Original Research

The effect of work engagement on total quality management practices in a petrochemical organisation

Dinko H. Boikanyo, Marita M. Heyns
South African Journal of Economic and Management Sciences | Vol 22, No 1 | a2334 | DOI: https://doi.org/10.4102/sajems.v22i1.2334 | © 2019 Dinko H. Boikanyo; Marita M. Heyns | This work is licensed under CC Attribution 4.0
Submitted: 17 February 2018 | Published: 26 February 2019

About the author(s)

Dinko H. Boikanyo, Department of Business Management, Faculty of Management, University of Johannesburg, South Africa
Marita M. Heyns, Optentia Research Focus Area, North-West University, South Africa


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Abstract

Background: Work engagement can be defined as a positive, fulfilling, work-related state of mind that is characterised by Vigour, Dedication and Absorption. There is a general belief that there is a connection between work engagement and business results, as well as total quality. Practitioners and academics have over the years agreed that the consequences of work engagement are positive. Total quality management is an essential practice that can be used to improve the quality of products on a systematic basis to meet customer satisfaction. It is important for an organisation to have engaged employees as it is evident that such an organisation is likely to prosper and attain total quality management (TQM).

Aim: The main objective of the study was to determine the effect of work engagement on total quality management practices in a petrochemical organisation.

Setting: The study was carried out in the petrochemical industry, which is of economic significance to the country. The degree of work engagement is essential for sustainable performance in this industry.

Methods: Two questionnaires were used for the study, namely the Utrecht Work Engagement Scale and TQM. A total of 166 of responses were received from employees working for a petrochemical organisation.

Results: Overall, the results showed that work engagement had a positive relationship with the dimensions of TQM, which was used as a measure of quality, which is a non-financial measure of performance.

Conclusion: Managers need to enable an organisation to attract, develop and retain highly engaged employees to ensure a sustainable competitive advantage.


Keywords

Work engagement; quality; total quality management; petrochemical

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