Is the Organizational Leadership Commitment Principle the Most Significant TQM Principle on Hospital Effectiveness?

Abstract

Total Quality management (TQM) has many principles, and the objective of this study was to determine highest TQM principle which has the greater impact on overall hospital effectiveness as perceived by healthcare professionals working in accredited governmental hospitals in Jordan.

A study survey instrument, designed to measure the impact of applying TQM principles on overall hospital effectiveness, then to find out the greater TQM principle which influence more the overall hospital effectiveness, Study questionnaire was administered to the healthcare professionals in the five governmental accredited hospitals in Jordan, The data collection where 1290 questionnaires. The response rate was 83.6% of the total questionnaires distributed. TQM principles were: Leadership commitment to quality, Customer focus, Continuous improvement, Teamwork, Employee involvement, and education and training.

Multiple regression analysis using Beta Coefficient conducted, the result shows that the greater TQM principle which affects the overall hospital effectiveness organization leadership commitment to quality and the least was education and training.

Introduction

No exact definition has been agreed upon concerning the concepts of quality, quality management, and total quality management (TQM), and usually they are debated (Rijnders and Boer, 2004; Sila and Ebrahimpour, 2003). Other researchers also argued that no universal agreement on the exact constructs, or elements, of a total quality management program (Anderson, Rungtusanatham, and Schroeder, 1994; Grandzol and Gershon, 1998; Prajogo and Brown, 2004).

Several studies across the literature have put emphasis that TQM involves several domains including top management commitment, process orientation, customer focus, supplier relationships, employee engagement, metrics, and the use of problem solving methods (Dale et al., 2001; Mani, Murugan, and Rajendran, 2003; Martinez-Lorente e al., 2000; Yong and Wilkinson, 1999).

Various studies discussed that each construct of quality is important to satisfy overall quality management achievement (Anderson Fornell and Lehmann, 1994; Anderson, Rungtusantham, and Schroeder, 1994; Douglas and Fredendall, 2004; Grandzol and Gershon, 1998; Rust, Zahorik, and Keiningham, 1995; Tersine and Hummingbird,1995).

The present study focused on the following domains of TQM: leadership/top management commitment, customer focus, teamwork, continuous improvement, employee involvement, and education and training (Salaheldin, 2009; Arumugam and Mojtahedzadeh, 2011; Malik and Khan, 2011; Zehir et al., 2012).

According to the study of Deborah (2010), health Care managers impact hospital performance to create stability within the organizational structure, to develop, implement, and sustain an environment of growth and competitive advantage. Moreover Shipton et al (2008), stated that "Organizational leaders shape effective quality performance outcomes by determining a vision and developing a commitment by health care individuals and teams which influences positive performance on quality activities set by the health care organization".

There is a common agreement that a successful TQM implementation is leading to improve organization performance success (Hendricks and Singhal, 2001; Hansson and Eriksson, 2002; Brah et al., 2002; and Kaynak, 2003). The success implementation of TQM in manufacturing has encouraged health care leaders to study whether it can be implemented in the healthcare sector. The TQM activities lead to high quality health care services, for example it leads to improve patient satisfaction, and increased productivity and profitability, improved health care organization performance (Alexander et al., 2006).

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