Total Quality Management(TQM) dan Dampaknya Terhadap Kepuasan Kerja
Rahayu Fatik (Pembimbing): Dr. Hani Handoko, MBA., Dr. Hani Handoko, MBA
ABSTRACT
A considerable amount has been written about TQM, both at a conceptual and practical level. There is a widespread consensus that TQM is a way of managing organizations to improve their customers' satisfaction, but there is less agreement as to whether TQM can help organizations to improve their employees' satisfaction (Lam, 1996). This study examines how the job satisfaction of workers and managers is affected by TQM practices in Indonesia and how they perceive about the commitment of their top manager to TQM. The questionnaires were devised by incorporating items from Hackman & Oldham (1980) and Smith et al. (in Wagner III, 1995 and Taber, 1991) to measures the respondents' satisfaction with their job after TQM were implemented in their companies. Respondents were also asked to indicated the commitment of their top managers to TQM, and instrument from Ahire et al. (1996) would be used in this study. This questionnaires were sent to workers and middle managers in organizations which had been implementing TQM,
specifically, this study used organizations which got ISO 9000 sertificate. The chi square test, t test and ANOVA were used to analysis this data. The result show that the commitment of Indonesia top managers to TQM was high, especially in clarity of quality goals, allocation of adequate resources to quality improvement efforts, and the relative importance to quality as a strategic issue. The survey also revealed that TQM does have an impact on employees' job satisfaction but don't enhance all aspects. TQM improve the work itself, the administration of pay, the way a supervisor performs his job, and employees' relation with coworker. However, TQM is considered to have made work requires greater skill and responsibility. In addition, respondent stated that they did not perceive any great satisfaction in promotion opportunities. The result also suggested, that middle managers perceived more satisfies in some aspects of their job because of TQM rather than front line worker. But, there is no significant difference in satisfaction means between different job tenure groups. In addition, only in aspect involvement at cross functional task, there is significant difference in satisfaction means between different sector industry groups.
Key Words: TQM, top managers' commitment, employees' job satisfaction.
ABSTRACT
A considerable amount has been written about TQM, both at a conceptual and practical level. There is a widespread consensus that TQM is a way of managing organizations to improve their customers' satisfaction, but there is less agreement as to whether TQM can help organizations to improve their employees' satisfaction (Lam, 1996). This study examines how the job satisfaction of workers and managers is affected by TQM practices in Indonesia and how they perceive about the commitment of their top manager to TQM. The questionnaires were devised by incorporating items from Hackman & Oldham (1980) and Smith et al. (in Wagner III, 1995 and Taber, 1991) to measures the respondents' satisfaction with their job after TQM were implemented in their companies. Respondents were also asked to indicated the commitment of their top managers to TQM, and instrument from Ahire et al. (1996) would be used in this study. This questionnaires were sent to workers and middle managers in organizations which had been implementing TQM,
specifically, this study used organizations which got ISO 9000 sertificate. The chi square test, t test and ANOVA were used to analysis this data. The result show that the commitment of Indonesia top managers to TQM was high, especially in clarity of quality goals, allocation of adequate resources to quality improvement efforts, and the relative importance to quality as a strategic issue. The survey also revealed that TQM does have an impact on employees' job satisfaction but don't enhance all aspects. TQM improve the work itself, the administration of pay, the way a supervisor performs his job, and employees' relation with coworker. However, TQM is considered to have made work requires greater skill and responsibility. In addition, respondent stated that they did not perceive any great satisfaction in promotion opportunities. The result also suggested, that middle managers perceived more satisfies in some aspects of their job because of TQM rather than front line worker. But, there is no significant difference in satisfaction means between different job tenure groups. In addition, only in aspect involvement at cross functional task, there is significant difference in satisfaction means between different sector industry groups.
Key Words: TQM, top managers' commitment, employees' job satisfaction.
Kata Kunci : TQM, Komitmen Manajemen Puncak, Kepuasan Kerja Karyawan.
