{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T17:24:18Z","timestamp":1754155458078,"version":"3.41.2"},"reference-count":23,"publisher":"Emerald","issue":"3","license":[{"start":{"date-parts":[[2013,11,11]],"date-time":"2013-11-11T00:00:00Z","timestamp":1384128000000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2013,11,11]]},"abstract":"<jats:sec>\n               <jats:title content-type=\"abstract-heading\">Purpose<\/jats:title>\n               <jats:p> \u2013 This study aims to investigate the implications of quality management system (QMS) practices in employees' attitudes relating to job involvement, job satisfaction, career satisfaction, and organizational commitment. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title>\n               <jats:p> \u2013 This study was accomplished through the use of a questionnaire. Twenty hypotheses related to QMS practices and the employees' attitudes were formulated and tested. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Findings<\/jats:title>\n               <jats:p> \u2013 The results indicate that responsibility and teamwork have a significant and positive correlation with job involvement, job satisfaction, career satisfaction, as well as organizational commitment. Ongoing improvement and problem solving have significant implications in organizational commitment. In addition, training and education, as well as customer focus, did not demonstrate any favorable contribution to the employees' attitudes. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title>\n               <jats:p> \u2013 The study recommends that management should be more committed to the development of quality practices to sustain and enhance employees' positive attitudes toward their job. Such practices are a competitive strategy to attract and retain competent employees.<\/jats:p>\n            <\/jats:sec>","DOI":"10.1108\/mrjiam-01-2012-0468","type":"journal-article","created":{"date-parts":[[2013,10,28]],"date-time":"2013-10-28T11:56:41Z","timestamp":1382961401000},"page":"260-279","source":"Crossref","is-referenced-by-count":8,"title":["Quality management and employees' attitudes: an example from certified enterprises"],"prefix":"10.1108","volume":"11","author":[{"given":"Maria","family":"Batista","sequence":"first","affiliation":[]},{"given":"Antonio","family":"Feijo","sequence":"additional","affiliation":[]},{"given":"Francisco","family":"Silva","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022032020210042900_b1","doi-asserted-by":"crossref","unstructured":"Bayazit, O.\n                (2003), \u201cTotal quality management (TQM) practices in Turkish manufacturing organizations\u201d, The TQM Magazine, Vol. 15 No. 5, pp. 345-350.","DOI":"10.1108\/09544780310502435"},{"key":"key2022032020210042900_b2","doi-asserted-by":"crossref","unstructured":"Boon, O.K.\n               , \n                  Arumugam, V.\n                and \n                  Hwa, T.S.\n                (2005), \u201cDoes soft TQM predict employees attitudes?\u201d, The TQM Magazine, Vol. 17 No. 3, pp. 279-289.","DOI":"10.1108\/09544780510594243"},{"key":"key2022032020210042900_b3","doi-asserted-by":"crossref","unstructured":"Boselie, P.\n                and \n                  Wiele, T.V.\n                (2002), \u201cEmployee perceptions of HRM and TQM, and the effects on satisfaction and intention to leave\u201d, Managing Service Quality, Vol. 12 No. 3, pp. 165-172.","DOI":"10.1108\/09604520210429231"},{"key":"key2022032020210042900_b4","doi-asserted-by":"crossref","unstructured":"Brah, S.A.\n               , \n                  Tee, S.L.\n                and \n                  Rao, M.B.\n                (2002), \u201cRelationship between TQM and performance of Singapore companies\u201d, The International Journal of Quality & Reliability Management, Vol. 19 No. 4, pp. 356-379.","DOI":"10.1108\/02656710210421553"},{"key":"key2022032020210042900_b5","unstructured":"Clinton, R.J.\n               , \n                  Williamson, S.\n                and \n                  Bethke, A.\n                (1994), \u201cImplementing total quality management: the role of human resource management\u201d, SAM Advanced Management Journal, Vol. 59 No. 2, pp. 10-16."},{"key":"key2022032020210042900_b6","unstructured":"Counte, M.A.\n               , \n                  Glandon, G.L.\n               , \n                  Oleske, D.M.\n                and \n                  Hill, J.P.\n                (1992), \u201cTotal quality management in a health care organization\u201d, Hospital & Health Services Administration, Vol. 37 No. 4, pp. 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