........................... 73
Recommendations for Future Research ........... 73
Appendix: Job in General Scale .......................... 74
References .............................................. 78
1. Cause & Effect: Organizational Commitment ....... 5
2. Cause & Effect: Organizational Performance ...... 6
3. Financial Performance by JIG Scores ............. 66
4. Employee Job Satisfaction by JIG Scores ......... 70
1. Regression Model Summary: Major hypothesis ...... 62
2. Regression Coefficients: Major Hypothesis ....... 63
3. ANOVA Results: Major Hypothesis ................. 64
4. Correlation Results: Major Hypothesis ........... 65
5. Regression Model Summary: Minor hypothesis ...... 67
6. Regression Coefficients: Minor Hypothesis ....... 68
7. ANOVA Results: Minor Hypothesis ................. 68
8. Correlation Results: Minor Hypothesis ........... 69
The need to improve both consumer satisfaction and organizational productivity confronts all firms in this era of the globalization of economic activity. Top management views the attainment of excellence in these two areas as the key to long-term viability. For more than a decade, a primary focus of strategies designed to attain these objectives has been quality management (Candido & Morris, 2001).
There are several manifestations of the quality management concept. Prominent among these manifestations are continuous quality improvement (CQI), quality assurance (QA), meeting or exceeding international standards of performance in the form of the ISO 9000 program, and total quality management (TQM). While the internal foci of the various manifestations of quality management vary, the primary objective of all approaches to quality management is a high level of produce quality, whether the product is a good or a service (Yong & Wilkinson, 2002).
Perhaps the most w...