Client and User Participation: A Total Quality Management Perspective
Keywords:
Public client, user participation, customer satisfaction, total quality management, construction industry.Abstract
This paper assesses how nature of the public client and user participation can influence cost and success of Total Quality Management (TQM) practice for a construction project.The study has limited itself to a single public client in a construction project focussing on influential power of users as end customers. The empirical case study has illustrated the significance of understanding the complex nature inherent in public clients when drawing project objectives. The study has established decisions to influence use of resources are not necessarily dictated by ownership of resources.
References
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[34] K.B. Ooi, V.H. Lee, A.Y.L. Chong, and B Lin. “Does TQM improve employee’s quality of work life? Empirical evidence from Malaysia’s manufacturing firms”. Production Planning and Control, Vol. 24(1), pp. 72-89, 2013.
[35] A, Simon, and L.H.P. Yoya, “Improving innovation and customer satisfaction through system integration”. Industrial Management & Data Systems, Vol. 112 (7), pp.1026-1043, 2012.
[36] M. Hoxley. “Measuring UK construction professional service quality: the what, how, when and who”. International Journal of Quality and Reliability Management Vol. 17(4/5), pp.511-526, 2000.
[2] A. Seema and M. Ilyas. “Leadership, empowerment and customer satisfaction in teaching institutions: case study of a Pakistani University”. Total Quality Management Journal, Vol.23 (4), pp. 388-402, 2011
[3] L.M. Mboma, “ATM and customer satisfaction: a case of the banking industry in Tanzania”. The African Journal of Finance and Management”, Vol.15 (1), pp. 48-70, (2006).
[4] M.P. Nyerembe. “User needs in Tanzania’s academic institutions”. The African Journal of Finance and Management”, Vol.10 (1), pp. 43-48, 2001.
[5] M. S. Sohail. “TQM practices and organizational performances of SME’s in Malaysia: some empirical observations”. Benchmarking: an International Journal, Vol.10 (1), pp. 37-53, 2003.
[6] H.J. Harrington, F., Voehl, and H. Viggin. “Applying TQM to the construction industry”. The TQM Journal, Vol. 24(4), pp. 352- 362, 2012
[7] E.D., Love, H. Li, Z. Irani, and G. D Holt. “Re-thinking TQM toward a framework for facilitating learning and change in construction organizations”. The TQM Magazine, Vol. 12(2), pp. 107-116, 2000.
[8] R. J. Boaden and B.G. Dale. “Total quality management in the construction industry: a preliminary analysis”. International Journal Technology Management, special issue on Competing through Quality Production and Technological Innovation Management, Vol.7 (4/5), pp. 244-253, 1992.
[9] P. Teh, Laosirihongthong and D. Adebanjo. “Revisiting Quality Management and Performance”. Industrial Management & Data Systems, Vol. 113(7), pp 990-1006, 2013.
[10] M.T. Hides, Z. Irani, I. Polychronakis and J.M Sharp. “Facilitating total quality through effective project management”. International Journal of Quality and Reliability Management Vol. 17(4/5), pp.407-422, 2000.
[11] A.W.T. Lau and S.L.Tang. “A survey on the advancement of QA (quality assurance) to TQM (total quality management) for construction contractors in Hong Kong”. International Journal of Quality & Reliability Management, Vol. 26 Iss: 5, pp.410 – 425, 2009.
[12] S. Karna, J. Junnone, and V. Sorvala. “Modeling structure of customer satisfaction with construction”. Journal of Facilities Management, Vol. 7(2), pp. 111-127, 2009.
[13] P.M.D. Rwelamila. “Project management competence in public sector infrastructure organizations”. Construction Management and Economics (Jan. 2007), Iss. 25, pp. 55-66, 2007.
[14] A.P.C Chan, and A.P.L. Chan. “Key performance indicators for measuring construction success”. Benchmarking: an International Journal, Vol.11 (2), pp. 203-21, 2004.
[15] G.M. Winch. Managing Construction Projects .Oxford: Blackwell Publishing, 2002.
[16] A. Walker. Project Management in construction, 4th Edn. Oxford: Blackwell Publishing, 2002.
[17] J.J Mohr and R.S Sohi. “Communities Flows in Distribution channels: impact on assessment of communication quality and satisfaction”. Journal of Retailing Vol. 71(4), pp. 393- 416, 1995.
[18] J.C. Turner. “Explaining the nature of power: a three-process theory”. European Journal of Social Psychology, Vol. 35 (1), pp. 1-22, 2005.
[19] B.C. Ward and C.B. Chapman. “Objectives and Performance in construction projects”. Construction Management and Economics, Vol. 9(4) pp. 343-353, 1991.
[20] S.D. Green. “A metaphorical analysis of client organization and the briefing process” .Construction Management and Economics, Vol.14, pp. 155-64, 1996.
[21]Australian Procurement Construction Council. Client skills: skills required by the Government as the construction industry client, APC Australia, 2002.
[22] D.M. Gann Building. Innovation: complex constructs in a changing world. London: Thomas Telford Publishing, 2000.
[23] A. M. Mosadeghrad. “Essentials of total quality management: a meta-analysis”. International Journal of Health Care Quality Assurance, Vol. 27 (6) pp.544-558, 2014.
[24] D. McGeorge and A. Palmer. Construction Management: new directions, 2nd Edn. Oxford: Blackwell Science Ltd, 2002.
[25] R.B Hellard. Total quality in construction projects. London: Thomas Telford Service Ltd., 1993.
[26] S. How-Ming, and K. Wu, “The relationship between TQM & project performance in building planning phase: an empirical study of real estate industries in Taiwan”. Total Quality Management, Vol. 13(1), pp. 133-415, 2002.
[27] B. E. Winston. Total Quality Management; a heartfelt approach to doing things right, London: Regent University School of Business, 1997.
[28] P. Barret. “Systems and relationships for construction quality” .International Journal of Reliability Management, Vol.17 (4/5), pp. 377-92, 2000.
[29] R.K. Yi. Case Study Research: design and methods. 2nd Edn. London: SAGE Publications, 1994.
[30] R. E. Stake. The Art of Case Study Research. London: SAGE Publications, 1995.
[31] S. Cai. “The importance of customer focus for organizational performance: a study of Chinese companies”. International Journal of Quality and Reliability Management Vol. 26(4), pp.369-379, 2009.
[32] P. Munting and H. Cruywagen. “Quality management in South African Architectural practices”. Building and Environment, Vol. 43, pp. 444-452, 2008.
[33] D. Cox, J.P. Morris, J.H. Rogerson, and G.E. Jared. “A quantitative study of post contract award design changes in construction”. Construction Management and Economics, Vol. 17(4), pp. 427-439, 1999.
[34] K.B. Ooi, V.H. Lee, A.Y.L. Chong, and B Lin. “Does TQM improve employee’s quality of work life? Empirical evidence from Malaysia’s manufacturing firms”. Production Planning and Control, Vol. 24(1), pp. 72-89, 2013.
[35] A, Simon, and L.H.P. Yoya, “Improving innovation and customer satisfaction through system integration”. Industrial Management & Data Systems, Vol. 112 (7), pp.1026-1043, 2012.
[36] M. Hoxley. “Measuring UK construction professional service quality: the what, how, when and who”. International Journal of Quality and Reliability Management Vol. 17(4/5), pp.511-526, 2000.
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Published
2016-06-21
How to Cite
Eliufoo, H. (2016). Client and User Participation: A Total Quality Management Perspective. American Scientific Research Journal for Engineering, Technology, and Sciences, 20(1), 254–267. Retrieved from https://asrjetsjournal.org/index.php/American_Scientific_Journal/article/view/1738
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