ISSN: 2225-8329
Open access
Quality Management Practices are vital approach towards improving operational performance. The main objective of the study is to analyze the effect of Quality Management (QM) practices on Operational Performance (OP) with the help of leadership and Quality Culture (QC) in construction industries particularly in 9001 accredited construction industries. This is because of lack of study on QM practice, Operational Performance (OP) in the area of construction industries. Moreover, the 9001 accredited construction industry has had more opportunities to implement the quality management practices, which attributes to improve the quality of the overall stages of the project. Furthermore, this study will analyze the important of QC in the construction field. Normally, the aims of the construction industries are to create stability among cost, time and quality. QM is a key indicator of the reliability and durability of constructed project. An appropriate level of quality could be determined during an entire project life cycle, which includes initiation, planning, execution, monitoring, and close phases until the operation and maintenance phase is completed. Generally, a project with high quality work arrangement is more likely to have a smoother take over to the operation and maintenance phase. The literature review shows that the quality management practice can be effectively triggred in operational performance. Accordingly, this research will implement the QC and leadership to be as a key influencer to support the QM practices in construction industries in terms of operational performance. This study reviews various literatures to propose a conceptual framework which compile the four main variables (QM practices, leadership, QC and OP) to analyze the relation among them and to provide the proper framework that suites construction field. Eventually, the conclusion has been introduced which the covered practice finding to underpin for construction industries. Educationally, this study contributes, to improve the knowledge of people and to introduce the important of those variables in the project. Practically, this study provides an impulse for industrial practitioners to understand key roles of variables in construction industries in order to improve the OP, by providing empirical evidence.
1. Agus, A., & Noor, Z. (2010). Supply Chain Management and Performance: An Empirical Study, University of Malaysia. Singapore.
2. Alotaibi, F., Yusoff, R. Z., & Islam, R. (2013). Assessing the impact of total quality management practices and quality culture with competitiveness of Saudi contractors. American Journal of Applied Sciences, 10(6), 638–645. https://doi.org/10.3844/ajassp.2013.638.645
3. Al-Zoubi, M. T. (2012). Generating benchmarking indicators for employee job satisfaction. Total Quality Management and Business Excellence, 23(1), 27–44. https://doi.org/10.1080/14783363. 2011.637780
4. Arditi, D., Arditi, D., & Gunaydin, H. M. (2015). Total quality management in the construction process Total quality management in the construction process. International Journal of Project Management, 7863(AUGUST 1997), 235–243. https://doi.org/10.1016/S0263-7863(96)00076-2
5. Barrett, P. (2000). Systems and relationships for construction quality. International Journal of Quality and Reliability Management, 17(4), 377–392. https://doi.org/10.1108/02656710010298409
6. Croom, S., & Johnston, R. (2003). E?service: enhancing internal customer service through e?procurement. International Journal of Service Industry Management, 14(5), 539–555
7. Dahlgaard, J. J., & Dahlgaard-Park, S. M. (2006). Lean production, six sigma quality, TQM and company culture. TQM Magazine, 18(3), 263–281. https://doi.org/10.1108/09544780610659998
8. Edmondson, A. C., & Lei, Z. (2014). Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 23–43. https://doi.org/10.1146/annurev-orgpsych-031413-091305
9. Flynn, B. B., & Saladin, B. (2006). Relevance of Baldrige constructs in an international context: A study of national culture. Journal of Operations Management, 24(5), 583–603. https://doi.org/10.1016/j. jom.2005.09.002
10. Gunday, G., Ulusoy, G., Kilic, L., & Alpkan, L. (2011). Effects of Innovation Types on Firm Performance. International Journal of Production Economics, 133(2), 662676.
11. Irfan, S. M., & Kee, D. M. H. (2013). Critical success factors of TQM and its impact on increased service quality: A case from service sector of Pakistan. Middle East Journal of Scientific Research, 15(1), 61–74. https://doi.org/10.5829/idosi.mejsr.2013.15.1.828
12. Iyer, K. N. S. (2011). Demand chain collaboration and operational performance: role of IT analytic capability and environmental uncertainty. Journal of Business & Industrial Marketing, 26(2), 81–91. https://doi.org/10.1108/08858621111112267
13. Juran, J. (1982). Juran on quality improvement. New York; Juran Institute.
14. Juran, J., & Gryna, M. (1993). Quality planning and analysis, New Delhi; Tata McGraw-Hill.
15. Kanji, G. K., & Wallace, W. (2000). Business excellence through customer satisfaction. Total Quality Management, 11(7), 979–998. https://doi.org/10.1080/09544120050135515
16. Kaynak, H. (2003). The relationship between total quality management practices and their effects on firm performance, Journal of Operations Management. 21(4), 405-435.
17. Kehoe, R. R., & Wright, P. M. (2013). The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors. Journal of Management, 39(2), 366–391. https://doi.org/10.1177/ 0149206310365901
18. Keng, T. C. (2016). Implementation of ISO Quality Management System in Construction Companies of Malaysia. Journal of Technology Management and Business, 3(1).
19. Lenin, P., Krishnaraj, L., Prasad, D. N., & Kumar, V. R. P. (2014). Analysis of Improper Material Management Affecting Cost in Construction Projects. International Journal for Research in Applied Science and Engineering Technology Analysis.
20. Love, P. E. D., & Smith, J. (2016). Toward Error Management in Construction: Moving beyond a Zero Vision. Journal of Construction Engineering and Management, 142(11), 04016058. https://doi.org/10.1061/(asce)co.
To cite this article: Saddam, S. Z. (2020). Conceptual Framework on Quality Management Practices and Operational Performance for ISO 9001 Certified Construction Industries, International Journal of Academic Research in Accounting, Finance and Management Sciences 10 (2):200-210.
Copyright: © 2020 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode