Technology, Islamabad, Pakistan
Abstract
Purpose – The purpose of this paper is to explore the impact of Total Quality Management (TQM) practices
on the performance of employees working in higher education institutions (HEIs). It also examines the
mechanism through which TQM practices affect the performance of employees.
Design/methodology/approach – Data for the current study were obtained from both public and private
sector HEIs of Pakistan. In total, 400 questionnaires were distributed among the administrative and academic
staff of 3 universities and 240 usable questionnaires were received. Data were analyzed through regression
analysis using SPSS.
Findings – The results show that the TQM positively and significantly determines employee performance,
and the mediating variables of job satisfaction and affective commitment. Both the mediating variables show
a mediating role in the TQM/employee performance relationship.
Research limitations/implications – The study has practical implications for universities’ top
management to focus on TQM practices that help in building and enhancing satisfaction, commitment, as well
as performance of the employees that could ultimately result in better performance of the universities.
Originality/value – This research is an addition to the current literature and the first attempt in this area to
the best of authors’ knowledge. This study will help in identifying how important and beneficial it would be
for the services organizations to implement the TQM practices and identifying the impact of TQM practices
on employee’s job performance.
Keywords Pakistan, Higher education institutions, Employee performance, Job satisfaction,
Effective commitment, TQM practices
Paper type Research paper
1. Introduction
Total Quality Management (TQM) has been extensively researched in the area of innovation and
quality. TQM involves the efforts of employees working in all divisions and levels of the
organization for the provision of quality products with continuous improvement in them (Pfau,
1989). The importance of TQM culture within organizations is due to the fact that it greatly
impacts the confidence and job attitudes of the workers (Dose, 1997). If the viewpoints and ideas
of the employees are taken into account while developing the organizational goals, strategies and
mission, employees then tend to assist their organizations (Benkhoff, 1997). He further argued
that employee affective commitment significantly affects employee performance. Sutanto (2004)
International Journal of Quality &
Reliability Management
© Emerald Publishing Limited
0265-671X
DOI 10.1108/IJQRM-04-2018-0097
Received 16 April 2018
Revised 4 October 2018
8 October 2018
Accepted 30 October 2018
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/0265-671X.htm
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3. stated that highly committed employees perform well and contribute more to their organizations.
The main factor to accomplish organizational objectives is by means of effective application of
TQM practices and employee performance. Employee performance is both activated and
enhanced through the provision of training and development (Gul et al., 2012).
A rich literature exists that provides evidence that TQM practices have an explicit
influence on employee performance (Bitmiş and Ergeneli, 2013; Gul et al., 2012; Stashevsky
and Elizur, 2000). There are other studies that state that TQM practices determine job
satisfaction (Kabak et al., 2014; Boon Ooi et al., 2007; Boselie and van der Wiele, 2002;
Karia and Ahmad, 2000; Dose, 1997) and affective commitment (Sadikoglu and Olcay, 2014;
Karia and Hasmi Abu Hassan Asaari, 2006; Robert et al., 2000; Meyer and Allen, 1991).
However, less or no literature exists that explores the mechanism through which TQM
practices affect employee performance. While the literature provides the evidence that
TQM practices determine employee performance, the path through which this link is built
needs further research. The current research is undertaken to fill this gap.
2. Literature review
2.1 Total Quality Management and employee performance
Bitmiş and Ergeneli (2013) stated that individual employee’s performance determines the
performance of an organization. Employee performance can be enhanced by means of training
and development and thus, helps to achieve organizational goals. A well-trained employee will
be well aware of customer needs and wants and the way to address those (Gul et al., 2012).
While the main objective of development programs in organizations is to enhance and to
measure the performance of employee, organizations mostly depend upon the assessments
of supervisors (Stashevsky and Elizur, 2000). According to Kaynak (2003), research works
undertaken to investigate the effect of TQM practices on performance reveal that
performance is affected by the infrastructural TQM practices such as employee relations,
training and top management leadership through core TQM practices such as supplier
quality management, process management, product/service design, quality data and
reporting. TQM practices, if implemented well, can help organizations develop and work for
the betterment of their own members as well as their community (Stashevsky and Elizur,
2000). From this the following hypothesis was formed:
H1. TQM practices determine employees’ performance in higher education
institutions (HEIs).
2.2 Total Quality Management practices and job satisfaction
According to Spector (1997), job satisfaction is determined by how people feel about their job
and its various aspects. TQM practices exhibit a great impact on the morale and work
attitudes of employees, thus increasing the significance of the TQM culture (Dose, 1997).
Therefore, job satisfaction is expected to be affected through different dimensions of TQM
practices. Job satisfaction is influenced by a number of people-oriented TQM practices
(soft TQM practices). Boon Ooi et al. (2007) established that employees’ job satisfaction is
impacted by TQM soft practices such as teamwork, organizational trust, reward and
recognition, organizational culture and customer focus.
Kabak et al. (2014) revealed that there is a positive effect of TQM practices such as
reward and recognition, employee empowerment, training and education, quality culture,
and relation and teamwork on employees’ job satisfaction. Existing literature has
frequently been marked by procedural imprecisions or limitations in attempts to link TQM
practices and job satisfaction (Boon Ooi et al., 2007). However, literature on TQM has
shown a correlation between TQM practices and job satisfaction in several contexts
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4. (e.g. Boselie and van der Wiele 2002; Karia and Ahmad, 2000). Accordingly, the following
hypothesis was formed:
H2. TQM practices determine employees’ job satisfaction in HEIs.
2.3 TQM practices and employee affective commitment
Affective commitment reveals the emotional affection of a worker to her/his organization.
It denotes the involvement, identification with and emotional fondness of a worker to their
organization. Karia and Hasmi Abu Hassan Asaari (2006) emphasized that employees tend
to perform well and to participate more efficiently in the growth and success of the
company, if TQM practices are implemented successfully. Meyer and Allen (1991) observed
that “employees with a strong affective commitment continue employment with the
organization because they want to do so.”
Robert et al. (2000) in their comparative analysis of empowerment in the Poland, India,
Mexico, and the USA discovered that employee empowerment lacks substantial correlation
with work-related satisfaction of Mexican employees but holds positive and considerable
impact on the organizational commitment of employees. Karia and Hasmi Abu Hassan Asaari
(2006) in their research study found that there was an explicit connotation among TQM
practices and employees’ work-related attitudes, such as organizational commitment, job
satisfaction, career satisfaction and job involvement. Sadikoglu and Olcay (2014) observed in
their research that employees tend to support their organizations if their ideas are considered
in formulating organizational objectives, strategy and mission. As a result, their intentions to
leave and absenteeism will be low. Hence, the following hypothesis is proposed:
H3. TQM practices determine the affective commitment of employees in HEIs.
2.4 Job satisfaction and employees’ performance
There is a huge demand of well-qualified, trained and highly skilled employees in the
labor market. An organization’s productivity and performance is measured in terms of its
employees’ performance (Currell et al., 2005). Existing studies reveal that job satisfaction
results in the better performance of employees (Sousa-Poza and Sousa-Poza, 2000). The
analysis of Boon Ooi et al. (2007) on self-rated parameters of employee performance
parameters and job satisfaction demonstrates a significant correlation between job
satisfaction and employee performance.
Similarly Ram (2013) found that a logical correlation exists among job satisfaction and
several job-related attitudes and also among job dissatisfaction and other job attitudes.
The findings of Platis et al. (2015) also reveal that there is a meaningful correlation between job
satisfaction and job performance. There exists a definite correlation between job satisfaction,
professional and personal variables and organizational commitment and employee job
performance (Al-Ahmadi, 2009). Employee performance is subjective to numerous aspects, for
instance, satisfaction from the occupation, work setting, compensation policies, etc., as
revealed by the literature (Boon Ooi et al., 2007). Studies such as that of Meyer et al. (2007) also
show that there is an adverse effect of low level of job satisfaction on the commitment of
employees which, in turn, influences the performance and achievement of the objectives of the
organization. Hence, the following hypothesis is proposed:
H4. Job satisfaction positively predicts performance of employees in HEIs.
2.5 Employee affective commitment and employee performance
Committed employees play an essential part in the existence and striving of organizations in
the rapidly changing world of competition. As a result, leaders ought to formulate programs
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5. that are directed at improving supervisors’ leadership competencies that could lead to an
increased commitment of employees (Sutanto, 2004). Existing literature endorses the
correlation among organizational commitment and employee performance. For instance, the
investigation of Memari et al. (2013) confirms that employee job performance is influenced
by organizational commitment.
George et al. (1996) discovered that highly committed employees of the organization
aimed at doing what is beneficial for the organization, believe in and feel good
about the organization, and are happy to be members of it. Liou (2008) associated an
organization’s success to its employees’ commitment and participation and was of the view
that a high-commitment environment promotes employee performance and efficiency,
reduces operating costs and enhances employee retention rate. The findings of the
research carried out by Qaisar et al. (2012) revealed that organizational commitment
(continual, normative and affective) together and separately predicted employees’
performance. Thus, the following hypothesis formed:
H5. Employee affective commitment determines employee performance in HEIs.
2.6 Employee job satisfaction and affective commitment mediate the relationship between
TQM practices and employee performance
The literature previously discussed upheld the claim that there is an association between
TQM practices and job satisfaction (see e.g. Kabak et al., 2014; Boon Ooi et al., 2007;
Dose, 1997), and job satisfaction and employee performance (see e.g. Boon Ooi et al., 2007;
Platis et al., 2015; Ram, 2013; Al-Ahmadi, 2009; Currell et al., 2005; Sousa-Poza and
Sousa-Poza, 2000; Meyer et al., 2007). Hence, the following hypothesis is propositioned to
determine the path through which TQM practices affect employee performance:
H6. Job satisfaction mediates the relationship between TQM practices and employee
performance in HEIs.
The review of literature also supports the association among TQM practices and employee
affective commitment (see e.g. Sadikoglu and Olcay, 2014; Karia and Hasmi Abu Hassan
Asaari, 2006; Robert et al., 2000; Meyer and Allen, 1991), and affective commitment and
employee performance (see e.g. Memari et al., 2013; Qaisar et al., 2012; Liou, 2008; Sutanto,
2004; George et al., 1996). Hence, the following hypothesis is propositioned to determine the
second path through which TQM practices affect employee performance (Figure 1):
H7. Employee affective commitment will mediate the relationship between TQM
practices and employee performance in HEIs.
Employee job
satisfaction
Employee
affective
commitment
Employee
performance
Total Quality
Management
practices
Figure 1.
Research model
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6. 3. Research methodology
The proposed research model and hypotheses were analyzed by using a questionnaire-
based analysis technique due to its wide use and practicality. The study was cross-sectional
and self-administered questionnaires were utilized.
3.1 Sample
The sampling frame for the current research paper encompassed public and private
sector higher education institutes from three major cities of Pakistan, namely, Quetta,
Islamabad and Rawalpindi. Convenience sampling technique was employed. In total,
400 questionnaires were floated and 240 usable feedbacks were received yielding a response
rate of 60 percent. Every respondent was assured of anonymity of the information provided.
Employees with basic TQM practices knowledge and in rank of grade 16 and above in the
administrative and academic positions were contacted for data collection.
3.2 Demographics
A total of 240 out of 400 usable questionnaires were received from both public and private
sector universities with a response rate of 60 percent (175 from public and 65 from
private sector universities) (Table I). Respondents included both female (n ¼ 72) and
male (n ¼ 168) employees with 50 percent employees from universities in Islamabad,
Universities (n ¼ 11)
Demographic variables f %
Participants 240 100%
Gender
Male 168 70
Female 72 30
Age
21–29 82 34.2
30–39 108 45
40–49 35 14.6
50–59 9 3.8
60 and above 6 2.5
Experience (years)
1–5 61 25.4
6–10 75 31.3
11–15 53 22.1
16–20 26 10.8
21–25 13 5.4
26–30 3 1.3
Above 30 9 3.8
City of the respondents
Islamabad 120 50
Quetta 67 28
Rawalpindi 53 22
Type of the university
Public 175 73
Private 65 27
Category
Academic staff 92 38
Administrative staff 148 62
Table I.
Demographic details
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7. 28 percent from Quetta and 22 percent from Rawalpindi. Overall, 27 percent responses
from private sector universities and 73 percent responses from public sector universities
were received. Category wise, among respondents, 62 percent were administrative and
38 percent academic.
3.3 Measurements
TQM attributes were assessed by utilizing questionnaire of Bayraktar et al. (2008) consisted
of 39 items. The items of job satisfaction were taken from Stride et al. (2008) (three items).
For affective commitment, items were borrowed from Meyer and Allen (1991) (eight items)
and for employees’ performance, the items were extracted from the studies of May et al.
(2002) and Brockner et al. (1992) (six items).
4. Data analysis
To analyze the data, the 20th version of SPSS was used by undertaking statistical tests such
as reliability test, correlation test, regression analysis and independent sample t-test analysis.
4.1 Descriptive, reliability, common method variance and correlation analysis
The mean values for all the variables ranged from 3.44 for TQM practices to 4.05 for employee
performance (Table II). The estimated values for Cronbach’s α, shown on the diagonals, of all
the variables ranged from 0.866 (for affective commitment) to 0.969 (for TQM practices), thus,
showing a good internal consistency among items. In addition to α reliability, each variable’s
reliability was assessed through Fornell and Larcker’s (1981) measure of composite reliability.
This method is preferred over α reliability as it offers a better estimate of variance shared by
the respective indicators and because it uses the item loadings obtained within the
nomological network (Hair et al., 2006). In this study, the composite factor reliability
coefficients of the constructs ranged from 0.91 to 0.97, which met the standard of 0.70 as
suggested by Fornell and Larcker (1981). Moreover, convergent validity was also measured
showing results ranging from 0.47 to 0.80 and meeting the threshold that convergent validity
is established if AVE value exceeds 0.50 (Fornell and Larcker, 1981).
Harman’s (1960) single-factor analysis was also used to check common method variance
by adding all the variables into a single factor and constrained that there is no rotation
(Podsakoff et al., 2003). According to results, the new common latent factor explains
variance of 40.109 percent which is less than 50 percent of threshold and showing that there
is no issue of common method variance.
Correlation results on the correlation matrix indicated that all the research variables were
positively and significantly correlated with each other. Affective commitment showed the
highest correlation with job satisfaction (0.723**), whereas lowest correlation was observed
between TQM practices and employee performance (0.428**).
Pearson correlation
Variables Mean SD 1 2 3 4
1. TQM practices 3.44 0.751 0.96
2. Job satisfaction 3.65 0.987 0.603** 0.87
3. Affective commitment 3.66 0.774 0.620** 0.723** 0.86
4. Employee performance 4.05 0.709 0.428** 0.529** 0.566** 0.89
AVE 0.4739 0.8012 0.6822 0.6498
Composite reliability 0.9735 0.9235 0.9375 0.9174
Notes: Cronbach’s α on diagonal. **Correlation is significant at the 0.01 level (two-tailed)
Table II.
Inter scale
correlations,
descriptive and
reliability
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8. 4.2 Regression results
Preacher and Hayes’ (2008) “indirect” SPSS Macro was used to test the mediation effects of
job satisfaction and affective commitment in the relationship between TQM and employee
performance. This Macro directly tests the significance of total, direct and indirect effects.
As can be seen in Figure 2, TQM is significantly related with employee performance
( β ¼ 0.40, po0.05), job satisfaction ( β ¼ 0.79, po0.01) and affective commitment ( β ¼ 0.63,
po0.01). In addition, both mediators, job satisfaction and affective commitment, were
significantly related with employee performance, β ¼ 0.16, po0.01, and β ¼ 0.32, po0.01,
respectively. Therefore, H1–H5 were accepted.
Mediation test, with 1,000 bootstrap samples, showed that both job satisfaction (indirect
effect ¼ 0.34, po0.01, 95% CI: 0.23–0.46) and affective commitment (indirect effect ¼ 0.20
po0.01, 95% CI: 0.10–0.334) significantly mediated between the TQM and employee
performance (see Table III).
5. Discussion
The main intention of the study was first to find out the direct correlation among study
variables: TQM practices, employees performance, job satisfaction and affective commitment.
The second objective was to examine the meditating role of job satisfaction and affective
commitment in the relationship between TQM practices and employee performance. The
results of our study showed that job satisfaction and affective commitment mediated
the relationship between TQM and employee performance. Employees in organizations
implementing TQM practices reported greater job satisfaction and more affective
commitment to their organizations, and both of these contributed to better employee
performance through direct effects.
Our first hypothesis stated that TQM practices would determine employees’
performance. The results of our study supported the hypothesized notion. There are
several confirmations to this relationship such as training and development initiatives tend
Total effect (C)=0.40**
Employee job
satisfaction
Employee
affective
commitment
Employee
performance
Total Quality
Management
practices Direct effect (C′)=0.061
=0.79**
=0.63** =0.32**
=0.16**
Notes: R2=0.35, F (3.236)=236**
Figure 2.
Direct and total
effects of Total
Quality Management
on performance
Effect SE Z p LLCI ULCI
Total indirect 0.34 0.049 6.82 0.000 0.2393 0.4661
Job satisfaction 0.13 0.040 2.83 0.001 0.0250 0.260
Affective commitment 0.20 0.040 4.21 0.000 0.1000 0.334
Note: Since 0 does not lie in the intervals for indirect effects for mediating variables (0.025–0.26 and 0.10–0.33),
therefore job satisfaction and affective commitment mediate the relationship between TQM and
employee performance
Table III.
Indirect effects of
Total Quality
Management on
employee performance
through job
satisfaction and
affective commitment
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9. to improve the skills and knowledge of employees, enabling them to better perform their
tasks in a better manner (Goetsch and Davis, 2014).
The second hypothesis proposed that TQM practices determine employees’ job
satisfaction in HEIs. This hypothesis was affirmed as TQM practices positively determined
employee job satisfaction. An extensive literature exists that supports that job satisfaction
is predicted by people-oriented TQM practices (Kabak et al., 2014; Prajogo and Cooper, 2010;
Boon Ooi et al., 2007).
Our third hypothesis suggested that TQM practices determine the affective commitment of
employee in HEIs. This hypothesis is also affirmed as the results support that there is a
significant relationship between TQM and affective commitment. Existing literature also
confirms the association between TQM practices and affective commitment in different
contexts (Karia and Ahmad, 2000; Karia, 1999; Guimaraes, 1996; Carlopio and Gardner, 1996).
The fourth hypothesis of the study suggested that job satisfaction predicts performance
of employees in HEIs. This hypothesis was also affirmed in the face of supporting results.
These results are consistent with the findings of Nanda and Browne (1977), who found that
the level of employee job satisfaction affects the performance of employees. Meyer et al.
(2007) also concluded that a lower degree of job satisfaction negatively effects employee
commitment and sequentially effects the performance of the employees.
The fifth hypothesis proposes that employee affective commitment determines employee
performance in HEIs. This hypothesis was also not rejected as the result affirmed the
relationship among the variables. These results are consistent with the findings of
Shore et al. (1995), who found in their study conducted in American multinational companies
that there is a positive association between affective commitment and employee performance.
Finally, our last two hypotheses which assume that TQM practices/employee performance
relationship is mediated by affective commitment and job satisfaction is logically substantiated
by the social exchange theory that explains that when an organization treats its workers in a
positive way, the employees may choose to reciprocate this treatment by performing well
as a positive response (Eisenberger et al., 2004; Farrell and Rusbult, 1981). Thus, employees
working in TQM organizations will be more satisfied and committed and reciprocate the same
by performing the task given to them better.
6. Recommendations for future research
As per researcher’s knowledge, the current study is the first ever study in the field of TQM
practices and its implication in the HEIs in Pakistan, but it has some limitations too.
The first limitation is that the authors used a cross-sectional data for the study which limit
inference of cause and effect. Researchers in future should opt for a longitudinal approach
to find out this direction of causation. Second, the data were collected by using
self-administered questionnaires, which gives space for social desirability bias, as
respondents usually try to answer in a way that shows them in a good light. Third, the
research was conducted without any comparison of the public and private sector
universities. A comparative study in this regard can be undertaken. Additionally, the
sample size can be increased by extending the research to other cities of Pakistan so that an
elaborative view of the overall education sector can be obtained.
7. Conclusion
This study extends the earlier works by providing evidence for the mediating role of job
satisfaction and affective commitment in the relationship between TQM practices and
employee performance. The findings of the current study suggest that TQM practices may
act as accelerator to positive work attitudes like job satisfaction, affective commitment and
employee performances. From social exchange theory perspective these findings suggest
that organizations/institutions can mold the attitudes of their employees by implementing
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10. the best TQM practices such as training and development, better working conditions,
visionary leadership, focus for the employees, just and fair recognition and reward system,
etc., the institutions should also work set standards which would be helpful to check the
performance of the employees. All this can be accomplished by optimizing the quality
assurance cells and quality assurance departments in the universities.
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About the authors
Muhammad Naeem Khan is serving as Lecturer in Institute of Management Science, University of
Balochistan, Pakistan. He received MS and MBA degrees from COMSATS Institute of Information
Technology (CIIT), Islamabad. His area of research is TQM and management.
Dr Shahab Alam Malik is currently serving as Dean/Professor at the Faculty of Management
Sciences, Indus University, Pakistan. He received PhD degree in Management Science and Engineering
with specialization in Total Quality Management from Harbin Institute of Technology (HIT), Harbin,
China and an MBA degree from Hamdard University, Islamabad. His research interests include TQM,
service quality, HRM and education. He has publications in International Journal of Quality and
Reliability Management, TQM and Business Excellence, International Journal of Productivity and Quality
Management and other renowned journals. Dr Shahab Alam Malik is the corresponding author and
can be contacted at: shahabmaliks@gmail.com
Saquib Yousaf Janjua is Assistant Professor at the Department of Management Sciences, COMSATS
Institute of Information Technology, Islamabad, Pakistan. He has done PhD in Human Resource
Development and teaches a number of graduate courses in the area of human resource management.
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