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Stream/Area:
-
Subject:
-
Paper ID:
IJSREM64001
Volume:
10 |
5 |
May 2026
Pages:
1-11
Publication Frequency:
Monthly (12 issues per year)
License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.
Master business administration
Rathinam Technical Campus
Master Business Administration
Rathinam Technical Campus
This research paper presents a comprehensive study investigating employee perceptions of Total Quality Management (TQM) practices and their empirical impact on work efficiency, organizational performance, and workforce productivity. As global market spaces scale in competitive intensity, the operational integration of continuous quality loops has transformed from an isolated operational standard into a core corporate strategy. However, the success of these systems relies heavily on the human element: the frontline employees who execute, monitor, and maintain these quality standards daily. This study evaluates employee awareness, satisfaction with leadership-driven resource allocations, and structural roadblocks encountered during TQM adoption phases. Utilizing a descriptive cross-sectional research framework, primary field data was obtained from a representative sample of N = 150 employees via a rigorously validated, multi-item structured questionnaire. The computational analysis combined descriptive frequency tracking with advanced inferential testing, including multi-factor Analysis of Variance (ANOVA) and Multiple Linear Regression modeling. The empirical findings reveal that robust TQM integration serves as a powerful driver for employee productivity and process velocity. Regression diagnostics demonstrate a highly significant linear relationship between management training models and frontline performance metrics. Concurrently, the ANOVA profiles identify meaningful variance in quality standard acceptance rates based on organizational tenure and institutional communication pathways. While the data highlights strong workforce buy-in for collaborative teamwork models, it also exposes systemic bottlenecks, particularly surrounding heavy documentation demands and cognitive strain caused by continuous surveillance systems. Ultimately, this research concludes that maximizing TQM returns requires balancing mechanical compliance with human-centric HR interventions. The study offers actionable, empirical frameworks for operations managers looking to optimize quality ecosystems while minimizing employee burnout.
KEYWORDS
This research demonstrates that Total Quality Management is not just a collection of software tools and tracking charts; it is fundamentally a human-centric operating system. The quantitative data proves that when organizations invest in employee awareness, provide robust leadership support, and offer clear training pathways, productivity and efficiency rise naturally. However, management must remain mindful of the human costs associated with continuous compliance. By actively reducing documentation burdens, balancing tracking loops with open support, and aligning shift structures with realistic workloads, enterprises can maximize the value of their TQM frameworks. Ultimately, building a sustainable corporate ecosystem requires aligning precision process controls with supportive human resource management.
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Publication Date
5/25/2026
Peer Review Type
Double-Blind Peer Review
Review Rounds: 2
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Conflict of Interest
The authors declare no conflict of interest related to this research work.
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