Can TQM affect Organizational Ambidexterity and Job Burnout: Evidence from Suez Canal Authority | ||
| مجلة راية الدولية للعلوم التجارية | ||
| Volume 3, Issue 10, July 2024, Pages 431-492 PDF (1.12 M) | ||
| Document Type: المقالة الأصلية | ||
| DOI: 10.21608/rijcs.2024.276800.1082 | ||
| Author | ||
| د. شريف عبد العليم عبد الحميد* | ||
| كلية التجارة جامعةحلوان | ||
| Abstract | ||
| This study seeks to examine relationship between TQM practices, organizational ambidexterity and job burnout in one of the most important national institutions in Egypt, Suez Canal Authority. The study was applied on employees & administrators’cadre working within Suez Canal Authority branch in Ismailia governorate. Results showed positive significat relationship between TQM practices and exploitation dimension & exploitation dimension of organizational ambidexterity. In addition, negative significant relationship was found between TQM practices and emotional exhaustion dimension & low personal achievement dimension of job burnout, however no significant relationship was found between TQM practices and loss of human interaction dimension of job burnout. The study recommends in order to increase organizational ambidexterity level in Suez Canal Authority, senior managers and decision makers must deepen practices of continous improvement, employee participation & empowerment, management by facts, training, and emotional healing.cadre working within Suez Canal Authority branch in Ismailia governorate. Results showed positive significat relationship between TQM practices and exploitation dimension & exploitation dimension of organizational ambidexterity. In addition, negative significant relationship was found between TQM practices and emotional exhaustion dimension & low personal achievement dimension of job burnout, however no significant relationship was found between TQM practices and loss of human interaction dimension of job burnout. The study recommends in order to increase organizational ambidexterity level in Suez Canal Authority, senior managers and decision makers must deepen practices of continous improvement, employee participation & empowerment, management by facts, training, and emotional healing. | ||
| Keywords | ||
| : Total Quality Management; organizational ambidexterity; Exploitation | ||
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