Die invloed van die implementering van 'n totalegehaltebestuursmodel op organisasieverbondenheid, werksbetrokkenheid en organisasiedoeltreffendheid

[摘要] ENGLISH ABSTRACT: South African organisations are characterized by low levels of productivity. Hencebusiness leaders find it difficult to manage organisations in a way that will ensureprofitability as well as maintaining high levels of competitiveness. It is important thatorganisations adapt to the changing environment to ensure profitability andcompetitiveness. The implementation of a total quality management programme is amethod to ensure that organisations adapt effectively to changes.This study investigated the impact of the implementation of a total quality managementprogramme on organisational commitment, job involvement and organisationaleffectiveness. The nature of the relationship between the twenty different dimensionsof effectiveness of a total quality management model, organisational commitment andjob involvement, was investigated. Thereafter, an investigation took place to find outif awareness training and on-the-job implementation of the specific twenty dimensionswould lead to higher levels of organisational effectiveness.The data was collected by means of the Kanungo job involvement scale (Kanungo,1982) and the adapted Allen and Meyer organisational commitment scale (Hoole,1997). The above-mentioned scales displayed high reliability coefficients. The differentdimensions of effectiveness of the total quality management model were measuredthrough a scale that was developed by Kobayashi (1995) and adapted by theorganisation itself.The results of this investigation reflected that most of the dimensions of effectiveness did not correlate with neither organisational commitment nor job involvement. Asignificantly negative relationship was, however, identified between only a fewdimensions of effectiveness of the total quality management model and organisationalcommitment and job involvement. Only two of the 20 dimensions of the modelcontributed significantly to the prediction of organisational commitment. Conversely,four dimensions of effectiveness contributed to the prediction of job involvement. Itwas identified that on-the-job implementation and awareness training, with regard to 17of the 20 dimensions of effectiveness, did lead to a significant increase in organisationaleffectiveness.Conclusions are drawn from the results obtained and recommendations made for future research.

[发布机构] Stellenbosch University