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ABSTRACT
TQM needs comprehensive refashioning of "softer" methods whose components encompass the core concept of personnel management to be entirely practical and self-sustaining. The alleged usefulness of the people aspect of TQMs is essential than its technical side in influencing the presumed utility of customers. Thus, the successful execution of TQM programs profoundly depends on the motive, abilities, engagement, and role-powers of the participants in an organization. TQM is not just about solving problem but more about satisfying clients. Hence, this study investigated the interaction effect of soft Total Quality Management, employees' Job Satisfaction and spirituality at work. The respondents were employees of Islamic banks in Indonesia. The hierarchical regression was considered to be the most appropriate analytical tool used for data analysis in this study. The findings showed that all dimensions of soft total quality management had a detrimental effect on job satisfaction. Moreover, stronger employees' spirituality at work strengthen the association between soft TQM dimensions, except empowerment, with job satisfaction.
Keywords: Islamic banks; Soft TQM; Workplace spirituality; Job satisfaction; Indonesia.
Received: 16 January 2018
Accepted: 20May 2020
(ProQuest: ... denotes formulae omitted.)
1.INTRODUCTION
Globalization has posed several business issues, such as high-speed motion, and borderless competition, which requires prompt retort. The business atmosphere is dynamically escalating, emphasized by a vigorous business milieu, and fast-changing technological advances (Helmy, Adawiyah, & Banani, 2019; Wihuda, Kurniawan, Kusumah, & Adawiyah, 2017). Every organization must unlock its most excellent strategy to survive the onslaught of business competition. TQM is conceived as a auspicious response to the competitiveness issue (Latif, Iqbal, ur Rehman, Latif, & ur Rehman, 2014). Over the last two centuries, management knowledge has evolved remarkably, and Total Quality Management has been implemented (Adawiyah & Pramuka, 2012; Eniola, Olorunleke, Akintimehin, Ojeka, & Oyetunji, 2019; Hendricks & Singhal, 1996; Othman, Norfarahhanim Mohd Ghani, & Woon Choon, 2019). For instance, Hendricks and Singhal (1996) offer an extensive summary of Total Quality Management issues claiming that voluminous companies are taking the initiative in encouraging Total Quality Management by offering high-quality prizes to businesses that achieve exceptional quality.
Despite the large-scale support of TQM, its value creation potential has been significantly skeptical (Adawiyah & Pramuka, 2012; Adebanjo & Kehoe, 1999). There is a prevailing difference in TQM's real ability to...