An investigation into effective practices for the introduction of a total quality management culture within the restoration directorate : a case study : restoration directorate

Abstract

The aim of this study was to assess the continual improvement programme of a total quality management culture within a government entity. Through literature research, TQM constructs were identified so as to understand how a TQM culture could bring an organization close to performance excellence. Seven different TQM dimensions have been accessed, analysed and compared to TQM practices so as to measure the level of competitiveness and the quality performance that currently exists within the Restoration Directorate. As suggested by Yin, R. K. (2013) a mixed method approach was conducted to combine elements of quantitative research methods with specific constructivist elements of qualitative research methods. The methodology for this research consists of part survey and part interview. The survey that was given out to all RD employees was developed using a five-point Likert scale with the questionnaire items relating to the TQM constructs as identified through the literature review whilst the qualitative part of the research method comprised of two interviews and an open-ended question which formed part of the survey that had been distributed to all the staff. This case study highlights the importance of having proactive leadership that is capable of aligning strategy, vision and the needs of the employees to achieve a common goal. Results show that whilst all TQM practices are being implemented at the RD, there is much room for improvement and failing to see such deficiencies may in time lead to more complex problems which would make it harder to solve. The interview with director and the results from the open-ended question in the survey resulted in a culture that is in need of maintaining to a higher degree, the motivation of its staff which is one of the basic elements that guarantees organizational continuation and shapes the future of the directorate. It was concluded that by monitoring regular feedback from employees, through qualitative systems, plausible solutions can be identified for timely action to be taken in a proactive manner. By focusing on what can be improved every day, weaker attributes are strengthened whilst positive ones are sustained and maintained to a fuller degree. In this way the culture of the organization continues to develop progressively in a way that is beneficial to all the stakeholders be it the organization itself, the public as well as the employees.