Linkage between TPM, people management and organizational performance
Journal of Quality in Maintenance Engineering
ISSN: 1355-2511
Article publication date: 22 December 2020
Issue publication date: 28 March 2022
Abstract
Purpose
The purpose of this paper is to explore an empirical investigation of the linkage between total productive maintenance (TPM), people management (PEM) and organizational performance in the apparel industry of Bangladesh. This study also explores the direct and mediating effect of TPM on organizational performance.
Design/methodology/approach
Empirical data were collected using a close-ended structured questionnaire from 227 small, medium and large-scale garment manufacturing industries. The causal relationships between PEM, TPM and organizational performance were examined using structural equation modeling.
Findings
The findings of this study have provided significant evidence that the PEM has both direct and indirect impact (through TPM) on organizational performance. The results of the analysis also indicated that TPM has direct and mediating effects on operational performance.
Research limitations/implications
Data for measuring PEM practices and organizational performance were collected from the same source, assuming that PEM practices are uniform across the organization. Therefore, response bias is not unexpected.
Originality/value
This study explores the interdimensional linkage between PEM, TPM and organizational performance and argues based on the empirical data in the context of the apparel industry in Bangladesh. The apparel industry is a complex manufacturing system synchronizing man, machine and material. The findings provide empirical evidence that employee engagement and practice of TPM will enhance the operational performance of the apparel industries.
Keywords
Citation
Bashar, A., Hasin, A.A. and Jahangir, N. (2022), "Linkage between TPM, people management and organizational performance", Journal of Quality in Maintenance Engineering, Vol. 28 No. 2, pp. 350-366. https://doi.org/10.1108/JQME-11-2019-0105
Publisher
:Emerald Publishing Limited
Copyright © 2020, Emerald Publishing Limited