1st publication latif

MAGNT Research Report (ISSN. 1444-8939) Vol.2 (5). PP: 199-133
(DOI: dx.doi.org/14.9831/1444-8939.2014/2-5/MAGNT.23)
Important TQM Implementation Contributors in Service oriented Organization like Banks
in Pakistan
Yasir Latif1
, Pervaiz Iqbal2
, Saif ur Rehman3
1
Institute of Business and Management, University of Engineering and Technology, Lahore, Pakistan
2
University du Quebec a Montreal (UQAM), Montreal, Canada
3
Department of Management, China University of Mining and Technology, Xuzhou, Jiangsu, P.R China
Abstract
Subsequent to its growth and exceptional achievements, Total Quality Management (TQM) needs
to be implemented out of the Manufacturing industry to service organizations, like Private
Banks. Study explores prospects of using Soft TQM and Hard TQM in service oriented
organizations and investigates how helpful it can be for growth and development of service
focused organizations like private banking sector and sees how TQM can help these Banks to
excel in their Organizational Performance. These organizations have been employing various
methods to develop this sector, increase its capability to get better place in global market and
increase investment in this sector. However, till to date far less work is done to control quality to
get better results in this sector. Through quantitative research with 5 point Likert’s scale and
Baron and Kenny’s model of moderation, this study will try to demonstrate that the Soft TQM
along with Hard TQM can give enormous growth to the service sector by increasing the
customer orientation and will be helpful to attain competitive edge. The research has examined
the moderating effect of Hard TQM on the relationship of Soft TQM and Organization
performance; it is notable from this research that the magnitude of this relationship has
increased from 0.401 to 0.421. These results indicate that the use of Hard TQM in the Service
oriented Organization like banking sector leads to increase the relationship of Soft TQM and
Organizational Performance and gives more power to these organizations to control their
quality and thrive on international level.
Key Words: TQM, Leadership, People Management, Customer Focus, Planning, Process
Management, Information and Analysis Hard TQM, Soft TQM, Private Banking Sector, Pakistan
Introduction
In today’s times, organizations are facing
growing challenges from international
competition and more complicated
customers in terms of diverse product
requirements and changing desires. Most
associations are starting to request the
Japanese standard quality procedures of
alisajid61@yahoo.com

output and belief using these they can
achieve the needed development in the
markets for increasing their profitability.
One of the major concepts that came from
the Japanese commerce is TQM, which
means that all workers inside an
organization must take part in improving the
product or service value, an undertaking that
was before the concern of the value
command department employees Salman et
al [62]. Feigenbaum says, TQM is “An
efficient system that aims to achieve total
quality through the combined effort of all
the employees within the organization in
order to produce a product/service that will
meet the needs and expectations of the
customer with minimum cost”. Total Quality
Management (TQM) is considered to be
most important aspect for quality concerning
debate. Due to globalised world and more
aware customer’s selection, the business
world has become more concerned about the
effective and reformed product and services
requirements from customer side. The more
customers became concerned about the
product, the better product & services and
their concerned production techniques
emerged. TQM is a management’s
philosophy to retain current customers and
to generate new customers for the
companies on the basis of customer
satisfaction constraints. If TQM is applied in
an ineffective way it will not reap enough
advantage in terms of organization’s ability
to retain and gain new customers which will
go very hard of organization’s finances and
very existence. Most Bank officials will like
to accept as true that banks are organizations
in the investment sector and not in the
service sector. Thus they are inclined to
economic skills (e.g. Asset, liabilities, loans,
cash flow etc.) rather than service thinking.
However, banking business depends upon
client satisfaction to continue business with
the bank. This classifies them as a service
enterprise. When the customer interacts with
the front line personnel and requires a
certain service, it is this instant of reality
that decides if the customer will arrive back
or move to the next door competitor. Thus
banks are inclined to benefit from the TQM
customer-first strategy.
Total quality management is a way followed
by many firms to increase their productivity
and Organizational performance. People
believe that by implementing TQM, the
efficiency, effectiveness and productivity of
organizations can be enhanced Zhang et al
[77]. Quality management implementation is
the way by which activities can be carried
on in conformance of planning Chin et al
[12]. It is seen that those companies which
are more concerned about effective TQM
implementation it in their organization in
accordance to financial constraints, usually
takes more pie of market share than other
companies. The excellence in the form of
quality of products or services can help the
organizations for achieving more market

share Deming [20]. TQM is a mitigated
philosophy as it is not based on well set
guided principles Hackman et al [32].
Human beings are increasingly dominant
part of successful TQM implementation
Brah [11]. Employee participation is very
important constituent of TQM
implementation. The more interaction,
support, help mutual assistance and
appreciation on achievement from
organization will lead to better TQM
implementation Mann et al [49]. The firms
that take interest in consistent growth,
customer friendly behaviour, enhancing
employee’s morale, perform better than
those which don’t do so Zhou [78]. Leaders
are normally attributed with 7 attributes:
drive, motivation, honesty & integrity,
confident personality, analytical & cognitive
thinking ability, businesses know how and
charismatic personality Deming [19]. A
leader is always associated with a clear
vision and plan. For TQM implementation,
there is always a need of leader because
leader can create a vision and with that
vision statement he can generate his
influence on the entire organization and
employees Kotter, J.P. [39]. There is a need
of employee participation to have an
effective change in their behaviour. This
employee involvement tends to increase
their quality perspectives Juran and Gryna
[36].
TQM is Japanese technique for increasing
Organizational performance in industry and
services sector. With the passage of more
research, insight and understanding of its
concepts, the researchers have divided the
TQM further to Soft and Hard constituents.
TQM is considered to be an effective tool
for increasing performance in operations.
Extensive Research proved that TQM has
increased Organizational performance in
industries. TQM integrates different
functions of business to develop planning,
productivity, customer satisfaction and
distribution by continuous improvement
Dessler [21]. TQM implementation practice
intensity demonstrates a significant amount
of variance in performance. Quality
improvement has been accepted as a strategy
to compete by many firms Abdullah et al
[4]. It is difficult to understand and
implement the concepts of TQM as there is a
lot chaos and ambiguity in understanding
them and this is just a philosophy without
clearly defined guidelines, this is because
TQM was a rather abstract philosophy and
did not have clear guidelines on its
implementation Sun et al [68]. TQM is
abstract with so many interpretations and
lack of “hard” requirements Coleman and
Douglas [16]. Those organizations which
execute quality focus for providing better
product to the customer and on increasing
the efficiency of the operations. Continuous
improved processes and product gives more
financial benefits through less costs and

more reliable product. The soft factors
include behavioural features and the human
features such as leadership and people
management Rahman and Bullock [60].
Customer satisfaction generates revenues as
it enables the organizations to take
competitive advantage in markets Kaynak
[38]. Literature has recommended that TQM
has two parts: Hard part and soft part. The
hard part focuses on production and work
process control techniques, which make sure
the proper implementation of processes i.e.
process design, just in time, the ISO 9000
and other quality control tools Lindsay and
Evans [46]. Soft factors are related with
human and behavioural aspects of
management i.e. leadership and people
management Rahman [59]. Soft factors have
a positive effect on quality improvement and
firm performance. In literature Soft factors
includes: top management leadership,
employee involvement, employee
empowerment, training and development of
employees, teamwork and communication
Eng et al [24]. Similarly, literature review
has suggested that soft factors like senior
management commitment, people
management, customer focus and supplier
management have significant effect on
performance due to which Soft factors has
got much importance in the quality
implementation process. Some important
contributors of Soft TQM are also described
by Malcolm Baldridge National Quality
Award, European Quality Award and the
Deming Prize, these awards suggested that
leadership, training, communication,
teamwork and learning for quality
improvement.
During the 1990s, the studies and theories of
TQM got maturity and recognition.
Literature review denotes the study of
already gathered knowledge of a specific
field. The set of quality approaches took
more attention which has direct impacts on
bottom line results. Gurus of quality have
made supreme contribution to this field of
knowledge. In 1985, Naval Air Systems
Command used initially the word TQM to
define the Japanese management focused
style for development of quality Bemowski
[8]. Great additions were made by Deming,
Juran, Ishikawa, Crosby and many others. It
has been found after huge and deep research
that TQM is not a clear approach, it is
actually a mixed stream of knowledge but
there are companies which have actually got
huge success by following the TQM
approaches for example Harley Davidson,
Toyota, Sony etc. Total Quality
Management is treated to be a composite of
many quality activities Mann and Keheo
[48]. TQM is a long journey without a
destination Zairi et al [76] as the route to
excellence and development is ongoing and
never ends. The whole of the published
material on TQM refers that management
commitment is most important tool for
getting better performance and requires

performance sustainability as an important
objective of the business (Zairi, Letza and
Oakland 1994). The TQM can give better
outcome if it is treated with respect of
business purpose, clearly defined and
understood vision/mission, communication,
effective deployment of goals, training
through education and motivation, focus on
customer requirements, understanding of
current business environment, relevant
skilful team and effective measurement
system.
Some authors think TQM is a methodology
its sole purpose is to get better
organizational efficiency, with solid
theoretical basics which, at the same time,
provides us with a plan to improve business
performance; taking into thought the method
companies and their staff functions. TQM
has turn into a global process because it
affects Japanese companies, US, European
and Asia-Pacific companies equally. It has
been described as a suitable way to get
better the competitiveness of companies in
developing countries. Likewise, its values
and fundamentals have been followed by all
sectors in economy, from the industry
(Evans and Lindsay 1995), where it
emerged, to the services (Silvestro, 1998),
the public sector (Loomba and the
education. Due to the importance of the
material and human activities that the
organizations should do for the execution of
TQM, researchers are worried with its
connection with the development of
organizational performance. Many studies
are putting efforts to decide the amount of
pressure of the diverse doctrine and
fundamentals which effect organizational
performance. This comparative significance
is due to the prevailing disagreement about
the actual ability of TQM to impact
performance. Therefore, after a first phase
where TQM was envisaged as the answer to
companies problems for less
competitiveness. TQM is a management
trend, whose impacts on organizational
performance were clear only in short span.
Organizational Performance
Organizational performance is concerned
with operational, quality and business
performance in banking sector.
Organizational performance is treated as a
dependent variable where as Soft TQM is an
independent variable and Hard TQM is
moderating variable. The main factors for
measuring Organizational Performance are
Customer satisfaction, employee morale,
productivity, Defects, cost of quality and
delivery on time Samson and Terziovski
[63].
In this study, researcher is going to use a
model developed by Samson and Terziovski
(1999), it includes six quality factors and
which are regressed to organizational
performance and it includes customer

satisfaction, employee morale &
productivity, quality of output and delivery
performance. They found significant
positive relationships between
organizational performance and several soft
factors such as leadership, people
management, and customer focus. After
analysing 400 certified firms it was found
that quality culture affects the business
performance and the most contributing
factor was customer focus Terziovski et al
[70]. Rahman and Bullock found four
elements of Soft TQM in manufacturing
organizations using regression analysis and
found that people management, supplier
relations, customer focus and shared vision
affect firm performance and some hard
elements also have significant effect on
performance. The current paper focuses on
the major contributions made in the area of
TQM to the study of its connection with
organizational performance. So, in this
research, we suggest a model that contains
the contributors facilitating the success of
the implementation of quality system in
private banking sector of Pakistan.
Hard elements also get support from soft
elements like management-commitment;
people management, customer focus and
supplier management to increase
performance, due to these fact Soft elements
retain top priority in the quality
implementation process. In past literature
review has found these contributors of Soft
Element i.e. management commitment,
customer focus, supplier relationship and
people management dimensions (employee
involvement, training & education, and
reward & recognition). Quality is applicable
in all firm at all firm levels with costs
reduction and improved levels of
differentiation. Through this conception it
was checked that quality practices are
directly proportional to performance. Many
empirical studies on TQM (Total Quality
Management) have proved relationship
between quality improvement practices and
improved performance on the basis of
factual data Prajogo and Sohal [57].
Leadership
A leader should have ability to apply
leadership style that might be constructive to
the implementation of TQM, with the end
goal of picking up the profits of TQM. TQM
relies on upon both the leaders and
subordinates to work. Leadership is a
relationship through which one individual
impacts the behaviour or activities of other
individuals Mullins [50]. Mullins further
portrays leadership as a dynamic procedure,
recommending that it could be adjusted to
suit specific management reasoning.
Numerous leadership styles have been
proposed in the literary works. The most
prominent ones are dichotomized, for
example the democratic and autocratic
Lippitt [47], attention and launching

structure Fleishman and Hunt [27],
employee centred and production centred
Likert [45]. Early theorist did not consider
that leader could show more than one
leadership style in changing degrees. Lately,
it had been understood that one leader could
display diverse leadership styles in shifting
extents henceforth the performance
maintenance (PM) leadership style was
presented by Misumi in 1995. Misumi
reported that performance maintenance
leadership style is discovered to be reliably
better than other leadership sorts as a result
of the way that a leader shows the two styles
yet at changing degrees. The way the leader
interacts with the subordinates, impacts the
enthusiasm of subordinates to become
adaptive to change. The part of a leader in
the fulfilment of workers' goals has been
exemplified in the path goal theory. The
saying path connotes that the leader
indicates the light and leads the way towards
goal achievement. House and Dessler
in1974 consequently recognized four
leadership conducts connected with this
model: directive leadership, achievement-
oriented leadership, supportive leadership,
and participative leadership. The first two
conducts are comparative with Misumi's
execution leadership styles, while the last
two are synonymous with the support style.
For a representative to acknowledge and
practice TQM, the leader must recognize the
path through which the subordinate's goal
and that of the association will be
accomplished. An ID of the essential
leadership conduct towards the fulfilment of
this is the thing that the present study is
intended to accomplish Ehigie and Akpan
[22]. Companies can take benefits of TQM
in real sense if it put real attention to
Leadership and process management.
Leadership may contain missionary and
visionary concept through a quality policy
formulation which has a defined goal with
direction.
The Thailand Quality Award (TQA) criteria
are same to the Malcolm Baldrige National
Quality Award (MBNQA) in the USA. Both
awards believe that leadership is the
fundamental driver of quality framework
execution and a key prerequisite to
adequately achieve quality management
(QM) Laohavichien et al [41]. In large
companies normally senior management is
considered too busy to focus on Leadership
importance due to which financial and
productivity levels are not met and
companies do not meet strategic goals.
Leadership is an important part of TQM
implementation because it gives the source
of proper orientation, implementation and
origin of whole quality activities Prajo [57];
Sit, 2009 [65]. Practices constructive in one
industry may or may not be effective in
another due to this fact multiple scopes
should be focused when evaluating QM
Prasad and Tata [58].

A concept, known as Top Mnagement
Leadership is also very essential for
developmental acheivements because
personal involvement of plant manager for
quality improvement somehow encourages
the employees for adoption and learning of
better ways to produce much better products
Abdallah [1]. (Tsang and Chan [71]
concluded that management leadership,
education & training, employee
participation, and communication are
essential for Total Productive Maintenance
(TPM) implementation. Leadership
influences the unwilling dimensions of
employees’ mind to work with willingness
for the organization, it inluences their inner
intent to work for a cause with out
disrupting their minds for thier self. It
magnifies the real dream towards success
and then collects the workforce to make that
dream acheiveable with the source of self
participation and example setting from own
devotion. Leadership is an umbrella under
which organization grows and flourishes.
Leadership directly influences the quality
goals, if the senior management equally
shifts towards the leadership thinking then
the quality goals becom realistic.
People Management
The point when we speak about people
management, we mean a method to improve
employees in an organization. In request to
play a vital part in organizations, the HR
strategies that make up people management
may as well reflect, increase and help the
organization business points and
objectives. A solid linkage will be required
between the organizational vision and
thinking of senior executives and the points,
destinations and underlying rationality of
the organization's approach to manage
employees. This linkage will guarantee
that HR intervention can get to be a maker
and not an inhibitor, of supported
aggressive advantage Gratton and Truss
[31].
The soft part also known as Management
System is the behavioural factor of human
resource management and focuses on
leadership and people management. These
two dimensions reflect all the issues which a
manager must bear in mind for the
successful implementation of quality
management. Organisations are facing
continuously changing environment and to
get better success in this race, organizations
are becoming flexible and adoptable. The
organizations are trying to take control on
these issues through Human Resource
Management. Many organizations are
saying Human assets are their most valuable
assets and newest method is 'Making people
deserve what they desire Abdullah and Tarí
[2].

Hard Factors and Firm Performance
The “hard” part is concerned with quality
development tools, systems, procedures,
specifications, measurements and techniques
which are normally flow charts, control
charts representation, scatter diagram, run
charts, Pareto diagrams, brainstorming,
stratification, tree diagrams, histograms,
force-field analysis and relation diagrams,
Design of Experiment (DOE), Quality
Function Deployment (QFD) and Pareto
Analysis Christos and Evangelos [14]
Vouzas and Psyhogios [72]. Hard TQM is
concerned with set of methods for
implementation of Soft Factors Black and
Porter [10]. It is quantifiable with precise
input for desired and defined results
Winston [75]. Some researchers argue that
Hard aspect of TQM is more important as
they can be easily quantified. According to
findings of Wilkinson et al [74] Hard TQM
is production process controlling tools and
techniques which includes Just in Time
(JIT), ISO 9000 series and 7 quality control
tools. The clear documented and written
methods for getting best results are part of
hard aspects. The hard aspects are concerned
with technical field whereas conceptual field
is concerned with soft aspects Vouzas and
Psychogios [72]. The statistical application
comes from Hard side whereas qualitative
application of TQM comes from soft side, it
means that Hard side is actually
implemented using conceptual models of
Soft TQM Vouzas and Psychogios [73].
Researchers have tried to focus on TQM
through Soft and Hard factors of TQM but
they have tried very less to distinguish
between Soft and Hard factors. Soft factors
are also called as Management System
where Hard factors are called as Technical
System Evans and Lindsay [25].
Customer Focus
Customer focus is directly proportional to
future business opportunities, sales
generation, and business expansion. It
reflects association of company to its final
product buyers and in this way company can
also take feedback about its performance,
customer’s tastes, economic ventures, new
methodologies, tackling customer’s
problems and future growth plans. Through
customer productive information is
generated for firms, shareholders,
competitors, investors, government
regulators, and buyers Fornell [28].
Customer focused firms can take a better
control on market share. Harvard Business
Review has also discussed that it is better to
go into deep roots of one business than to
expand in many businesses and it is only
possible through customer focus in specific
business.
Customers are of two types:
1. Internal Customers
2. External Customers

Internal customers are employees to the
organization where as external customers
are those people to whom organization
serves and they are from outside of the
organization. Customer-focus helps
organization to check out new customer
desires and takes step to meet these desires
for which organizations develop new
products, makes changes to current products
or launches the same products in a different
way with more quality and specification
boosting but the main constituent to attract
the customers in most cases is TQM
Honarpour et al [34]. Customer satisfaction
expresses that there is decline in complaints
of the customers, more loyal feelings and
higher customer retention but it is only
possible if organization has direct focus on
customers’ desires and requirements.
The concept ‘’TQM is directly proportional
to innovation and customer focus’’ can be
concluded in three ways according to
Perdermo-Ortiz et al [54]:
1. Market direction and customer focus
related activities: It focuses on
information of customers needs which
help to generate innovative thinking
Fuentes et al [29] Hoang et al [33].
2. Through customer focus and TQM
organization can achieve continuous
improvement by effective changes in
processes Prajogo and Sohal [57] Satish
and Srinivasan [64].
3. Decentralization of Command,
cooperation and managing people can be
used in information and knowledge
sharing which is further very helpful for
innovation and meeting customer
demands Fuentes et al [29]. Hard TQM
contributors are given as:
Planning
Important contributors of TQM like
leadership, strategic planning, info &
analysis and people management are directly
proportional to quality of service Sit et al
[65]. It is observed that low level of
harmony, decentralization of command,
planning, communication and administration
cause uncertainty and multi-direction
problems Talib [69]. It is recommended in a
study that important TQM practices include
leadership, strategic planning with respect to
customer, info & analysis, people & process
management as a dominant part for better
results for product innovation Lee et al [43].
According to Raja et al [61] impact of
strategic planning and process management
is not significant on customer’s satisfaction
but it is still very important for the proper
road mapping of company for acheivement
of future goals. Gadenne and Sharma [30]
has also proposed that strategic planning is
an essential part of quality related activites.
Kumar et al [40] proposed that for quality
and performance related activities, planning
is very crucial. Planning, senior

management companisionship, best
information sources and their usage, trained
employees involvement, output and system
design, best quality products availibility,
benchmarking and quality aims are those
resources which an organization needs for
achievement of quality goals Conca et al
[17].
Process Management
Business procedures are acknowledged
priceless organizational stakes and the
developing business process upheaval offers
organizations a chance to improve in the
way they work together Smith and Fingar
[66]. Therefore, partnerships are defied with
the tests of continually expanding the
gainfulness and proficiency of their business
forms. A business methodology is
characterized as "the particular requesting
of work exercises crosswise over time and
place, with a starting, an end, and
unmistakably distinguished include and
yield".
Many organizations are busy in finding
methods by which efficiency, product
superiority, and operations can be enhanced.
A quite new field for that development is
possible through process management (PM)
some call it as Business Process
Management (BPM) Elzinga et al [23].
Companies promote specific development
approach to the level that it gets shape of the
strategy of choice, leave all others strategic
approaches. A diversity of strategies,
methodologies and tools are on hand for
enhancing quality of outputs, systems and
processes.
Undertaking postpones because of holding
up for available resources. Such an
approach may as well be more precise
than existing instruments in foreseeing
future venture fulfilment time and more
adequate in distinguishing chances for
enhancing improvement process duration. A
first form of exploration addresses data
and assignment streams yet centres on
the general stream of assignments in
single ventures rather than on issues of
queues inside single or multi-venture
situations. For case, Cooper 1983
integrates the results of numerous field
studies of item improvement, discovering
a few key stages of new item
advancement whose viable execution will
be basic to venture triumph. He proposes
a "stream" approach, in which
administration acknowledges these stages in
a precise route to guarantee that nothing
is neglected. Imai, Nonaka and Takeuchi
1985 study five instances of later item
improvements in Japanese and American
organizations. They distinguish six basic
elements that support effective and
imaginative improvement: "top
administration as impetus, self-sorting out
task groups, covering advancement stages,

multi-taking in, unpretentious control, and
the association exchange of taking in."
But here, too, the unit of examination is the
singular venture Paul et al [53].
Process management defenders have
pushed process change as generally helpful
for associations, impelling persistent
improvement that results in productivity
upgrades, cost decreases, enhanced client
fulfilment and eventually, higher benefits
Benner and Tushman [9].
Information and Analysis
In current world, the information is wealth
because it can help to win the future
opportunities. Those organizations which
have better access to information related
resources have better tendency to lead the
world with more useful products and
processes Anderson and Sohal [5].
Information and analysis is essential for
TQM implementation and analyzing process
Dean and Bowen [18] Choi and Eboch [13]
Sun [67] Kannan et al [37] Najmi and Kehoe
[51]. Information and analysis is a source of
growth of the organization on the basis of
TQM under statistical techniques. It
provides convenience to the information
gathering which is produced from TQM
processes. It is productive for the
organization and all the stakeholders take
benefit from its implementation Lee et al
[43]. Furthermore in the organization,
effective decisions can be made on the basis
of data and information Lewis et al [44].
Information system allows direct connection
and collaboration between the planning and
operational levels of the organization hence
removing middle management Jabnoun and
Sahraoui [35]. Information yields better
growth and timely appropriate actions. TQM
is not beneficial only if it is not supported
with timely information and analysis
techniques.
The drawn hypothesis with research model
is given below to track the overall research
process.
H1: Soft TQM-Leadership has direct
relationship with Organizational
Performance.
H2: Soft TQM-People Management has
direct relationship with Organizational
Performance.
H3: Soft TQM-Customer Focus has direct
Performance.
H4: Hard TQM-Planning has direct
Performance.
H5: Hard TQM-Process Management has
Performance.

H6: Hard TQM-Information & Analysis has
Performance.
H7: Soft TQM have direct impact on
Organizational Performance.
H8: Hard TQM directly impacts on
H9: Soft TQM relationship with
performance is less than Hard TQM
relationship with performance
H10: Hard TQM moderates the relationship
between Soft TQM and Organisational
Performance.
Research Methodology
This study is done for “Moderating effect of
Hard TQM on the relationship of Soft TQM
and Performance”. The researcher has used
quantitative research methodology for
computation of soft aspects and hard
aspects. The performance is also computed
through 7 dimensions. It is an exploratory
research done through primary sources.
Researcher has done surveys in private
banking sector of Pakistan where the
questionnaire are rated from senior officials
and employees of the bank regarding Soft
and Hard TQM factors and their impact on
the organizational performance. The
researcher has used SPSS 21 for questions
data analysis of the responses taken from the
respondents on 5 point Likert’s scale which
starts from 1= SD Strongly Disagree to
5=SA Strongly Agree. The researcher has

chosen quantitative method for conducting
research because Soft and Hard TQM
aspects can be calculated through
quantitative research. The Soft TQM is
computed through 3 constructs which are
Leadership, People Management and
Customer Focus. The Hard TQM is
computed through Planning, Process
management and Information & Analysis.
Planning, Process Management and
Information & analysis are compute through
their dimensions. The organizational
performance is computed through its
questions. Then researcher ahs tried to
calculate the moderating effect of Hard
TQM on the relationship of Soft TQM and
Performance. The moderation is calculated
through Baron and Kenny 1986.
In this study the researcher has used
convenient data sampling technique. The
data is taken from different private bank
employees though self administered
questionnaires. The reason behind the
convenient sampling is that it is locally
available, less costly and less time taking,
furthermore this research is unfunded. The
responses were taken from 263 respondents
out of which 243 questions are received with
response rate of 92.39%. 213 questionnaires
are chosen for data analysis which contains
17% females and 83% males.
The employees are from ABL 42
respondents, UBL respondents 42, MCB
respondents 42, HBL respondents 42 and
MBL respondents 45. Moreover, these
questionnaires were given to employees and
senior executives in their organizational
settings on which they have rated their
responses. The sample size is taken close to
those researches which were taken before
using same instrument which researcher has
taken in his research. The missing values
were replaced with the central value so it
can’t effect on the results of the data.
Reliability
The SPSS21 output gives different sets of
information about scale. The following
things must be entered correctly while
checking reliability of the data.
The number of dimension entered should be
correct. In this study there are 45
dimensions. The reliability statistics is
calculated through Cronobach’s alpha which
is considered to be a best tool for reliability
calculation Pallant et al [52].
Reliability is an important figure given by
Cronobach’s Alpha value which is 0.918 in
our case and above than 0.7, so the scale is
reliable with study data sample.
Reliability Statistics

Cronbach's
Alpha
N of
Items
.918 45
The reliability of an instrument is of major
importance. If the instrument is not reliable
then the data collected from the instrument
is of no use because it results are not trust
worthy and relevant. In SPSS 21results there
is a statistics through which the reliability of
the instrument can be calculated. Researcher
has calculated reliability of each construct.
Leadership
The value of Cronobach’s alpha for six
items of Leadership is 0.670 which is close
to 0.70 and hence it is treated reliable.
Cronbach's
Alpha
N of
Items
.670 6
People Management
The value of cronbach’s alpha for people
management is quite good and very close to
0.70 which indicates that reliability of these
items is statistically good and there is also
internal consistency of the measure because
all the six dimensions are consistent for
measuring reliability.
Cronbach's
Alpha
N of
Items
.698 7
1.1.1. Customer Focus
The reliability of items of customer focus is
also good which help researcher for further
data analysis of the data. The reliability
statistics value is above 0.70 which is quite
excellent for further data analysis Pallant et
al [52].
Cronbach's
Alpha
N of
Items
.709 6
Planning
The reliability of the planning is very good
as it supersedes the threshold value of 0.70
which ensures that items are reliable and
consistently measuring the planning. The
internal consistency of measure is quite
good and relevant items are truly
determining their concerned construct.

Cronbach's
Alpha
N of
Items
.834 6
Process Management
The reliability for Process Management is
quite near to 0.70 which ensures that data
analysis is not facing the problem of less
reliability or multi-colliniearity. The multi-
colliniearity indicates that two variables are
enough close to each other that there is no
difference in between them or both are
same. It happens, when the value of the
cronobachs’ alpha is above 0.90 Pallant et al
[52].
Cronbach's
Alpha
N of
Items
.690 5
Information & Analysis
The reliability statistics for information and
analysis is calculated through SPSS 21. First
of all the Information and analysis is
computed through 8 items and then
reliability statistics is computed which
showed reliability value equal to 0.767
which is highly reliable and further data
analysis can be done Pallant et al [52].
Cronbach's
Alpha
N of
Items
.767 8
Organizational Performance
The results of the Organizational
Performance are also reliable with value
greater than 0.70.
Cronbach's
Alpha
N of
Items
.738 7
Correlation
Correlation analysis is used to explain
strength and direction of the linear
relationship between two variables. Pearson
correlation coefficients (r) values are found
between -1 to +1. The positive sign of
correlation depicts positive relationship
between the variables and vice verse.
Positive sign shows if there is increase in
one variable then there is increase in other
variable which constitutes the situation of
directly proportionality. The degree of
relationship is also shown by the magnitude
of the relationship among the variables.
Authors advise diverse interpretations for
this degree of relationship between the

variables (Cohen 1988) suggests the
following guidelines:
Weak relationship r=.10 to.29
Moderate Relationship r=.30 to .49
Strong Relationship r=.50 to 1.0
The negative sign denotes the direction of
the relationship, not the magnitude. The
strength of correlation of r=.5 and r=-.5 is
equal just the direction of their relationship
has been reversed. It is in a different
direction. The further important thing to
focus is the significance level Sig. 1tailed or
Sig.2 tailed. Level of statistical significance
doesn’t show how strongly two variables are
related (this is specified by r-value or rho-
value; however it points to show how much
belief one should have in the results
achieved. The significance of r or rho is
powerfully affected by sample size.
Correlations
Leade
rship
People
_Mana
gemen
t
Custo
mer_F
ocus
Soft_
TQM
Plannin
g
Proces
s_Man
ageme
nt
Informat
ion_Anal
ysis
Organ_
Perfor
mance
Hard_
TQM
Produc
t_Hard
_Soft_
TQM
Leadership
People_Management .340**
Customer_Focus .407**
.546**
Soft_TQM .474**
.653**
.500**
Planning
.319**
.253**
.339** .462*
*
Process_Managemen
t
.269**
.163*
.252** .338*
* .555**
Information_Analysi
s
.353**
.153*
.276** .397*
* .507**
.475**
Organ_Performance
.387**
.295**
.319** .498*
* .564**
.518**
.511**
Hard_TQM .410**
.335**
.348**
.526*
.604**
.575**
.560**
.596**

H1: Soft TQM-Leadership has direct
Performance.
There is direct relationship between soft
TQM and Organizational Performance
because the correlation value is 0.498. The
magnitude of relationship is moderate but it
is directly proportional with a significance
level of 0.01.
H2: Soft TQM-People Management has
Performance.
There is direct relationship between
organizational performance and People
Management but the degree of relationship
is low at significance level of 0.01.
H3: Soft TQM-Customer Focus has direct
Performance.
Customer focus has direct relationship with
organizational performance. The magnitude
of correlation is moderate with 0.319 at
significance level of 0.01.
H4: Hard TQM-Planning has direct
Performance.
At level of significance of 0.01 the
magnitude of relationship between
Organizational Performance and Hard
TQM-Planning is 0.564 which is a strong
and directly proportional.
H5: Hard TQM-Process Management has
Performance.
TQM-Process Management is 0.518 which
is a strong and directly proportional.
H6: Hard TQM-Information & Analysis has
Performance.
TQM-Information & Analysis is 0.511
which is a strong and directly proportional.
*
Product_Hard_Soft_
TQM
.495**
.571**
.503** .868*
* .599**
.495**
.527**
.581**
.840**
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

Moderations Analysis
According to the Baron and Kenny 1986, the
moderator is a variable which increases the
relationship between two variables. A
variable which gives condition in which a
given predictor is connected to output is
called a moderator. Moderator describes
‘when’ a Dependent Variable DV and
Independent Variable IV are linked Baron
and Kenny [7]. Baron and Kenny explain
moderation through the picture given below.
Baron and Kenny moderation consists of
three steps.
First step: Regression of Predictor (Soft
TQM) to Organizational Performance.
Second Step: Regression of Moderator
(Hard TQM) to Organizational Performance.
Third Step: Taking product of Moderator
(Hard TQM) and Predictor (Hard TQM) and
regression of this product to the
Here the predictor (Soft TQM) is an
independent variable which affects the
dependent variable dependent variable
(Organizational Performance). The
moderator is Hard TQM due to which
degree of relationship effect between Soft
TQM and Organizational Performance.
Regression (Soft TQM)
The regression is run to check whether the
Customer focus, Leadership and People
Management really take part in computation
of Soft TQM. When regression is run, then a
table of Model Summary is produced in the
output. In model summary table R=0.713
denotes the simple correlation between the
predictors (Customer focus, Leadership and
People Management) and outcome (Soft
TQM). The correlation value of 0.713
represents the strong relationship. The R2
value of .509 represents that predictors
(Customer focus, Leadership and People
Predictor= Soft TQM
Moderator= Hard TQM
Organizational
Performance
Predictor X Moderator=
Soft TQM X Hard TQM

Management) account for 50.9% value of
outcome (Soft TQM). It supports the
hypothesis given below.
Model Summary
Mode
l
R R Square Adjusted R
Square
Std. Error of
the Estimate
1 .713a
.509 .502 .82343
a. Predictors: (Constant), Customer_Focus, Leadership,
People_Management
The second table formed by SPSS21 out file
is ANOVA (Analysis of Variance). The
variance is square of standard deviation and
standard deviation tells about the difference
of each item in a data set from a specified
value which is taken as a standard to see
how much change is experienced between
standardized values and rest of the values in
the data set.
In ANOVA table shows that at p<0.001 the
F is 72.154, which indicates that our
regression model significantly predict the
Soft TQM than if we use mean values of
Customer Focus, Leadership and People
Management. The regression model
significantly predicts the overall model for
Soft TQM.
It looks at whether the variance explained by
the model (SSM) is significantly greater than
the error within the model (SSR). It tells us
whether using the regression model is
significantly better at predicting values of
the outcome than using the mean. Output
represents that value of
SSM=146.769>SSR=14.710 which indicates
that
ANOVAa
Model Sum of Squares df Mean
Square
F Sig.
1
Regression 146.769 3 48.923 72.154 .000b
Residual 141.710 209 .678
Total 288.479 212
a. Dependent Variable: Soft_TQM b. Predictors: (Constant), Customer_Focus, Leadership, Peo

The next SPSS21 output indicates the
parameters of the Soft TQM. The three
parameters i.e. Customer Focus, Leadership
and People Management etc. affect the Soft
TQM considerably. If there is 1 unit change
in leadership there is 0.288 times change is
predicted in Soft TQM, similarly for People
Management and customer focus its values
are 0.474 and .111 respectively. The most
effective parameter is people management in
Soft TQM predictor in Banking Sector of
Pakistan.
Coefficientsa
Model Unstandardized
Coefficients
Standardized
Coefficients
T Sig.
B Std. Error Beta
1
(Constant) .409 .201 2.036 .043
Leadership .288 .061 .254 4.733 .000
People_Manageme
nt
.474 .056 .500 8.530 .000
Customer_Focus .111 .054 .123 2.046 .042
a. Dependent Variable: Soft_TQM
Regression (Hard TQM)
Hard TQM is predicted from three
predictors which are Planning, Process
Management and Information and Analysis.
In order to find their relative effect for
prediction of Hard TQM, the regression
analysis is carried out. The regression is run
to check whether the Planning, Process
Management and Information and Analysis
really take part in computation of Hard
TQM.
When regression is run, then a table of
Model Summary is produced in the output.
In model summary table R=0.706 denotes
the simple correlation between the
predictors (Planning, Process Management
and Information and Analysis) and outcome
(Hard TQM). The correlation value of 0.706
represents the strong relationship. The R2
value of 0.499 represents that predictors
(Planning, Process Management and
Information and Analysis) account for
49.9% value of outcome (Hard TQM).
Model Summary

Mode
l
Square
Std. Error of
the Estimate
1 .706a
.499 .492 .75490
a. Predictors:(Constant),Information_Analysis,Processe,
Planning
Soft TQM than if we use mean values of
Planning, Process Management and
Information and Analysis. The regression
model significantly predicts the overall
model for Hard TQM.
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1
Regression 118.624 3 39.541 69.386 .000b
Residual 119.104 209 .570
Total 237.728 212
a. Dependent Variable: Hard_TQM
b.Predictors:(Constant),Information_Analysis,Process_Management,Planning
The next SPSS21 output indicates the
parameters of the Hard TQM. The three
parameters i.e. Planning, Process
Management and Information and Analysis
etc. affect the Hard TQM considerably. If
there is 1 unit change in leadership there is
0.288 times change is predicted in Soft
TQM, similarly for People Management and
customer focus its values are 0.474 and .111
respectively. The most effective parameter is
people management in Soft TQM predictor
in Banking Sector of Pakistan.
Coefficientsa
Coefficients
Standardized
Coefficients
T Sig.
B Std. Error Beta
1
(Constant) .409 .201 2.036 .043
Leadership .288 .061 .254 4.733 .000

People_Management .474 .056 .500 8.530 .000
Customer_Focus .111 .054 .123 2.046 .042
a. Dependent Variable: Soft_TQM
Regression (Soft TQM to Organizational
Performance)
First step: Regression of Predictor (Soft
TQM) to Organizational Performance.
the simple correlation between the predictor
(Soft TQM) and outcome (Organizational
Performance). The correlation value of
0.498 represents the moderate relationship.
The R2
value of 0.248 represents that
predictor (Soft TQM) accounts for 24.8%
value of outcome (Organizational
Performance).
The impact is moderate with 0.498
magnitudes and is directly proportional.
Model Summary
Mode
l
Square
Std. Error of
the Estimate
1 .498a
.248 .244 1.04412
a. Predictors: (Constant), Soft_TQM
Organizational Performance than if we use
mean values of Soft TQM. The regression
model for Organizational Performance.
ANOVAa
Model Sum of
Squares
Df Mean
Square
F Sig.
1
Regression 75.886 1 75.886 69.608 .000b
Residual 230.030 211 1.090
Total 305.915 212

a. Dependent Variable: Organ_Performance
b. Predictors: (Constant), Soft_TQM
The next SPSS21 output indicates the Soft
TQM is a parameter for Organizational
Performance. If there is 1 unit change in
Soft TQM then there is 0.513 times change
is predicted in Organizational Performance
which indicates that Soft TQM directly
impact the Organizational Performance. The
strength of the impact is strong at 0.513
Cohen [15].
Coefficientsa
Coefficients
Standardized
Coefficients
T Sig.
B Std. Error Beta
1
(Constant) 1.587 .203 7.831 .000
Soft_TQM .513 .061 .498 8.343 .000
Regression (Hard TQM to Organizational
Performance)
Second Step: Regression of Moderator
(Hard TQM) to Organizational Performance.
the simple correlation between the predictor
(Hard TQM) and outcome (Organizational
Performance). The correlation value of
0.596 represents the strong relationship. The
R2
value of 0.355 represents that predictor
(Hard TQM) accounts for 35.5% value of
outcome (Organizational Performance).
H8: Hard TQM directly impacts on
The relationship is moderate and directly
proportional between Hard TQM and
Model Summary
Mode
l
Square
Std. Error of
the Estimate
1 .596a
.355 .352 .96689

a. Predictors: (Constant), Hard_TQM
Organizational Performance than if we use
mean values of Hard TQM. The regression
model for Organizational Performance.
ANOVAa
Model Sum of
Squares
Df Mean
Square
F Sig.
1
Regression 108.655 1 108.655 116.223 .000b
Residual 197.260 211 .935
Total 305.915 212
b. Predictors: (Constant), Hard_TQM
The next SPSS21 output indicates the Hard
TQM is a parameter for Organizational
Performance. If there is 1 unit change in
Hard TQM then there is 0.676 times change
is predicted in Organizational Performance.
Coefficientsa
Coefficients
Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) .985 .213 4.623 .000
Hard_TQ
M
.676 .063 .596 10.781 .000
Regression (Product of Hard and Soft
TQM on Organizational Performance)
Third Step: Taking product of Moderator
(Hard TQM) and Predictor (Hard TQM).
H9: Soft TQM relationship with
Organizational performance is less than
Hard TQM relationship with Organizational
performance.
After product of Soft TQM and Hard TQM,
researcher got Product_Hard_Soft_TQM
and then taking its regression to
Organizational Performance. The value of
correlation, R=0.402 increases to R=0.421
which fulfils the requirements of
Moderation (Baron and Kenny 1986).
H10: Hard TQM moderates the relationship
between Soft TQM and Organisational
Performance.

Hard TQM has slightly increased the
relationship and due to the presence of the
Hard TQM the relation ship has risen to
0.421 from 0.402.
value of F-Test for Hard TQM is 70.638 and
value of Soft TQM is 50.568, which
indicates that our regression model
significantly predict the Organizational
Performance than if we use mean values of
Hard TQM and Soft TQM.
ANOVAa
Model Sum of Squares Df Mean Square F Sig.
1
Regression 123.033 2 61.517 70.638 .000b
Residual 182.882 210 .871
Total 305.915 212
2
Regression 128.661 3 42.887 50.568 .000c
Residual 177.254 209 .848
Total 305.915 212
b. Predictors: (Constant), Hard_TQM, Soft_TQM
Model Summary
Model R R Square Adjusted R
Square
Std. Error of
the Estimate
Change Statistics
R Square
Change
F Change df1 df2 Sig. F
Change
1 .634a
.402 .396 .93320 .402 70.638 2 210 .000
2 .649b
.421 .412 .92093 .018 6.636 1 209 .011
a. Predictors: (Constant), Hard_TQM, Soft_TQM
b. Predictors: (Constant), Hard_TQM, Soft_TQM, Product_Hard_Soft_TQM

c. Predictors: (Constant), Hard_TQM, Soft_TQM, Product_Hard_Soft_TQM
The first part of final table shows prediction
of Organizational Performance from the Soft
TQM, and Hard TQM. The regression result
indicates that Soft TQM predicts the
Organizational Performance by 0.263. The
Hard TQM predicts Organizational
Performance by 0.524. Both of the values
indicate that if there is one unit change in
Soft TQM and Hard TQM then there is
0.263 and 0.524 change in Organizational
Performance respectively.

The second part of final table shows
prediction of Organizational Performance
from the Soft TQM, Hard TQM and
Product_Soft TQM_Hard TQM. The
regression result indicates that Soft TQM
predicts the Organizational Performance by
0.656. The Hard TQM predicts
Organizational Performance by 0.913 and
Product_Soft TQM_Hard TQM predicts the
Organizational Performance by -0.130. The
values indicate that if there is one unit
change in Soft TQM, Hard TQM and
Product_Soft TQM_Hard TQM then there is
0.656, 0.913 and -0.130 change in
Organizational Performance respectively.
Excluded Variablesa
Model Beta In T Sig. Partial
Correlation
Collinearity
Statistics
Tolerance
Coefficientsa
Coefficients
Standardized
Coefficients
T Sig.
B Std. Error Beta
1
(Constant) .667 .220 3.032 .003
Soft_TQM .263 .065 .255 4.063 .000
Hard_TQM .524 .071 .462 7.358 .000
2
(Constant) -.428 .477 -.896 .371
Soft_TQM .656 .165 .637 3.964 .000
Hard_TQM .913 .167 .805 5.479 .000
Product_Hard_Soft_T
QM
-.130 .050 -.648 -2.576 .011

1
Product_Hard_Soft_T
QM
-.648b
-2.576 .011 -.175 .044
b. Predictors in the Model: (Constant), Hard_TQM, Soft_TQM
Findings
Private Banking sector in Pakistan gives
much importance to Quality aspects for
boosting their business and reducing the cost
of poor quality. There is strong relationship
between Soft TQM and Organizational
Performance. There is direct relationship
between soft TQM and Organizational
Performance because the correlation value is
0.498. The magnitude of relationship is
moderate but it is directly proportional with
a significance level of 0.01.There is direct
relationship between organizational
performance and People Management but
the degree of relationship is low at
significance level of 0.01.Customer focus
has direct relationship with organizational
performance. The magnitude of correlation
is moderate with 0.319 at significance level
of 0.01. At level of significance of 0.01 the
TQM-Planning is 0.564 which is a strong
and directly proportional. At level of
significance of 0.01 the magnitude of
relationship between Organizational
Performance and Hard TQM-Process
Management is 0.518 which is a strong and
directly proportional. At level of
significance of 0.01 the magnitude of
relationship between Organizational
Performance and Hard TQM-Information &
Analysis is 0.511 which is a strong and
directly proportional. The impact is
moderate with 0.498 magnitudes and is
directly proportional. The relationship is
moderate and directly proportional between
Hard TQM and Organizational Performance.
After product of Soft TQM and Hard TQM,
researcher got Product_Hard_Soft_TQM
and then taking its regression to
Organizational Performance. The value of
correlation, R=0.402 increases to R=0.421
which fulfils the requirements of
Moderation. Hard TQM has slightly
increased the relationship and due to the
presence of the Hard TQM the relation ship
has risen to 0.421 from 0.402.
Conclusion
Total Quality Management is a technique
which inculcates the technological and
quality aspects in the business. In private
banking sector of Pakistan quality
improvement is important source of

continuous improvement. Soft Factors like
Leadership, people management and
customer focus provide the basic platform
for soft aspects of quality. These factors
increase conceptual sensibility of employees
regarding the need of quality as a source of
increase in Organizational Performance.
Similarly, Hard Factors like Information
Analysis, Process Management and
Planning are helpful in computation of Hard
TQM. These aspects directly take part in the
quality implementation process. These are
factors which effect the quality related
operations and processes in banking sector.
Hard TQM is found as a moderator in Soft
TQM and Organizational Performance
relationship. Hard TQM increases the
relationship between the Soft TQM and
Organizational Performance because it acts
as a catalyst in the Pakistani Banking Sector.
As per this research, Organizational
Performance is increased with respect to
internal customer satisfaction, employee
morale, productivity, low defect complains,
higher clients trust, low cost of quality and
better time of reduction of operations. The
degree of improvement is better if the Hard
TQM is applied to control the effects of Soft
TQM for better performance delivery. So,
Hard TQM factors of vital importance of
growth than Soft TQM because it gives
output of quality in real means.
Recommendations
TQM is a methodology for getting
excellence in production and services sector.
There is still huge gap in literature regarding
TQM work in services sector. The
researchers should put effort to explore more
dimension of the quality for services sector.
The research should be empirically done to
develop a new model and to develop a series
of steps for TQM implementation in
Banking Sector of Pakistan.
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