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Stream/Area:
-
Subject:
-
Paper ID:
IJSREM65738
Volume:
10 |
6 |
Jun 2026
Pages:
1-6
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.
Management Science
IOMR,MGM University
Management Science
IOMR,MGM University
Total Quality Management (TQM) frame structures within higher education environments frequently degenerate into rigid, top-heavy auditing practices that cause profound operational fatigue and extensive faculty resistance. While academic literature comprehensively logs the formal deployment of technical quality instrumentation, the underlying socio-psychological culture essential for sustainable governance remains under-researched. This investigation bridges this operational gap by designing an empirical framework that merges standard TQM structures with the organizational dynamics of psychological safety. Executing a longitudinal action research design across a multi-campus university ecosystem, we analyze how flattening administrative monitoring hierarchies and simplifying structural continuous quality improvement loops can dramatically alleviate faculty burnout while accelerating localized process innovations. Structural equation modeling (SEM) validates that team-level psychological safety acts as a complete mediator between foundational quality tools and authentic organizational innovation. Transitioning to a decentralized, human-centric feedback design achieved a 38% reduction in administrative workflow latency and a 47% drop in systemic burnout indices. This research offers a scalable, operationalizable roadmap for executive leadership teams aiming to evolve from coercive accountability to an authentic, high-trust culture of continuous improvement.
KEYWORDS
The structural cultivation of excellence within modern higher education has frequently been misidentified as requiring the expansion of rigid, heavy bureaucratic auditing architectures. As this investigation highlights, executing corporate TQM frameworks within the unique professional culture of academic systems without deep, empathetic modification generates defensive tracking, profound burnout, and intentional error concealment. Through an action research methodology, this paper demonstrates that integrating team-level psychological safety directly into the quality management framework allows institutions to lower internal operational friction. Optimizing documentation demands and transferring procedural ownership to decentralized, non-punitive peer groups cut system latency by over 70% while restoring institutional trust. Ultimately, educational excellence cannot be forced through administrative surveillance; it remains an organic byproduct of a psychologically secure, open, and cooperative organizational culture.
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Publication Date
7/2/2026
Peer Review Type
Double-Blind Peer Review
Review Rounds: 2
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The authors declare no conflict of interest related to this research work.
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