A Study on the Effectiveness of Total Quality Management (TQM) as Perceived by the Employees in a Filipino Real Estate Company

Abstract

Management has been regarded as a key element in an organization. Through the years, different approaches on how to manage an organization have emerged such as the classical scientific, human relations, systems, contingency, and quality management approaches. Though varying in terms of principles and processes, all of them similarly aim at efficiency and achievement of organizational goals. Just as managing an organization involves the planning, organizing, leading and controlling functions, communication takes a number of roles. Considered as the lifeblood of the organization, communication performs the task of solving problems, making decision, airing grievances, enhancing group interaction, encouraging feedback, encouraging cooperation, giving suggestions and promoting interpersonal relations. In view of the emergence of different management approaches, one approach seems to encompass all the combined objectives and processes of the different theoretical schools. This is the Total Quality Management (TQM). Alleged to be efficient and integrative, it is considered as a breakthrough in the field of management for it has brought into focus the primary concerns of the organization which are quality and customers. It is define as “a process of developing and improving quality products and services, serving customers after sales, and involving people from all organizational levels” (Berry 12; Becker 12 as cited by Trinidad 25). It employes processes that are focused on the formation of teams and solving problems. In addition, its goals are supposed to be efficiency, customer satisfaction, productivity, and improved performance, work life and quality. As TQM is held to have garnered support from managers and chief executive officers (CEOs) of many businesses, literature point out its contribution through increased profitability, organizational effectiveness and customer satisfaction. These are said to be translated into increased return on investment, greater sales, happy and satisfied employees and customers, and participative quality teams (Berry 8). Among those who have declared TQM as effective are the managers of Xerox, IBM, Florida Power and Light, Ford and Federal Express. Despite the claim that TQM is effective, there seems to be a need to further investigate its effects. This is because such claims have been made by higher-level organizational members such as managers and CEOs. Not much is written from the viewpoint of the lower-level staff such as the employees. With this in mind, the researcher feels that the evaluations of the managers and CEOs on the effectiveness of TQM are not enough to prove the claim organizational effectiveness can be achieved through TQM. Furthermore, as a communicologist, the researcher is interested in determining the role of communication in TQM. As such, this research tries to ascertain whether or not, from the viewpoint and experiences of employees of Manila Real Estate Corporation, TQM is effective. Effectiveness here is measured in terms of the following criteria: 1) reduced turn-over; 2) efficient service; 3) reduced number of complaints; 4) increased sales; 5) satisfied employees in terms of their job, pay and benefits, company involvement, co-workers and supervision; 6) improved quality; 7) effective reward system; and 8) committed employees. Using the foregoing parameters, this study focuses on the main problem: Do employees of Manila Real Estate Corporation perceived TQM as effective in the company’s day-to-day operations. The researcher will also seek answers to the following: 1) What are the history and profile of the organization?; 2) What is the history of TQM in the organization; 3) What are the TQM principles upheld and processes implemented?; 4) Is TQM perceived to be effective by employees; and 4) What role does communication play in the implementation of TQM? As reflected in the problem, the general objective of this research therefore is to determine the effectiveness of TQM from the viewpoint and perception of the employees of Manila Real Estate Corporation. To answer the aforementioned problem and sub-problems, explorative-descriptive approach was used in studying the organization, specifically the implementation experience on TQM. Two modes of data gathering were employed as ethnographic interview and survey questionnaires. This research described the setting and the process, and then the perceived effectiveness of TQM as well as the role of communication in it. In general, the research findings seem to indicate that TQM is effective in bringing out employees’ satisfaction with co-workers and with their job, commitment to the company, and efficiency in service. Unfortunately, TQM is perceived to be ineffective in the areas of employees’ satisfaction with pay and benefits, company involvement and supervision, and in the reduction of complaints filed against the company. Corollary to the above findings and from the view point of the employees, communication facilitates their satisfaction with co-workers and with their job as it performs the roles of enhancing interpersonal relations, improving group interaction in terms of their relation with co-workers, solving problems, determining the accuracy of information, and promoting cooperation. In summary, although total quality management, as experienced is effective in bringing out employees’ satisfaction with co-workers and with their work, it has failed to drive employees to work for the attainment of goals of Manila Real Estate Corporation.