Les Cahiers du MECAS V°14 /N°2 /Décembre 2018

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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02 R2

Xl-STAT

TQM

ISO

ISO

%

ISO

Les Cahiers du MECAS V°14 /N°2 /Décembre 2018

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ISO

-

-

–

–

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,