Development and validation of a total quality management model for Uganda’s local governments

Figures & data

Table 1. TQM practices compared across different studies

TQM Practice	Saraph et al. (1989)	Flynn et al. (1994)	Ahire et al. (1996)	Black & Porter (1995)	Zeitz et al. (1997)	Joseph et al. (1999)	Rao et al. (1996)	Frequency/Rate of Recurrence
Leadership& Management commitment *	●	●	●		●	●	●	6
Quality Information Availability	●	●		●			●	4
Quality Information Usage	●		●		●		●	4
Bench Marking			●				●	2
Strategic Quality Planning							●	1
Employee Training	●		●			●	●	4
Employee Involvement*	●	●	●	●	●	●	●	7
Product Design *	●	●	●			●	●	5
Supplier Quality	●	●	●	●	●	●		4
Corporate Quality Culture				●				1
Strategic Quality Management				●				1
Customer Orientation*		●	●	●	●		●	5
Process Management	●	●	●			●	●	5
Continuous Improvement Systems*			●	●	●	●	●	5
Role of Quality Department	●					●		2
Internal Quality Results							●	1
External Quality Results							●	1
Statistical Process control			●					1
Employee Empowerment*	●		●	●	●		●	5
Product Quality			●					1
Supplier Performance			●					1
Operational Quality Planning				●		●		2
Supervision					●
External Interface Management				●				1
Quality Citizenship							●	1
Quality Policy						●		1
Technology Utilisation						●		1
Process Design/Management *	●	●	●			●	●	5

Note:

●The significant factor was developed and used by researchers

* The most accepted critical factors i.e. rate of recurrence is equal to 5 or more than 5.

Figure 1. Conceptual model for TQM enabling critical factors in LGs.

Table 2. EFA results

	Component
	Customer Focus (1)	Employee Involvement (2)	Continuous Improvement (3)	Leadership & Mgt (4)	Process Design (5)
Preventing faulty products and services is a strong practice in this local government	.752
Client requirements are thoroughly analysed and infused in service delivery systems and processes in this local government	.742
Working systems and procedures are regularly reviewed before a service is generated	.727
Employees often take total responsibility for service delivery	.709
Local Governments undertakes client satisfaction survey regularly through for as such as barazas	.679
Local government employees often work in groups	.660
This local government often establishes long term relationship with all service delivery stakeholders	.524
Employees are directly involved in quality related activities		.783
Work is done in teams involving a number of stakeholders in services delivery		.714
My supervisor often comments on quality of my work		. 592
Senior local government leaders improve managerial systems like timely reporting to ensure that service delivery systems are error free		.529
As employees, we have higher importance in service delivery process			.842
Local government employees are competent in duty performance to support quality programmes			.772
Qualified and knowledgeable staff are involved in delivery of services			.737
Local government leaders reward workers for quality improvement endeavours				.705
Quality initiatives such project supervision and Quality Circles are available, funded and implemented				.681
Client Charters are in place to guide the delivery of client centred services				.642
Local government often organise employee joint meetings				.633
Schedule of duties are prepared and brought to attention of employees					.798
Local government managers are change drivers/agents and actively direct change management programmes					.644
Measuring tools to evaluate staff performance are in place and implemented					.624
Eigen Values	4.148	2.433	2.318	2.218	2.068
Percent Total Variance	18.857	11.059	10.536	10.081	9.402
Cumulative Percentage	18.857	29.916	40.451	50.532	59.934

Table 3. Standardised and unstandardised path coefficients for TQM service sector

Path	Unstandardised path coefficient	CR	Standardised Path Coefficient	AVE	P
TQM_PD_1 <—PD	1.000		.626	0.525
TQM_PD_2 <—PD	1.152	5.081	.750		***
TQM_CF_13 <—CF	1.000		.636
TQM_CF_15 <—CF	1.445	5.395	.811		***
TQM_L_20 <—LM	1.000		.537
TQM_L_21 <—LM	1.617	4.653	.922		***

Table 4. TQM measurement model for service organisations

TQM practices		Analysis code
Process design	1. Schedule of duties are prepared and brought to attention of employees	PD1
	2. Local government managers are change drivers/agents and actively direct change management programmes	PD2
Customer focus	1. This local government often establishes long term relationship with all service delivery stakeholders	CF13
	2. Client requirements are thoroughly analysed and infused in service delivery systems and processes in this local government	CF15
Leadership and Management commitment	1. Local government often organise employee joint meetings	LM20
	2. Quality initiatives such project supervision and Quality Circles are available, funded and implemented	LM21

Table 5. Fit statistics for TQM measurement model in LGs

Confirmed TQM Measure	NFI	TLI	CFI	GFI	AGFI	RMSEA	ƛ2
	.953	.934	.973	.980	.932	.073	12.784

Figure 2. Total quality management measurement model.

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