Investigating the impact of soft TQM practices on employees’ organizational commitment in governmental Sudanese petroleum organizations

Abstract

Purpose This study aims to investigate and analyze the impact of soft total quality management (TQM) practices on employees’ organizational commitment in Sudanese governmental petroleum organizations and to propose targeted strategies on how to enrich the soft TQM practices. Design/methodology/approach The study used questionnaires to gather data from employees at Sudanese governmental petroleum organizations that adopt quality programs. A stratified random sampling procedure was followed and generated a sample size of 253. Data were analyzed via regression. Findings The study examined the relationship between employee’s organizational commitment and five soft TQM practices, namely training and education, top management commitment, employee empowerment, involvement and teamwork. These practices collectively explain most of the variance in the employees’ organizational commitment in Sudanese governmental petroleum organizations with R2 = 75%. All independent variables are positively and statistically significant at a 5% significance level. Training/education was inferred as the most influencing factor, and teamwork was the least important among the five practices. Practical implications The positive relationship between soft TQM practices and organizational commitment suggests several actionable strategies for organizations. By fostering a culture that emphasizes continuous learning, empowerment and involvement, organizations can improve not only the quality of their products and services but also overall productivity. High levels of organizational commitment reduce turnover rates, which in turn lowers recruitment and training costs associated with replacing employees. Encouraging teamwork and employee involvement fosters a collaborative environment where innovation can thrive. Finally, policymakers could use these findings to advocate for the adoption of TQM practices in public sector organizations. Originality/value The findings from this study underscore the importance of soft TQM practices – specifically training and education, top management commitment, employee empowerment, involvement and teamwork – in enhancing employees’ organizational commitment. This focus on human-centric practices provides an important contribution to existing literature, particularly in contexts that are underrepresented in TQM research, such as developing countries and governmental organizations. It demonstrates how abstract TQM principles translate into practical outcomes like increased employee commitment, which is a crucial factor for organizational success.

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