| dc.description.abstract | Globalisation has led to a major shift in the competitive environment forcing firms to
seek new ways to forge ahead of their rivals. Many organisations are adopting Total
Quality Management (TQM) in search of competitive advantage. While TQM has proven
to be an effective process for improving organisational functioning, its value can only be
assured through a comprehensive and well thought out implementation process. TQM is
an organisation-wide effort to improve quality through changes in structure, practices,
systems and culture. The way changes are managed, and the appropriateness of the
approach adopted, have major implications for the success of the TQM project. The study
sought to determine the change management practices applied by Kenyan firms during
TQM implementation. ISO 9000 certification was used to signify presence of TQM. A
survey of ISO 9000 certified firms in Kenya was carried out.
The objectives of the study were:
• To establish the Change Management practices used by ISO 9000 firms during TQM
implementation
• To establish the main barriers in TQM implementation by ISO 9000 certified firms in
Kenya.
A total-of 60 firms were sampled through simple random method. 52% of the sampled
firms responded. The data collected was analysed using descriptive statistics. The major
findings were:
Change Management principles are very much applied by Kenyan firms during TQM
implementation. The change management practices applied by Kenyan firms are
consistent with those in the developed countries. However, Kenyan firms placed less
emphasis on the use of change agents, changing reward systems to support the change
initiative, celebrating short term wins, encouraging local variation during implementation
and dealing with resistance.
The main motives for adopting TQM by Kenyan firms is to improve organisational
effectiveness, improve operational efficiency, improve competitiveness, support company
strategy and improve market image.
The main barriers to TQM' implementation are workers antipathy to gathering and
analysing data on quality, deep seated culture that is resistant to change and the length of
time it takes to implement the change.
There are no significant differences in the change management practices in TQM
implementation between local, foreign and jointly owned firms. However, differences
were noted between manufacturing and service firms on the application of
communication, reward system, recruitment and development of employees.
Manufacturing firms a~"pliedthese principles n:ore than service firms.
The biggest improvements from the TQM program were on internal process efficiency,
product or quality, internal communication and profitability. | en |
