Useful Total Quality Management Critical Success Fundamentals in Higher Education Institution

  • Ifetayo OluwafemiEmail author
  • Timothy Laseinde
Conference paper
Part of the Advances in Intelligent Systems and Computing book series (AISC, volume 1026)


Higher education performs highly essential roles or responsibilities in both the economic development and cultural reconstruction of every nation of the world. However, the quality of higher education is crucial in this respect. Therefore, Total Quality Management (TQM) in higher education institutions (HEI) is in perspective in this paper. This high quality can only be achieved by these institutions by having long term planning, formulating yearly quality programs and executing such quality programs to the letter annually so that the vision of the higher education institutions can be accomplished. Applying TQM concepts is an important thing that can go a long way to revive higher education institutions through entrenching awareness about quality into everything or every procedure undertaken by the higher institution. This particular study makes efforts at analyzing TQM concepts in higher education institutions. This is done by outlining some available literature on Critical Success Factors (CSF) of TQM as well as the execution of TQM in all areas to improve the total quality management practices as well as the outcomes of such practices. As a concept or an approach, TQM contributes immensely towards making sure that projects are properly delivered to the target stakeholders based on their requirements. In this paper, five Critical Success Factors have been identified, and these are communication as a means of improving quality, organizational management, employee involvement, training and development, and recognition, and culture. All these must be given proper consideration by HEI before total quality can be achieved or become successful.


Total Quality Management Quality awareness Higher education institutions Critical Success Factors 


  1. 1.
    Akareem, H.S., Hossain, S.S.: Determinants of education quality: what makes students’ perception different? Open Rev. Educ. Res. 3(1), 52–67 (2016)CrossRefGoogle Scholar
  2. 2.
    Al Shobaki, M. J., Naser, S.S.A.: The role of the practice of excellence strategies in education to achieve sustainable competitive advantage to institutions of higher education-faculty of engineering and information technology at Al-Azhar University in Gaza a model (2017)Google Scholar
  3. 3.
    Kumpulainen, K., Lankinen, T.: Striving for educational equity and excellence. In: Miracle of Education Anonymous, pp. 71–82. Springer (2016)Google Scholar
  4. 4.
    Middlehurst, R.: Quality: an organising principle for higher education? High. Educ. Q. 46(1), 20–38 (1992)CrossRefGoogle Scholar
  5. 5.
    Saraph, J.V., Benson, P.G., Schroeder, R.G.: An instrument for measuring the critical factors of quality management. Decis. Sci. 20(4), 810–829 (1989)CrossRefGoogle Scholar
  6. 6.
    Ahire, S.L., Golhar, D.Y., Waller, M.A.: Development and validation of TQM implementation constructs. Decis. Sci. 27(1), 23–56 (1996)CrossRefGoogle Scholar
  7. 7.
    Fotopoulos, C.B., Psomas, E.L.: The impact of “soft” and “hard” TQM elements on quality management results. Int. J. Qual. Reliab. Manage. 26(2), 150–163 (2009)CrossRefGoogle Scholar
  8. 8.
    Sila, I., Ebrahimpour, M.: An investigation of the total quality management survey based research published between 1989 and 2000: a literature review. Int. J. Qual. Reliab. Manage. 19(7), 902–970 (2002)CrossRefGoogle Scholar
  9. 9.
    Idris, M.A., Zairi, M.: Sustaining TQM: a synthesis of literature and proposed research framework. Total Qual. Manage. Bus. Excell. 17(9), 1245–1260 (2006)CrossRefGoogle Scholar
  10. 10.
    Singh, P.J., Smith, A.: An empirically validated quality management measurement instrument. Benchmarking: Int. J. 13(4), 493–522 (2006)CrossRefGoogle Scholar
  11. 11.
    Vouzas, F.K., Gotzamani, K.D.: Best practices of selected Greek organizations on their road to business excellence: the contribution of the new ISO 9000: 2000 series of standards. TQM Mag. 17(3), 259–266 (2005)CrossRefGoogle Scholar
  12. 12.
    Karuppusami, G., Gandhinathan, R.: Pareto analysis of critical success factors of total quality management: a literature review and analysis. TQM Mag. 18(4), 372–385 (2006)CrossRefGoogle Scholar
  13. 13.
    Prajogo, D.I., McDermott, C.M.: The relationship between total quality management practices and organizational culture. Int. J. Oper. Prod. Manage. 25(11), 1101–1122 (2005)CrossRefGoogle Scholar
  14. 14.
    Chapman, R., Al-Khawaldeh, K.: TQM and labour productivity in Jordanian industrial companies. TQM Mag. 14(4), 248–262 (2002)CrossRefGoogle Scholar
  15. 15.
    Al-Khalifa, K.N., Aspinwall, E.M.: The development of total quality management in Qatar. TQM Mag. 12(3), 194–204 (2000)CrossRefGoogle Scholar
  16. 16.
    Alomaim, N., Zihni Tunca, M., Zairi, M.: Customer satisfaction@ virtual organizations. Manage. Decis. 41(7), 666–670 (2003)CrossRefGoogle Scholar
  17. 17.
    Baidoun, S.: The implementation of TQM philosophy in Palestinian organization: a proposed non-prescriptive generic framework. TQM Mag. 16(3), 174–185 (2004)CrossRefGoogle Scholar
  18. 18.
    Crosby, P.B.: Quality is Still Free: Making Quality Certain in Uncertain Times. McGraw-Hill Companies, New York (1996)Google Scholar
  19. 19.
    Schmidt, W.H., Finnigan, J.P.: The Race without A Finish Line: America’s Quest for Total Quality. Jossey-Bass Management Series. ERIC, Kingswood (1992)Google Scholar
  20. 20.
    Johnson, H.T.: Relevance regained: total quality management and the role of management accounting. Crit. Perspect. Acc. 5(3), 259–267 (1994)MathSciNetCrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  1. 1.Postgraduate School of Engineering ManagementUniversity of JohannesburgJohannesburgRepublic of South Africa

Personalised recommendations