The Reality of Applying Total Quality Management and Its Impact on Developing Job Performance: A Field Study on the Ministry of Civil Service in the Republic of Yemen

Abstract

This study analyzes the reality of applying Total Quality Management (TQM) at the Ministry of Civil Service in Yemen and evaluates its impact on developing the job performance of employees. The researcher used a descriptive-analytical method, relying on a questionnaire applied to a stratified sample of 165 employees from a population of 302, with 147 questionnaires retrieved for analysis. The study concluded that the Ministry applies TQM practices at a relatively high level, while job performance is at a medium level, requiring necessary developmental interventions. TQM explains more than half of the total variance in job performance (52%), confirming its importance, with leadership, training, participation, and process management being the most influential factors in improving the performance. There are no statistically significant differences between employee categories, indicating a homogeneous work environment. Recommendations include enhancing the active role of leadership in spreading quality culture, strengthening employee participation in the decisions, simplifying procedures, and establishing a dedicated TQM unit for continuous improvement. Furthermore, linking performance evaluation to quality indicators and designing a national quality framework are advised. The study suggests future research on transformational leadership’s role, comparative studies between Yemeni ministries, and evaluating smart training’s impact on developing general government job performance.