The impact of TQM and service employee satisfaction on government service quality: an empirical study in the Jordanian public sector

Aladwan, Shaker Ahmad Talal (2017). The impact of TQM and service employee satisfaction on government service quality: an empirical study in the Jordanian public sector. University of Birmingham. Ph.D.

[img] Aladwan17PhD.pdf
PDF - Accepted Version
Restricted to Repository staff only until 1 January 2020.

Download (3MB) | Request a copy


This thesis fills the gap in the TQM and public service management literature by providing a more sophisticated understanding of the relationship between TQM, employee satisfaction and service quality within the context of Jordanian public sector organisations. The primary data for this research relied on two sources, survey and semi-structured interviews. These were conducted as part of fieldwork within the public sector of Jordan. The study was based on two samples to achieve the research objectives. Firstly, 420 employees working on the frontline in public service organisations in Jordan were surveyed to diagnose TQM and employee satisfaction issues. 821 customers were surveyed to explore service quality issues. For further clarification and explanation on TQM and employee satisfaction 30 employees were interviewed in parallel to the survey field work. 30 customers were interviewed to explore service quality issues. Qualitative data such as “Excellence” reports were used to support, validate and explain elements of the research model. Findings from Structural Equation Modelling (SEM) reveal the direct impact of TQM on ES, whereas TQM was found to have an indirect impact on service quality (mediated by employee satisfaction). At the same time, employees’ satisfaction has a direct impact on dimensions of service quality, namely reliability, responsiveness, assurance and empathy. The variance of service empathy can be highly predicted by employee satisfaction levels (71%).Interestingly, the outcomes of this research revealed that service employees in the public sector play four roles: enabler, mediator, complementary and collaborator.

Type of Work: Thesis (Doctorates > Ph.D.)
Award Type: Doctorates > Ph.D.
College/Faculty: Colleges (2008 onwards) > College of Social Sciences
School or Department: Birmingham Business School, Department of Management
Funders: Other
Other Funders: Yarmouk University, Jordan
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
J Political Science > JF Political institutions (General)


Request a Correction Request a Correction
View Item View Item


Downloads per month over past year