This study aims to analyse the total quality management tools for improving service quality and client satisfaction in healthcare settings through a systematic qualitative review. Data was collected through the web of sciences (WOS), Scopus, EBSCO, PubMed, and Medline. Initially, we found 573 articles from all the sources, but after eliminating the non-relevant articles, only 24 usable articles were finalized. Furthermore, 12 articles were purely related to TQM, service quality, and client satisfaction. This study concludes that TQM practices and tools improve service quality and client satisfaction in healthcare organizations. This study provides excellent managerial and practical insights. Managers should implement the TQM tools to improve service quality and client satisfaction. This way, customer satisfaction is enhanced, and patient satisfaction is improved, leading to high operational and overall performance. This study also reveals a need for further studies to clarify the role of TQM tools on service quality and patient satisfaction.

The study aimed to know the positive impact of TQM, EO, and OI on OP, in addition to the indirect impact of TQM, EO, and OI on OP when using CA as an intermediary variable. The study sample consisted of all (307) employees in senior and middle departments working in total quality. Random sampling was the sampling technique strategy used in this study. For the measurements in this investigation, a closed questionnaire from previous research was used. The primary data analysis technique in this study was to evaluate the measurement model and structural model using SmartPLS (4.01). The discriminant and convergent validity of the measurement model was assessed. The results of the study show that in addition to having a direct and positive effect on OP, TQM, EO and OI also have an indirect and positive effect on OP when CA is used as a mediating variable. According to the study, OI, TQM, and EO should receive equal attention from major local industrial enterprises operating in the Kingdom of Saudi Arabia. As one of the most important management strategies for advancing management thought, large local Saudi industrial companies should also implement and ensure the success of a management program. Comprehensive quality and pioneering orientation. These strategies have been proven to be successful in helping organizations solve problems related to productivity or service quality.

The Company should collaborate with supply chain members to support business process activities and increase competitiveness. Company collaboration with suppliers is essential in supporting the adoption of supply chain practices and total quality management to pursue product innovation and enhance business performance. This study investigates the role of supplier-buyer relationships in enhancing business performance through supply chain management practice, total quality management, and product innovation. The research surveyed 150 companies implementing total quality management with ISO certification in East Java. Data processing employs partial least squares using SmartPLS software version 4.0. The research found that supplier-buyer relationships positively and significantly influence supply chain practice by 0.800, total quality management by 0.438, and product innovation by 0.293. The company's ability to implement supply chain practices positively affects total quality management by 0.443, product innovation by 0.206, and business performance by 0.263. Total quality management adopted by manufacturing companies by obtaining ISO certification has an impact on increasing product innovation by 0.412 and business performance by 0.276. The company's ability to build a supply chain strategy to produce innovative products affects business performance by 0.446. The research results contribute practically to managers who build coordination with supply chain members, especially purchasing and marketing managers, to be able to read the capabilities and advantages of external partners to be communicated internally in the company—theoretical contribution in enriching supply chain strategy theory in increasing competitiveness.

The objective of this research is to investigate the impact of Total Quality Management (TQM) principles on the effectiveness of sustainable practices, as well as the effects of these practices on the entire performance of firms that operate within this industry. The study will look at how these practices have become more efficient. It is still necessary to conduct additional research to fill the information gap concerning the effect of TQM approaches on sustainable practices and overall organizational performance in the Jordan Tourism sector. The study will place a particular emphasis on the significance of TQM methodologies and sustainable practices in enhancing organizational dynamics and competitiveness. The research chose the following TQM practices: supplier partnership, leadership commitment, quality management system, and teamwork and collaboration to measure their impacts on building sustainable practices and improving organizational performance through distributed 221 research questionnaires and retrieved 187 valid data. The Jordanian tourism industry will serve as the setting for an examination into the relationship between TQM methodologies, sustainable practices, and organizational outcomes. The analysis will be carried out through the utilization of a case study technique in the Jordan tourism board which is considered the largest tourism institution in Jordan's tourism sector. The research endeavors to provide significant insights into the effectiveness of TQM implementation and provides information concerning the impact that TQM has on sustainable practices and the overall performance of organizations. The findings of the research are intended to provide practical consequences for businesses that cater to tourists in Jordan in the goal of achieving a sustained competitive advantage and improving overall performance. The significance of adopting TQM principles into sustainable operations will be brought into crystal clearer focus. Businesses in the tourist industry can intentionally implement and make use of TQM techniques to improve their sustainable practices, improve the quality of their services, and ultimately boost their competitiveness in the market and increase their chances of success. This research aims to present empirical data on the impact of TQM approaches on sustainable practices and overall organizational performance in the Jordanian tourism industry.

Implementation of quality management is very important for hospitals to improve processes, solve problems, and reduce variations and errors in service, including through the implementation of popular Total Quality Management (TQM) and Six Sigma (SS) as new quality management strategies to increase profitability, effectiveness and efficiency of the organization's operations to meet customer’s needs. This study aims to develop an integrated hospital quality management model from the practice of TQM and SS to provide synergy in improving hospital performance. The study design was cross sectional through a survey using a questionnaire on 863 respondents, namely all employees ranging from doctors to administrative personnel at 8 hospitals. The TQM and SS practice integration model identified as “Quality Management Alliance Model (QMA)” consists of 6 variable constructs, namely: Management Practice (MP); TQM Infrastructure Practice (IPTQM); SS Infrastructure Practice (IPSS); Core Practice TQM (CPTQM); Core Practice SS (CPSS); and Hospital Performance (KRS) with 12 structural equations hypothesized. Data analysis are performed using Structural Equation Model through 2 tests, namely analysis of measurement models using confirmatory factor analysis (CFA) second order approach and structural model analysis. The results of the first order confirmatory factor analysis (CFA) analysis, after issuing invalid indicators (SLF≤0.5 and t≤1.96), obtained constructs of latent variables with models fit, valid, and reliable. Then in the second order CFA analysis on the overall model after being simplified through LVS (latent variable score) the study obtained construct model fit, valid and reliable. The results of the structural model analysis obtained a model fit with 11 structural equations that are positively and significantly related (t> 1.96). This study proves that the QMA model is feasible and can be applied to measure the implementation of hospital quality management. Hospital management is recommended to implement the QMA Model optimally to improve performance.

The aim of this research is to investigate the gap or SERVQUAL scale amongst the findings of the previous studies for missing investigations and the impression to apply for overall standard quality management of three variables such as independent variable (Service quality), mediator variable (Patients’ Satisfaction) and dependent variable (Patients’ Loyalty) in Jordanian health care sector. Moreover, the current study aims to clarify the effects of the Total Quality Management (TQM) represented collectively by a specific strategy, leadership management, human resource focus information, client focus, method management, and analysis method management on customer loyalty. In order to test the objectives, a random sample size consisting of 800 national and international patient’s expectations from the private and public hospitals in the central region of Jordan was collected. The quantitative analysis was designed to conduct the survey, questionnaires, and gather the primary information to determine the category of data and techniques of data collection. The response data were analyzed using the IBM SPSS 19.00 version and Amos 20.00 version to assess the response value, descriptive statistic, screenings of the data composed of linearity and homoscedasticity, correlations, reliability, and validity. Multiple reliability results indicated that the dimensions of each experimental variables were considered reliable and satisfactory. Based on the outcome, this study verified that customer satisfaction carries a weak mediating effect. Moreover, the results exhibited that TQM had had a significant impact on both customer loyalty and customer satisfaction.

Most global studies have, to a greater extent, underscored the importance of Total Quality Management (TQM) practices and some marketing aspects concerning the organizational performance. Most studies have focused on establishing the level to which TQM practices influence customer satisfaction and not the whole organization. There is also little evidence on how marketing practices influence organizational performance. This study therefore seeks to assess the impact of TQM practices and marketing on organizational performance. Data was collected from a sample size of 289 respondents who were employees of the different manufacturing industries in Saudi Arabia. Data was analyzed using SPSS and Pearson’s rank correlation coefficient was used to establish the relationship between study variables. The study findings confirmed the presence of a relationship between TQM practices and organizational performance. Similarly, there was a positive relationship between marketing practices and organizational performance. The study concluded that the TQM practices and marketing are great influencers of quality hence should always be applied in organizations.

This research determines to evaluate the level of implementing Total Quality Management (TQM) and examine the relationship between dimensions of TQM and Quality performance in the accredited Jordanian Private Hospitals. The study used a survey questionnaire as the main data collection. The total respondents used were 330, where 140 respondents were from five Private Jordanian Hospitals, resulting in a 42.4% response rate. The confirmatory factor analyses (CFA) and multiple linear regression were used to study data analyses. The results revealed that the level of TQM implementation in Private Jordanian Hospitals was high. Besides, a significant was found between TQM dimensions with quality performance. The study found that leadership commitment and Support to Quality, strategic quality planning, information and data, training and participation, customer focus, and continuous improvement have been found to have significant impacts on quality performance. This study can raise the attentiveness of the important strategy of TQM, which could help Hospitals managers have an enhanced understanding of the benefits of practicing TQM and therefore enable Quality Performance within their Hospitals.

Total quality management (TQM) is a method of managing a bank. TQM, which is considered as a critical instrument, directs the strategy of developing work and increasing performance in order to generate profits through quality services and products. Therefore, this study aimed to examine the function of TQM in improving customer relations in Jordanian Islamic banks. Primary data was gathered by surveying 163 workers of Jordanian Islamic banks. A questionnaire was employed as the data-gathering technique. To do the descriptive statistical analysis, SPSS version 25 was employed. The findings show that there is a statistical association between Jordanian Islamic banks' TQM, which includes customer satisfaction, strategic planning, continuous improvement, and relationships with customers.

The continuity of the organization was disrupted when the COVID-19 pandemic hit the world in early 2020, and many organizations were forced to adapt to emergencies. Programs that have been developed for the long term must be modified to suit the situation. This paper aims to evaluate the impact of the pandemic and analyze the ongoing impact of transformational leadership on the distribution of organizational performance mediated by organizational learning, total quality management and quality assurance, and altruism as moderating variables. The study was conducted by using Partial Least Square to analyze the behavior of the highest leadership of the Child Welfare Institution (CWI) of the Ministry of Social Affairs of the Republic of Indonesia, with a sample of 185 accredited institutions throughout Indonesia. The results of the study indicate that several factors affect the process of evaluating organizational performance. The LKSAs need to improve the quality of their organization's performance by following the requirements of the Ministry of Social Affairs consistently and continuously in implementing the fulfillment of the quality standards. The contribution of novelty in this study is that the total quality management variable is not able to improve organizational performance. The surprising finding is that the consistency of the distribution of total quality management implementation has no effect when the highest leadership is unable to carry out the sustainability of the standards that have been painstakingly prepared long before the pandemic occurred. However, the quality assurance can increase the distribution of organizational performance substantially.