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  • Publicado : 7 de diciembre de 2009
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ARTICLE ANALYSIS

DOES TOTAL QUALITY MANAGEMENT REDUCE EMPLOYEES ROLE CONFLICT?

EMILIO

INDEX
ARTICLE ANALYSIS

DOES TOTAL QUALITY MANAGEMENT REDUCE EMPLOYEES ROLE CONFLICT?

Title of the article...............................................................................................................1
The authors of thearticle....................................................................................................1
References to the article.....................................................................................................1
The identification of the concept.......................................................................................1
Summery of the article…………………………………………………………………...2
The Article Analysis.........................................................................................................3
Questions to the author………………………………………………………................. 5

Title of the article:

DOES TOTAL QUALITY MANAGEMENT REDUCE EMPLOYEES ROLE CONFLICTS?

Authors of the article:

Pei-Lee Teh
Faculty of Management, Multimedia University, Cyberjaya, Malaysia

Chen-Chen Yong
Institute of China Studies,University of Malaya, Kuala Lumpur, Malaysia

Veeri Arumugam
Faculty of Management, Multimedia University, Cyberjaya, Malaysia

Keng-Boon Ooi
Faculty of Business and Finance, University Tunku Abdul Rahman,
Kampar, Malaysia

Reference of the article

www.emeraldinsight.com/0263-5577.htm


Does total quality management reduce employees’ role conflict?

The principalidea of these article it’s answer the principal question: “Does quality management reduce employees´ role conflict?

To answer it, they examine the total quality management (TQM) practices of both manufacturing and service firms in order to determine the relationship between the multidimensionality of TQM practices and role conflict of employees.
They use stadistics methodology looking forobjectivity results, so they had distributed to one sample, this sample was composed for 433 employees of 98 different firms from manufacturing and service industries in Malaysia.

The study was based in this Hipotesis.
• H1. Greater levels of leadership are associated with lower levels of role conflict
experienced by the employees.
• H2. Greater levels of strategic planning are associated withlower levels of role
conflict experienced by the employees.
• H3. Greater levels of customer focus are associated with higher levels of role
conflict experienced by the employees.
• H4. Greater levels of human resource focus are associated with higher levels of
role conflict experienced by the employees.
• H5. Greater levels of process management are associated with lower levels of roleconflict experienced by the employees.
• H6. Greater levels of information analysis are associated with lower levels of role
conflict experienced by the employees.

And with the stadistics methods and some value standars they arrive to this conclusion:
With the theoretical and empirical support, this study confirms that TQM practices
could be usefully conceptualized as one of the factors whichgovern the occurrence of
role conflict. More importantly, both manufacturing and service firms may find this
study helpful for diagnosing and analyzing which TQM practices would be effective in
alleviating role conflict among employees. The present finding indicates that effective
leadership, process management and information analysis are associated with reduced
role conflict. Conversely,managers are challenged to identify ways to reduce the
pressure of human resource focus on role conflict. In addition, this research provides a
fine-grained understanding of how TQM practices can be adopted as an inexpensive
and pragmatic tool for managing role conflict.

• What are the strengths and weaknesses of the article?

The principal strengths and weaknesses in this article, in my...
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