ICMHS 15 July 2017. Qais Ahmed ALmaamari ... (Soltani and Wilkinson, 2010, Abdul Rashid et al., 2004, Abdolshah and. Abdolshah, 2011, Choi and Ruona, ...
Critical success factors Affecting individual readiness for Total Quality Management implementation among Yemeni Oil Units: The Conceptual Framework Development
Qais Ahmed ALmaamari ICMHS 15 July 2017
Agenda Introduction Underpinning theories The Proposed Model Methodology
Conclusion
Introduction Business organizations have become increasingly competitive worldwide in 21st century due to globalization and international trade along with advances in information technology and growing competition (Shah, 2011, Fuentes-Henríquez and Del Sol, 2012). Change is a well-known phenomenon that individuals and organisations face every day (Battilana et al., 2010). Failed change efforts was costing several organizations a great deal of time, money, and other resources (Kotter, 1995).
Cont… Many studies have highlighted a high rate of failure in change implementation (Soltani and Wilkinson, 2010, Abdul Rashid et al., 2004, Abdolshah and Abdolshah, 2011, Choi and Ruona, 2010).
Individual Readiness for Change (IRFC) is one of the most significant factors for successful implementation of organizational change (Armenakis et al., 1993, Clegg and Walsh, 2004, Jones et al., 2005, Holt et al., 2007, Haffar et al., 2014). Total quality management practices/ Critical success factors is one of the most important factors that effect individual readiness for change (Anand and Kodali et al.,2008, Radnor et al.,2006, Ben Jaber et al., 2010, Najem et al.,2014,Jaballa et al.,2014, Maheshwari and Vohra, 2015, Sloan et al., 2014).
Problem Statement Published evidences on failed change across the global (Ahmad et al., 2007; Chen and Wang, 2007; Herold et al., 2008; Rashid& Zhao, 2010). Empirical studies on the relationship between total quality management practices/Critical success factors and Individual readiness for change is highly required (Haffer et al., 2016; Ayu et al., 2015; Joko suwaryo et al.,2015). Need to understand the Critical success Factors in leading global change whether in private or public organisations (AL-zamany et al., 2002b; Aamer et al., 2017; Sinnappan Sathidran et al., 2013; Ayu et al., 2015).
Cont… Internal and External difficulties facing Yemeni oil and gas companies in the local and international market (Al-Zamany et al., 2002b). Lack of Critical success Factors / total quality management practices among Yemeni organizations (AL-zamany et al., 2002b; Aamer et al., 2017).
Lack of Individual readiness for change (Al Shareem,2016; Haffer , 2016). Lack of studies focused on these relationship within the public sector (Haffer et al., 2016, Ben Jaber et al., 2010, Najem et al.,2014,Jaballa et al.,2014, Maheshwari and Vohra, 2015, Sloan et al., 2014).
Cont… None of these studies have addressed the relationship between Total quality management practices as a composite variable and Individual readiness for change (AL-zamany et al., 2002b; Aamer et al., 2017). None of above studies has investigated in the least developed countries
such as Yemen.
Underpinning Theories Organizational change Management Theory The main goal of any organizational change initiative is to achieve a new position in which the organization can efficiently use its resources and get the full advantages of its capabilities to increase the ability to create value and create its competitive advantage (Jones et al., 2005). Moreover, technology, economic factors, legal, and socio-political factors are of importance to drive the organizational change (Ivancevich, 2002).
Cont… Kurt Lewin’s Theory
Cont… Theory of Social Exchange Theory proposes that social relationships are based on mutual reciprocity (Blau,1964). In other word, it suggests the need for delivering and receiving resources on the expectation of some future returns (Blau,1964).
The proposed Model The Purpose of this paper is to investigate the Critical success factors effect on individual readiness for change. Human Resource Management Top Management Commitment Process Management Customer Focus & Satisfaction Learning and Training Supplier partnership
IRFC
HYPOTHESES • H1. Human Resource Management positively has significant impact on individual readiness for change. • H2. Top Management commitment significantly has a positive impact on individual readiness for change. • H3. Process Management significantly has a positive impact on individual readiness for TQM implementation. • H4. Customer Focus & Satisfaction significantly has a positive impact on individual readiness for change. • H5. Learning & Training positively has significant impact on individual readiness for change. • H6. Supplier Partnership significantly has a positive impact on individual readiness for change.
METHODOLOGY Approach/ Type of study
Quantitative method
Population/ Unit Analysis
10 Units of Oil sector/ Public Sector /Individual Level
Respondents
371 Respond /stratified Randomly Sampling
Gathering Process
Cross- Sectional Approach
Instrument/ Approach
Questionnaires
Measurement
One To Five- Point Likert Scale
Analysis Tools
Multiple Regression
ESTIMATED FINDING Statistical analysis will prove the proposed hypotheses. Critical success factors (Human resource management, Top management commitment, process management, customer focus& satisfaction, supplier partnership and learning & training )
positively has significant impact on individual readiness for change.
Conclusion This study that is contained integrating of three theories as namely; Organizational change theory. Lewin theory. Social exchange theory. To improve growth of Yemeni economic as well as ensure of organizations can be based on increasing level of employees' readiness for change regarding TQM implementation in Yemeni Oil units in spite of existed obstacles in the country.
