Influence of Total Quality Management Principles on the Performance of Social Enterprise Projects: the Case of Non Governmental Organizations in Kilifi County, Kenya

Abstract

The purpose of this research was to establish the influence of TQM practices on the performance of social enterprise projects of NGOs in Kilifi County, Kenya. The four objectives of the study were; to establish the extent to which customer focus influenced the performance of social enterprise projects, to establish the extent to which top management commitment to TQM influenced the performance of social enterprise projects, to determine the extent to which total involvement influenced the performance of social enterprise projects and to find out the extent to which continuous improvement influenced the performance of social enterprise projects. Relevant literature on social enterprise projects, NGOs and establishment of social enterprise projects, literature on TQM practices, literature on perspectives of quality and literature on the evolution of quality management were reviewed. The study used Kano’s and Taguchi’s quality theories to support the literature. Quantitative methods were used to collect primary data using self administered questioner, focused group discussions and observation method. Secondary data relating to revenue performance was issued by the managers and discussed in the focus group. 75% of the targeted NGOs responded. Findings revealed customer focus directly influenced productivity, increased customer satisfaction, increased innovation and improved organizational image. Also it reduced wastages and operational costs though indirectly. Top management commitment to TQM influenced the level of creativity, innovation and customers’ satisfaction; it also indirectly influenced new product development. Total involvement influenced organizations insight on functions. The influence was slightly stronger on employee participation and empowerment, organizational ability to arrange work in autonomous teams, better decisions, shaped employee personality, leader’s technical knowledge, decision type, organizational culture, employee productivity, motivation, job satisfaction variables, level of innovation, better relations between staff and level of self-governance. Continuous improvement influenced customer satisfaction, operational efficiency, productivity, better documentation, elimination of redundancy, greater quality awareness, enhancement of communication, improvement in audit results, faster and better decision making, greater data reliability, increased risk management, ability to detect and analyze patterns, it provided the structure to identify the root cause of nonconformance, facilitated attainment of clients evolving needs, strategic direction and also created new opportunities to develop or enhance products and services. The combination of all these influences translated to satisfactory improvement in revenue. Based on this study there is need for all organizations regardless of the sectors they are operating in to focus more on their customers, top management to be more committed to TQM, organizations to involve all stakeholders in their operations and continue to improve in their quest for quality