MASTERS IN LEADERSHIP AND MANAGEMENT MML

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    THE EFFECTS OF TOTAL QUALITY MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE IN MANUFACTURING SECTOR IN KENYA: A CASE STUDY OF MABATI ROLLING MILLS MARIAKANI, KILIFI COUNTY
    (Management University of Africa, 2020-11) KIHUGWA MWANGA WYCLIFFE
    The need for a comprehensive understanding of the connection between total quality management and customer satisfaction cannot be overstressed. Most Organizations all over the world have been trying to cope with a rapidly changing business environment in which management have to be more astute in finding ways to sustain or gain competitive advantage. Most manufacturing companies are now adopting Total Quality Management (TQM) and other new philosophies to become more effective in the way they conduct business. The relationship between TQM initiative and improved performance has been researched with mixed results. The mixed results are a pointer for a need for a study to establish the effect of TQM practices on the performance of organizations. Secondly, studies in Kenya have not focused on the effect of TQM on the performance of manufacturing firms in Kenya hence a knowledge gap. Objective of this study was to examine the effects of total quality management practices on organizational performance vis-à-vis continuous improvement, Customer Focus, employee empowerment and top management commitment in the manufacturing sector in Kenya, a case study of Mabati rolling mills Limited (MRM) at Marikana in Kilifi County. Literature review on previous theoretical and empirical study were done, theoretical review, critical review and summary as well as theoretical/ conception framework were done. Descriptive survey design was adopted for this study and primary data were collected with the use of open and closed questionnaire randomly selected respondents a sample of one hundred and forty-seven (147) randomly selected respondents from Top management (7), Middle management (12), General staffs (166), Bora Bora Authorized Distributor for Mabati Rolling Mills (5), external 10-month-old customers from Mombasa (18), Kilifi (14) and Kwale (11) Descriptive statistics such as frequency distribution, percentages, means and standard deviation were used. The study also used correlation and regression analysis to show the relationship between the dependent and the independent variables. Presentation of the findings was done in figures, tables and charts. The study established that generally, the TQM practices of continuous improvement, Customer Focus, employee empowerment and top management commitment positively influenced the organizational performance. The study also established that continuous improvement directly influenced organizational performance, customer focus enhanced customer satisfaction which resulted into overall organizational performance. The study further established that employee empowerment influenced organizational performance. The study also established that top management commitment to quality management practices influenced organizational performance. The hypotheses were tested using Pearson Product Moment Correlation Coefficient at 0.05 level of significance, with the aid of the Statistical Package for Social Scientists (SPSS 21.0). The study recommended that there was need for the organization to grow a stronger culture that nurtures high-trust social relationship, respect for individuals and a shared sense of membership. The study also recommends that continuous improvement should be one of the pillars upon which manufacturing firm ‘s performance can be guaranteed. The firms should enhance top management commitment to quality management through motivation and incentives. The study recommends that future studies test the effects of the other elements of total quality management practices on organizational performance that were not part of the current study.