CHAPTER III

RESULTS AND DISCUSSION

3.1 Quantitative Analysis

In this study, the quantitative analysis which is inferential and descriptive statistics-based is
composed of five parts. Part one illustrates the characteristics of the respondents. The second part
deals with the extent of knowledge and awareness of TQM. Part three describes the key factors of
TQM. The fourth part discusses on the barriers to implementing TQM in the company and the
last part includes the benefits associated with it.

3.1.1 Characteristics of the Respondents

In this section, characteristics of the respondents were presented by means of tables and
graphs. Frequency was computed in this part.

3.2.1.1 The Positions of the Respondents

Table 1 shows the percentage of respondents’ job position which is represented using
pie chart in Figure 4. More than half of the respondents (55.6%) were Junior Managers while
26.7% were in middle management and 4.4% of the sample were in Top Management.
Quality management staff represented the 6.7% of the sample, same percentage with other
position.
 Positions of the Respondents
Frequency Percent Valid Percent Cumulative Percent

Valid Top Management 2 4.4 4.4 4.4

Middle Management 12 26.7 26.7 31.1

Junior Management 25 55.6 55.6 86.7

Quality Management 3 6.7 6.7 93.3

Other 3 6.7 6.7 100.0

Total 45 100.0 100.0

Based on the results, managers at both the middle and junior levels have a significant
role to TQM Implementation. Whereas, there is a lack of authorities under quality
management and this could be crucial for the achievement of successful TQM
implementation in the company.

3.2.1.2 The Qualifications of the Respondents

Shown in the table 2 is the percentage of qualifications of the respondents, which,

again is represented by a pie chart in Figure 5. It clearly shows that most of the respondents
(86.7%) were Bachelor Degree holder. 11.1% of the sample had masters and 2.2% of the
respondents had a Higher Institute Degree.
 Qualifications of the Respondents
Frequency Percent Valid Percent Cumulative Percent

Valid Higher Institute Degree 1 2.2 2.2 2.2

Bachelor Degree 39 86.7 86.7 88.9

Master Degree 5 11.1 11.1 100.0

Total 45 100.0 100.0

It is suggested that employees of an organization who try to give quality products and
services are required to be educated, well-trained in order to assess and solve problems that
arise in the company. Moreover, the level of education is one of the most important
indicators as to whether TQM is or can be employed successfully. This can also be
considered as an indication of peoples’ response to TQM awareness. Therefore, based on the
presented results, companies in Pampanga are qualified in this aspect.

3.2.1.3 Work Experience

Illustrated in the Figure 6 was the amount of work experience the respondents have in
reference to the Table 3 for the percentage.
 Number of Years in the Company
Frequency Percent Valid Percent Cumulative Percent

Valid 1-5 Years 22 48.9 48.9 48.9

6-10 Years 11 24.4 24.4 73.3

11-15 Years 7 15.6 15.6 88.9

16-20 Years 2 4.4 4.4 93.3

More than 20 Years 3 6.7 6.7 100.0

Total 45 100.0 100.0

The above results indicate that, most of the respondents have a short
period of work experience, which means that improved performance at many
companies is influenced by the work experience of the not just the tenured
employees but also the newbies as long as they are knowledgeable; as it can
help to facilitate the company's efforts related to adopting and implementing
quality initiatives like TQM.
 3.2.1.4 TQM Awareness and Knowledge

3.2.1.5 Knowledge of Quality Management Systems or Techniques

3.2.1.6 The Conception of TQM

3.2.1.7 The Importance of TQM

3.2.1.8 Familiarity with the TQM Key Factors

3.2.2 Key Factors of TQM

3.2.2.1 Top Quality Management

3.2.2.2 Customer Focus

3.2.2.3 Continuous Improvement

3.2.2.4 Process Management

3.2.2.5 Training and Development

 3.2.2.6 Quality Culture

3.2.2.7 Policy and Strategy

3.2.2.8 Employee Empowerment

3.2.2.9 Communication

3.2.3 Barriers to the Implementation of TQM in the company

3.2.3.1 Poor Understanding and Insufficient Knowledge about TQM

3.2.3.2 Resistance to Change

3.2.3.3 Lack of Delegation of Authority and Responsibility

3.2.3.4 Lack of Teamwork

3.2.3.5 Lack of Experts

3.2.3.6 Bureaucratic Management

3.2.3.7 Poor Ineffective Training and Development

3.2.4 The Benefits of TQM Implementation

3.2.4.1 Improving Customer satisfaction

3.2.4.2 Improving Employee Satisfaction

3.2.4.3 Eliminating Waste and Defects

3.2.4.4 Improving Financial Performance

3.2.4.5 Decreasing the Company’s Impact on the Environment