Total Quality Management Practices and Construction Contractor Performance in Abuja, Nigeria

Abstract

Mubarak Reme Ibrahim*, Douglas Umbugala Muhammad, Bala Muhammad, John Alaezi Okwe, and Jummai Agidani

Purpose: This study aims to assess the influence of Total Quality Management (TQM) practices on the organizational performance of construction contractors. It identifies eight key TQM practices and measures their influence on performance indicators, with a focus on providing guidance for prioritizing and implementing these practices to achieve specific performance targets.

Design/Methodology/Approach: The research collected and analysed data from 275 contractor firms located in Abuja, Nigeria, with a response rate of 163. Multiple statistical methods were employed to assess the relationship between TQM practices and organizational performance. The eight identified TQM practices include top management commitment, customer focus, employee management, education/training, continuous improvement, process enhancement, supplier quality management, and information analysis.

Findings: The study's findings underscore the critical role played by specific TQM practices in positively influencing the organizational performance of construction contractors. Notably, practices such as top management commitment, training, process management, and continuous improvement were found to have a significant impact. Mapping analysis was used to establish strategies for aligning TQM practices with performance indicators, providing a practical roadmap for improving specific aspects of organizational performance.

Research Limitations/Implications: This research acknowledges certain limitations. Firstly, the study focused on construction contractors in Abuja, Nigeria, which may limit the generalisability of the findings to other regions or industries. Secondly, while the research identified key TQM practices, it did not delve into the specific challenges or obstacles that organizations might encounter during implementation. Future studies could explore these issues in greater depth.

Practical Implications: The study offers valuable practical implications for construction organizations. It emphasizes the need for a flexible approach to adopting TQM practices tailored to support targeted performance improvements, recognizing that a one-size-fits-all approach is not suitable for all industries. Furthermore, the study underscores the significance of sustained commitment from top management in promoting the importance of TQM throughout the organization, highlighting its role as a catalyst for positive change.

Originality/Value: This research contributes to the field by bridging the gap between TQM practices and organizational performance in the construction industry. It provides a nuanced understanding of which TQM practices are most influential and how they can be strategically aligned with performance indicators. This adds value by offering organizations a clear roadmap for enhancing their performance and competitiveness through the adoption of TQM principles.

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