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Les Cahiers du MECAS V°14 /N°2 /Décembre 2018
171
The Problem of Implementing TQM and its Role in Improving the Financial Performance of Algerian
Economic Institutions
. –-
hamli_aek@yahoo.fr
. –-
benianimourad@yahoo.fr
. –- Brahimkara39@gmail.com
09.29 .01
PLS-PM
.
JEL D20. D21. D61.L10. L15. L25. M10.M14
hamli_aek@yahoo.fr
Les Cahiers du MECAS V°14 /N°2 /Décembre 2018
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Abstract : The purpose of this paper is to highlight the reality of Total Quality Management
and to determine the role that this philosophy plays in improving the financial
performance of Algerian enterprises. The data were collected through a
questionnaire, which was distributed, to 55 Algerian institutions that obtained the
ISO certificate, and it was randomly selected from the Algerian west.
In order to answer this problem. We have used the Confirmatory Factor Analysis
(CFA). Where the modeling of structural equations was used through the Partial
Least Squares - Path Modeling method (PLS-PM), so as to test hypotheses and to
define the relationship between TQM implementation and the financial
performance of Algerian enterprises. The findings of the study revealed the
positive effect of the dimensions of TQM on financial performance of Algerian
enterprises.
Keywords: Total Quality Management (TQM), Performance, Balanced Scorecard,
Algerian Institutions.
Jel classification: D20. D21. D61.L10. L15. L25. M10.M14
.
ISO
TQM
Quality
1
1
Les Cahiers du MECAS V°14 /N°2 /Décembre 2018
173
Deming1
Christian DOUCET2
3
TQM (Total Quality Management)
TQM
TQM4
Xerox
5
Subba
6
1
Ankit Chauhan, Poonam Sharma. Teacher Education and Total Quality Management (TQM). The International Journal of Indian Psychology, Volume 2, Issue 2, January to March 2015. P 81
2Lamia El Kahri, Ali Rachidi, Mostapha Amri, La certification qualité et la performance des organisations : Quelles convergences ? Etude de cas au sein de la Nouvelle Société AMADIR dans le grand Agadir, International Journal of Innovation and Scientific Research, Vol. 11 No. 2 Nov. 2014, P 600
3T. SUDHA, TOTAL QUALITY MANAGEMENT IN HIGHER EDUCATION INSTITUTIONS. International Journal of Social Science & Interdisciplinary Research, Vol. 2 (6), JUNE (2013). P 123
4Jean Brilman, Jacques Hérard. Les meilleures pratiques de management, 6 e édition actualisée et augmentée, Éditions d’Organisation, France, 2006, P 299
5Monica Izvercian, Alina Radu, Larisa Ivascu, Ben-Oni Ardelean. The Impact of Human Resources and Total Quality Management on the Enterprise. Procedia - Social and Behavioral Sciences 124. (2014). P 28
6
-
Les Cahiers du MECAS V°14 /N°2 /Décembre 2018
174
TQM
Malcom Baldrige
1
2
3
1
- 2
Baba Md. Deros, Mohd Nizam Ab. Rahman, Jaharah A. Ghani, Dzuraidah Abd. Wahab, Mohd. Hazri Hashim, Nor Kamaliana Khamis. ROLE OF SENIOR MANAGEMENT IN TQM IMPLEMENTATION IN MALAYSIAN SMALL AND MEDIUM ENTERPRISES. The Institution of Engineers, Malaysia (Vol. 72, No.3, September 2009). P 16
3Khairul Anuar Mohd Ali, Hayati Habibah Abdul Talib. Total Quality Management Approach for Malaysian Food Industry: Conceptual Framework. Journal of Advanced Management Science Vol. 1, No. 4, December 2013. P 406
Les Cahiers du MECAS V°14 /N°2 /Décembre 2018
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1
2
3Bourguignon
4
A. Khere Khem
5
6
1
2
Selim Coşkun, Strategic Management and Total Quality Management: Similarities, Differences and Their Implications for Public Administration. TODAĐE’s Review of Public Administration, Volume 5 No 2 June 201. P 68
3 Philippe VERNAZOBRES, La contribution du coaching à la performance en entreprise. Au-delà du discours et de la métaphore sportive, analyse des pratiques des sociétés du CAC 40. Colloque « Coaching, sport et Management » - EM Lyon & International Coach Fédération, Septembre 2006. France, P 2
4 Chaker Haouet, Informatique décisionnelle et management de la performance de l’entreprise, cahier de recherche N° 2008-01, laboratoire orléanaise de gestion, France, P 15
5 –
6 Joseph S. Wholey, Harry P. Hatry, Kathryn E. Newcomer. HANDBOOK OF PRACTICAL PROGRAM EVALUATION, Third edition, Jossey-Bass, 2010, United States of America, P 100
Les Cahiers du MECAS V°14 /N°2 /Décembre 2018
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1
Kaplan et Norton
2
Kaplan et Norton3
Kaplan et Norton
4
Paul Niven
5
1
– 2 Robert S. Kaplan, Conceptual Foundations of the Balanced Scorecard, Working Paper, Harvard Business School, 10-074, P 02
3 Christophe Germain et Stéphane Trébucq, La performance globale de l'entreprise et son pilotage : quelques réflexions, Semaine sociale Lamy – 18 octobre 2004 – nº 1186, P 39.
4 Kaplan Robert, David Norton, The Balanced scorecard: Measures that Drive Performance, Harvard Business Review, Vol 70, No1, January / February, 1992 , p 71
5 Paul R. Niven Balanced Scorecard Step-By-Step, John Wiley & Sons, New Jersey, 2002 P 12.
Les Cahiers du MECAS V°14 /N°2 /Décembre 2018
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1
2
ISO3
4
5
6
6
1 Arman Poureisa, Mohaddeseh Bolouki Asli Ahmadgourabi, Ako Efteghar. Balanced Scorecard: A New Tool for Performance Evaluation. INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS. VOL 5, N°O1, MAY 2013. P 976
2 Zair Wafia, Le Balanced Scorecard: Mesurer la performance « avantages et inconvénients », P 25
3 Sana BEN GHODBANE, L’impact de la gestion de la qualité sur la performance de l’entreprise : Cas des entreprises Tunisiennes, international Conférence on Business, Economics, Marketing & Management Research (BEMM’13), Volume Book : Economics & Strategic Management of Business Process (ESMB), Vol.2, 2014, pp.108-112,
4
5
6
Les Cahiers du MECAS V°14 /N°2 /Décembre 2018
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PLS-PM(Partial Least Square-Path Modling)
XL-
STAT
ACP
%%
%%
%
ISO.
KMO
Bartlett
Bartlett KMO
0.862 Lead Lead 2 0.000 0.850 Lead
0.829 Pln Pln 1 – Pln 6 – Pln 7 0.000 0.874 Pln
0.825 PGA - BCH / 0.000 0.812 Amc
0.898 FOR - MOV / 0.000 0.888 Emp
0.869 SF - SC ST 6 – ST 7 0.000 0.879 ST
0.856 BF – CT / 0.000 0.840 PRFI
Les Cahiers du MECAS V°14 /N°2 /Décembre 2018
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Lead1 , ,Lead3 ,Lead4 ,Lead5 ,Lead6 ,Lead7
Pln2 Pln3 Pln4 Pln5
Amc3 Amc4 Amc5 Amc6 Amc7
Amc1 Amc2
Emp6 Emp7 Emp8 Emp9 Emp10
Emp1 Emp2 Emp3 Emp4 Emp5
St1 St2 St3 St4 St5
St8 St9 St10
PRFI1 PRFI2 PRFI3 PRFI4
PRFI5 PRFI6 PRFI7
PLS-PM(Partial Least Square-Path Modling
XL-STAT
R²
%
R² (TQM / 1) :
R² F
Pr
> F
R²
(Bo
ots
tra
p)
Err
eur
stan
dar
d
Rat
io
crit
iqu
e
(CR
)
Bo
rne
Infé
rieu
r
e (9
5%
)
Bo
rne
Su
pér
ieu
re (
95%
)
1,000 8904,804 0,000 1,000 0,000 227688,344 1,000 1,000
XL-STAT
Path coefficients
Emp
Les Cahiers du MECAS V°14 /N°2 /Décembre 2018
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St
LeadAmc
Pln
R²
04 Path coefficients (TQM / 1) :
Var
iab
le
late
nte
Val
eur
Err
eur
stan
dar
d
t P
r >
|t|
f² Valeur
(Bootstrap)
Erreur
standard
(Bootstrap)
Ratio
critique
(CR)
Borne
Inférieure
(95%)
Borne
Supérieure
(95%)
Lead 0,227 0,000 993,059 0,000 3992,574 0,228 0,011 20,634 0,207 0,254
Pln 0,162 0,000 754,518 0,000 2304,845 0,162 0,008 19,148 0,143 0,182
Amc 0,227 0,000 948,855 0,000 3645,046 0,227 0,010 21,786 0,205 0,248
Emp 0,335 0,000 1439,591 0,000 8390,371 0,335 0,014 24,495 0,305 0,369
St 0,256 0,000 1210,736 0,000 5934,748 0,255 0,012 22,065 0,234 0,278
XL-STAT
R2
1%
R2
Emp%29.26
St%20.72 Lead
Amc%19.50%18.40
Pln
%12.10
06LeadPlnEmp Amc St
Impact et contribution des variables pour TQM (Dimension 1) :
Emp Amc Lead St Pln
Corrélation 0,873 0,858 0,811 0,810 0,746
Path coefficient 0,335 0,227 0,227 0,256 0,162
Corrélation * coefficient 0,293 0,195 0,184 0,207 0,121
Contribution au R² (%) 29,266 19,506 18,405 20,722 12,101
% cumulé 29,266 48,772 67,176 87,899 100,000
XL-STAT
TQM = 0,227*lead+0,162*Pln+0,227*Amc+0,335*Emp +0,255*St
Les Cahiers du MECAS V°14 /N°2 /Décembre 2018
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01R2
XL-STAT
%
PRFI R² (PRFI / 1) :
R² F
Pr
> F
R²(
Bo
ots
tr
ap)
Err
eur
stan
dar
d
Rat
io
crit
iqu
e
(CR
)
Bo
rne
infé
rieu
re
(95%
)
Bo
rne
sup
érie
ure
(95%
)
0,440 38,823 0,000 0,479 0,052 8,515 0,363 0,589
XL-STAT
Pln
Path coefficientsPln
ST0,250
Amc0,195
EmpLead0,1700,134
Les Cahiers du MECAS V°14 /N°2 /Décembre 2018
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PRFI Path coefficients (PRFI / 1) :
Var
iab
le l
aten
te
Val
eur
Err
eur
stan
dar
d
t
Pr >
|t|
f²
Val
eur
(Bo
ots
trap
)
Err
eur
stan
dar
d
(Bo
ots
trap
)
Rat
io c
riti
qu
e (C
R)
Bo
rne
infé
rieu
re
(95%
)
Bo
rne
sup
érie
ure
(95%
)
Lead 0,134 0,073 1,833 0,068 0,014 0,143 0,077 1,746 -0,036 0,309
Pln 0,038 0,066 0,579 0,563 0,001 0,045 0,074 0,513 -0,090 0,189
Amc 0,195 0,076 2,576 0,011 0,027 0,184 0,089 2,193 -0,004 0,351
Emp 0,170 0,076 2,247 0,026 0,020 0,181 0,074 2,294 0,004 0,333
ST 0,250 0,068 3,682 0,000 0,055 0,257 0,076 3,307 0,068 0,394
Xl-STAT
R2
%
R2
ST%
Amc%EmpLead
%%Pln
%
Pln
-
PRFI Impact et contribution des variables pour PRFI (Dimension 1) :
ST Emp Amc Lead Pln
Corrélation 0,572 0,570 0,569 0,537 0,447
Path coefficient 0,250 0,170 0,195 0,134 0,038
Corrélation * coefficient 0,143 0,097 0,111 0,072 0,017
Contribution au R² (%) 32,563 22,023 25,151 16,401 3,861
% cumulé 32,563 54,586 79,738 96,139 100,000
XL-STAT
SCSF
R²
BFCT%
PRFI = 0, 1343*Lead+3, 80E-02*Pln+0,1945*Amc+0,1699*Emp+0,2504*ST
Les Cahiers du MECAS V°14 /N°2 /Décembre 2018
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PRFI R² (PRFI / 1) :
R² F
Pr
> F
R²
(Bo
ots
trap
)
Err
eur
stan
dar
d
Rat
io
crit
iqu
e
(CR
)
Bo
rne
infé
rieu
re
(95%
)
Bo
rne
sup
érie
ure
(95%
)
1,000 15814,931 0,000 1,000 0,000 152527,296 1,000 1,000
XL-STAT
Path coefficients
BF0.633
CT0.480
R²
PRFI Path coefficients (PRFI / 1) :
Var
iab
le
late
nte
Val
eur
Err
eur
stan
dar
d
t
Pr
> |t
|
f²
Val
eur
(Bo
ots
trap
)
Err
eur
stan
dar
d(B
oo
t
stra
p)
Rat
io c
riti
qu
e
(CR
)
Bo
rne
infé
rieu
re
(95%
)
Bo
rne
sup
érie
ure
(95%
)
BF 0,633 0,000 2824,822 0,000 31918,480 0,634 0,016 40,446 0,602 0,673
CT 0,480 0,000 2141,515 0,000 18344,341 0,480 0,017 27,753 0,445 0,518
XL-STAT
R2
%
R2
BF%58.51
CT%41.48
-PRFI
Impact et contribution des variables pour PRFI (Dimension 1) :
BF CT
Corrélation 0,925 0,865
Path coefficient 0,633 0,480
Corrélation * coefficient 0,585 0,415
Contribution au R² (%) 58,515 41,485
% cumulé 58,515 100,000
XL-STAT
PRFI = 0,632*BF+0,479*CT
Les Cahiers du MECAS V°14 /N°2 /Décembre 2018
186
1. Ankit Chauhan, Poonam Sharma. Teacher Education and Total Quality Management
(TQM). The International Journal of Indian Psychology, Volume 2, Issue 2, January to March 2015.
2. Lamia El Kahri, Ali Rachidi, Mostapha Amri, La certification qualité et la performance des organisations : Quelles convergences ? Etude de cas au sein de la Nouvelle Société AMADIR dans le grand Agadir, International Journal of Innovation and Scientific Research, Vol. 11 No. 2 Nov. 2014.
3. T. SUDHA, TOTAL QUALITY MANAGEMENT IN HIGHER EDUCATION INSTITUTIONS. International Journal of Social Science & Interdisciplinary Research, Vol. 2 (6), JUNE (2013).
4. Jean Brilman, Jacques Hérard. Les meilleures pratiques de management, 6 e édition actualisée et augmentée, Éditions d’Organisation, France, 2006.
5. Monica Izvercian, Alina Radu, Larisa Ivascu, Ben-Oni Ardelean. The Impact of Human Resources and Total Quality Management on the Enterprise. Procedia - Social and Behavioral Sciences 124. (2014).
6. Baba Md. Deros, Mohd Nizam Ab. Rahman, Jaharah A. Ghani, Dzuraidah Abd. Wahab, Mohd. Hazri Hashim, Nor Kamaliana Khamis. ROLE OF SENIOR MANAGEMENT IN TQM IMPLEMENTATION IN MALAYSIAN SMALL AND MEDIUM ENTERPRISES. The Institution of Engineers, Malaysia (Vol. 72, No.3, September 2009).
7. Khairul Anuar Mohd Ali, Hayati Habibah Abdul Talib. Total Quality Management Approach for Malaysian Food Industry: Conceptual Framework. Journal of Advanced Management Science Vol. 1, No. 4, December 2013.
8. Selim Coşkun, Strategic Management and Total Quality Management: Similarities, Differences and Their Implications for Public Administration. TODAĐE’s Review of Public Administration, Volume 5 No 2 June 201.
9. Philippe VERNAZOBRES, La contribution du coaching à la performance en entreprise. Au-delà du discours et de la métaphore sportive, analyse des pratiques des sociétés du CAC 40. Colloque « Coaching, sport et Management» - EM Lyon & International Coach Fédération, Septembre 2006. France.
10. Chaker Haouet, Informatique décisionnelle et management de la performance de l’entreprise, cahier de recherche N° 2008-01, laboratoire orléanaise de gestion, France.
11. Joseph S. Wholey, Harry P. Hatry, Kathryn E. Newcomer. HANDBOOK OF PRACTICAL PROGRAM EVALUATION, Third edition, Jossey-Bass, 2010, United States of America.
12. Robert S. Kaplan, Conceptual Foundations of the Balanced Scorecard, Working Paper, Harvard Business School, 10-074.
13. Christophe Germain et Stéphane Trébucq, La performance globale de l'entreprise et son pilotage : quelques réflexions, Semaine sociale Lamy – 18 octobre 2004 – nº 1186.
14. Kaplan Robert, David Norton, The Balanced scorecard: Measures that Drive Performance, Harvard Business Review, Vol 70, No1, January / February 1992.
15. Paul R. Niven Balanced Scorecard Step-By-Step, John Wiley & Sons, New Jersey, 2002. 16. Arman Poureisa, Mohaddeseh Bolouki Asli Ahmadgourabi, Ako Efteghar. Balanced
Scorecard: A New Tool for Performance Evaluation. INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS. VOL 5, N°O1, MAY 2013
17. Zair Wafia, Le Balanced Scorecard: Measurer la performance « advantages et inconvenient »,
18. Sana BEN GHODBANE, L’impact de la gestion de la qualité sur la performance de l’entreprise : Cas des entreprises Tunisiennes, international Conférence on Business, Economics, Marketing & Management Research (BEMM’13), Volume Book : Economics & Strategic Management of Business Process (ESMB), Vol.2, 2014, pp.108-112,