||An Examination of the Relationships between Empowerment, Quality Commitment, and Employees’ Job Performance
||Institute of International Management (IIMBA--Master)(on the job class)
Top management quality commitment
Employees’ quality commitment
Decentralization of decision making
Total Quality Management (TQM) has been considered an important source of firm competitiveness, in which employee’s commitment plays a key role. This study explores how employee’s perceptions of top management commitment and empowerment affect their quality commitment and then job performance.
Research results based on a sample of 309 working professionals show that employees’ perceived top management quality commitment, as well as psychological and structural (i.e. decentralization of decision-making) empowerment, can promote their quality commitment and then job performance. Moreover, employees’ quality commitment plays a critical mediating role. This study contributes to the TQM research by identifying the significance of employee’s quality commitment for their performance outcome within the contexts of perceived top management commitment and empowerment. Research implications and future directions are discussed.
TABLE OF CONTENTS
TABLE OF CONTENTS IV
LIST OF TABLES VII
LIST OF FIGURES VIII
CHAPTER ONE INTRODUCTION 1
1.1 Research Background. 1
1.1.1 The Importance of Quality Management. 1
1.1.2 Total Quality Management. 2
1.2 Motivation and Objective. 3
CHAPTER TWO LITERATURE REVIEW 7
2.1 Definition of Construct. 7
2.1.1 TQM. 7
2.1.2 Critical Factors of TQM. 7
2.1.3 Top Management Quality Commitment. 8
2.1.4 Empowerment. 9
2.1.5 Psychological Empowerment. 10
2.1.6 Decentralization of Decision Making. 10
2.1.7 Employees’ Quality Commitment. 11
2.1.8 Job Performance. 12
2.2 Developments of Research Hypotheses. 13
2.2.1 Top Management Quality Commitment and Employees’ Quality Commitment. 13
2.2.2 Top Management Quality Commitment and Employees’ Job Performance. 14
2.2.3 Psychological Empowerment and Employees’ Quality Commitment. 15
2.2.4 Psychological Empowerment and Employees’ Job Performance. 15
2.2.5 Decentralization of Decision Making, Employees’ Quality Commitment and Employees’ Job Performance. 16
2.2.6 Employees’ Quality Commitment and Employees’ Job Performance. 17
2.2.7 The Mediating Role of Employees’ Quality Commitment. 18
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY. 20
3.1 Conceptual Framework. 20
3.2 Sample. 21
3.3 Construct Measurement. 22
3.3.1 Psychological Empowerment. 22
3.3.2 Decentralization of Decision Making. 23
3.3.3 Employees’ Perception of Top Management Quality Commitment. 24
3.3.4 Employees’ Quality Commitment. 25
3.3.5 Employees’ Job Performance. 26
3.3.6 Demographic Variables. 26
3.3.7 Control Variables. 27
3.4 Data Analysis. 28
3.4.1 Descriptive Statistics Analysis. 29
3.4.2 Reliability Test. 29
3.4.3 Confirmatory Factor Analysis. 30
3.4.4 Hierarchical Regression. 30
CHAPTER FOUR RESEARCH RESULTS 31
4.1 Characteristics of Respondents. 31
4.2 Reliability Test. 32
4.3 Pearson Correlation Analysis. 33
4.4 Confirmatory Factor analysis. 36
4.5 Hierarchical Regression. 38
CHAPTER FIVE CONCLUSION AND SUGGESTIONS 45
5.1 Conclusion. 45
5.1.1 The Relationship among Employees’ Perception of Top Management Quality Commitment, Psychological Empowerment, Decentralization of Decision Making, and Employees’ Quality Commitment. 46
5.1.2 The Relationship among Employees’ Perception of Top Management Quality Commitment, Psychological Empowerment, Decentralization of Decision Making Employees’ Quality Commitment and Employees’ Job Performance. 47
5.1.3 The Mediating Role of Employees’ Quality Commitment. 49
5.2 Implication for Management. 49
5.3 Limitation of The Study and Future Study suggestion. 50
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