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The Mediation role of quality certification on job satisfaction with the

implimenation of quality mangment practices Abstract The key objective of this
study is to examine the level of job satisfaction with the help of quality
mangment practices in the mediation of quality certifications in the service sector
organizations from south Punjab. The data analysis would be conducted through
smart pls under quantitative approach, with convenience sampling method .

The data will be collected from several quality certified organizations (ISO-9000,
ISO-14000 or Six Sigma) Through probabilistic sampling technique. The targeted
respoindents would be the employees of quality certified banks and hospitals of
southern Punjab.Therefore, the conclusion of this study is the good will of the
organization, which depends mainly on about the performance of its employees.

Therefore, to enjoy the long-term relationship with the organization of quality

management certifications should touch its employees / workers and level of
satisfaction in shaping their behaviors and attitudes through the profitable
organization practices and programs. Key Words: Quality Management Practices,
Job Satisfaction, Quality Certifications.

Introduction Quality management is contributing a key role in growth of quality

products and services by cumulative the efficiency and effectiveness in business
procedure. It is well examined matter that quality management advances the
turnover, market shares and reduced the cost (Al-khawaldeh, 2002). currently
numerous organizations efficiently implemented quality management and
internationally turn into a management technique.

Quality management satisfied the insights and expectations of consumer by

making the excellent quality products and services (Ahire, 1996). Industry and
service sector of Pakistan Implimented the quality principles in tactical planning
and pleased the ISO 9000, ISO 14000 standards productively due to the constant
improvement in methods of quality few organizations are on pathway to attain
the six sigma related certification of quality management.

In servicing sector quality matters a lot because it unswervingly link with

customers need and their satisfaction level and quality depends on the
satisfaction of internal customers of organization in servicing sector (Sharma b,
2006). There are numerous researches which guarantee the role of quality
management practices in many dimensions like quality management effects the
performance, employee satisfaction, business profitability (Irfan, 2012; Fuentes et
al.,

2006; Karia and Asaari, 2006; Yang, 2006; Saizarbitoria, 2005; Boon et al, 2005;
Oakland, 2001; Brah et al, 2000, 2002 Noorliza and Zainal, 2000). Furthermore,
everything is documented that makes employes empowered to attain the
organization's aims. (Lambert et al, 2001). Statement of problem: The job
staisfaction is defined as How an employed person senses about his work
(Spector, 1997).

The practices of quality mangemnet can be the infultional factors towards the job
satisfaction which is which is directly assositioted Organizational profit (Sallis,
2002; Ooi et al, 2007).The satisfaction of customers and employees are speciefly
considered in the qulaity certified organization (Saizarbitoria, 2005; Karia and
Asaari; Yang; Fuentes et al, 2006).

The previous literature supported that the satisfied employees are distinctive key
holders in the contribution of quality management certified organization in
servicing sector. By looking into the previous studies that the quality performance
of the emplyees increases with the implementation of quality management
(Irfan,2012). None quality certified organization has high rate of turnover
intention and less quality based productivity the non quality certified
organizations are continuously facing the turn over intention, retention and
unsatisfactory performance of employees in the operations (Lambert et al,
2001).Therefore, the above mentioned phenomenan will be examined through
exploring the level of the relationship between job satisfactions with the help of
quality management practices in certified organizations. (Irfan, 2012; Boon et al.,
2005; Ooi, K. B. 2007; Oakland and Oakland, 2001; Noorliza and Zainal, 2000; Brah
et al.,

2000, 2002; Saizarbitoria, 2005; Karia and Asaari, 2006; Yang, 2006; Fuentes et al.,
2006). Research Objectives o To measure the satisfaction level of employees in
Quality Management certified Organizations of southern Punjab servicing sector
o To categorize the impact of Quality Management practice on job satisfaction of
employees o in servicing sector o To discover that the employees of Quality
Management certified organization has higher o Level of satisfaction with the
comparision of non certified organization of servicing sector of southern Punjab.

Research Questions o Does the Quality Management practices influnce employee

satisfaction in service sector of southern Punjab? o Are employees satisfied with
their jobs under Quality Management certified Organization? o Does Quality
Certification positively impact employee's satisfaction? Significance of the study
This study is very noteworthy because it is going to check the impact of quality
Management practices which makes the employee to stay with servicing
organization and more over discussing the relationships of quality certifications
and employees work pleasure.

It is helpful to determine the particular employee and also employer's

functionality with quality Management techniques. This study will make enable
other non-certified organizations to implement the quality techniques to run
their business successful. This research will fill up the gap in determination of
satisfaction level of employee who works in quality management certified
organizations specifically in service sector of southern Punjab.

None quality certified organization has high rate of turnover intention and less
quality based productivity Literature Review Defination of quality The definition
of quality given by reeves and Bednar is similar to how Garvin defines it (1994).
They say that quality is excellence, value, conformance to specifications and
meeting and/or exceeding customers' expectations.

However, it is easier to relate quality with characteristics. For example, in case of

manufactured products performance, features, reliability, conformance, durability,
serviceability, aesthetics and perceived quality (Garvin, 1988) are used.
Meanwhile for service quality time, timeliness, completeness, courtesy,
consistency, accessibility and convenience, accuracy and responsiveness are
helpful (Parasuraman, Zeithaml and Berry, 1988). according to the prevailing
Japanese philosophy, quality is “zero defects, doing it right the first time”
(Parasuraman, 1985).Bednar and Reeves (1994) recognizes strengths and
weaknesses.Quality is an attention clutching issue and getting more dept because
researchers andpractitioners are continuously working on its different aspects
and developing the models and techniques. The following table has a summary
of the authorities who has contributed in research and developed new technique.

Quality Researchers Main Contribution Walter A. Schewart He developed the

concept of SQC (1924). W.E.Deming He extended the idea of schewart in
manufacturing field. J.M.Juran He defined Quality as a fitness for use, which
includes design, conformance in the field of services. Phil. B.Crossby He is known
for his Zero Defect(ZD), and do it right first-time concepts, also suggested 14
steps to improve quality.

Kauro Ishikawa He associated with the concept CWQC. He also pioneered quality
tools to control the quality in education. Sheigo Shingo He developed the
concept of Poka-Yoke and source inspection system. Genichi Taguchi He
Proposed the method to analyzing the quality known as Total loss function.
G.E.P.Box He developed the method of experimental design called EVOP.

Cluse Moller He identified two types of personal quality: IPQ and APQ. Yoji Akao
He stressed on the need of customer and developed the concept of QFD. David
Kerans He evolved the concept of Leadership through quality and commitme nt.
David Garvin He suggested eight dimensions of quality. Tom Peter He identified
the MBWA technique to improve the quality.

THE DEFINITION OF QUALITY MANAGEMENT Understanding of quality

management requires that the definition of quality management be clear and
consistent (Hackman and Wageman 1995, Boaden 1997, Waldman, 1995). Quality
management is a management philosophy that every employee in the
organization to improve continuously in the production, so that customer
expectations are met or exceeded. Vohl (1997).

Brocka and Brocka (1992) to define quality management; One way to improve the
performance continuously at all levels of the organization, in any functional area
of an organization, using all available human and capital resources. Improvement
aimed at satisfying major objectives such as cost, quality, market share, schedule,
and growth.

QM by its tools can measure the status of quality, the gaps in service quality in an
organization and can help actively in bridging the gaps to reach a level of quality
that can satisfy both customers, owners or stakeholders of an organization. From
being able to help in measuring and managing quality, which is a major challenge
facing management, QM derived its importance.

There is a consensus that these tasks are very important and difficult
requirements facing management and managers alike (Cronin & Taylor, 1992;
Brown, 1993). The dimensions are derived from research conducted by academics
and include those they consider to be essential for shaping the development of
TQM. DIMENSIONS DIMENSIONS DIMENSIONS Accountability/responsibility
Audit system Balanced scorecard Benchmarking Business excellence Business
process re- engineering Change management Control of processes Cooperative
relationship Corporate citizenship Creativity/innovation Performance
measurement Plan Do Check Action (PDCA) Planning Policy Problem solving
Procedures Process improvement Process management Culture Customer and
supplier participation Customer satisfaction Customer loyalty Customer value
Decision- making Employee attitudes and behavior Employee involvement
Employee satisfaction Empowerment E-quality leadership Excellence Human
resources Innovation Process management (follow) Process mapping Process re-
engineering Productivity Information management/systems/ technology
Integrated management Internal and external customers Involvement ISO
9000:2000 Knowledge management Leadership Learning organization
Management by facts Management systems Measures of quality Mission
Operational quality planning Organizational structure Organization flexibility
Ownership Participative management People management The dimensions are
derived from research conducted by academics and include those they Self
assessment (i.e.

EFQM) Service culture Service delivery Service quality SERVQUAL Six Sigma Social
responsibility Software quality Statistical process control Strategic goals Strategic
planning Strategic positioning Subcontracting Training and education Values
Vision and mission Work ethics Workflow-based monitoring Product design
Quality management Quality audit Quality control Quality department Quality
function deployment Quality improvement Quality inspection Quality measures
Quality policies & procedures Quality system Quality tools Quality of work life
Recognition Resources Rewards Safety management Working conditions Supplier
relationships and satisfaction Support resources Support structures Support
systems Systems thinking Teamwork Techniques and tools for quality Technical
skills Technical system Technology Top management commitment Total Quality
Service Work performance Work development Zero defects Moreover, the
dimensions are divided into two main categories, such as Primary dimensions and
Supportive dimensions (Legare & Bechtel 2001).

Relationship between Quality Management, Job Satisfaction and Employee

Empowerment Quality management provides the ways to work within the
organization to achieve the values (Hellsten and Klefsjo, 2000). Quality
management is really a key strategy for maintaining competitive advantage and
is a technique of managing organizations to improve its total effectiveness and
performance. (Boselie and Wiele, 2002). Therefore, job satisfaction might be
influenced by aspects of quality management.

The quality management comprises with teamwork, reward and recognition,

customer focus, organizational trust, training and development, communication,
management commitment, employee involvement, employee empowerment
these all has been extracted from earlier researches (Noorliza and Zainal, 2000;
Oakland and Oakland, 2001). Employee empowerment indicates as an element of
strong relation with quality management and job satisfaction(Irfan, 2012).

Relationship between Quality Management, Job Satisfaction and Team Work

Efficient teams realized that organization got benefits under quality management
based Operations. Teams are very key factor in servicing area's which helps the
quality management to construct its strong impact in business strategies. Earlier
studies discussed that to make your employee satisfy with their task develop
quality environment by using fair salary ,promotion ,appraisal system and co-
workers contributed assignments(Lambert et al., 2001).Working in teams or
grouped form has outcome the high satisfaction of employees and towering
achievements of organization conclude by James (1996).

Further, in many practical approaches it has been proved that job satisfaction and
team work has strong positive relation particularly this technique has been used
in Pakistan's service sectors normally. Team work included as a strong factor in
quality assurance through quality management implementation (Irfan, 2012).
Relationships between Quality Management, Job Satisfaction and Management
Commitment/Leadership Leader has ability to make the morale of their workers
up or down through his behave or way of action. The positive behave of leader
can caused the job satisfaction of employees (Graham & Messner, 1998).
Continuous improvements depend on principles of quality management which
gives quality to business (Boon et al., 2005). Leadership makes the continual
processes persistent in every stage and leader's major principle has assurance of
quality. Leadership develops the healthy environment for the employee's
motivation and ultimately can get the key advantages.

Job satisfaction involves the participation of employees and the powers which
they can be openly used while making task related decision. In quality
management based methodologies leadership ranked as high scored one.
Leadersshould take serious stands since starting of a project try to support
quality management variables by using employee empowerment and
involvement strategies (Bayraktar et. al., 2008). Leader has ability to make the
morale of their workers up or down through his behave or way of action.

The positive behave of leader can caused the job satisfaction of employees
(Graham & Messner, 1998). Relationship between Quality Management, Job
Satisfaction and Reward & Recognition In an Experimental study it has been
proved that job satisfaction of an employee is directly related to reward and
recognition (Ali and Ahmed, 2009).To get improved quality services organizations
provides fair rewards and recognitions which creates motivation and self-worth
and loyalty towards the tasks as well as to wards organization this has been
tested by many prior studies (Humborstad & Perry, 2011; Ooi, Vellapan, Kim, &
Loke, 2005; Ugboro & Obeng, 2000).The benefits shaped as increment in salary,
promotions in posts and bonuses gave by organization after a annual evaluation
activity (Juran and Gryna, 1993).

Rewards enhanced the productivity of fully satisfied employee. Employees have

received fair rewards and recognition then defiantly they all are comfortable with
their jobs. Recognition involves that employer cared about the values and
attachments of employees and it also showed that employee has intense career
with organization (Wayne et al., 1997). Methodology Research Design The
quantitative research method will be used identify and examine the contributing
aspects towards job satisfaction.

Afterwards the mediation effects of quality management and certifications will

also be checked through smart pls in servicing sector of southern. Sample size
and population A self-administered questionnaire will be used to collect
individual-level data From the 500 proposed sample size which is backed by
previous ( Irfan, 2012; Humborstad & Perry, 2011; Ooi et al, 2005; Ugboro &
Obeng, 2000). .
The respondednts will be the employees of any organization which must have
organizations which must have ISO-9000, ISO-14000 or Six Sigma. Instrument of
research The questionnaire will contain major six portions. It would have
questions about five independent variables, a mediator and for dependent
variable including dependent and mediator Most scales with the research are
already adopted from the existing studies. Mixeditemized adapted Questionnaire
would be used as research instrument.

Questionnaire will adapt from previous researches (Irfan, Mukhtar, Qureshi, &
Sharif, 2012; Ooi et al, 2005; Ugboro & Obeng, 2000). Statistical analysis The data
analysis would be conducted through smart pls under quantitative approach,
with convenience sampling method. Firstly, for all instruments, internal reliability
analysis using Cronbach's alpha (Cronbach & Furby, 1970) will determine the
reliability of all scales.

Secondly, regression and correlation analysis will be conducted to examine the

relationship between study variables as highlighted in the research objective, and
to test the relationships which are explained in the literature review. Conclusion
Hence the conclusion of this study is organization's good will, standing mainly
depend upon the performance of its employees.

Thus to enjoy the long-term relationship with quality management certifications

organization must touch it's employees/workers and satisfaction level by shaping
their behaviors and attitudes via profitable organizational practices and
programs. This research will be the proto type for quality certified organizations
to enhance or improve their existing management practices.

The employers of the organization can identify the bottleneck towards the job
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