An evaluation of the implementation of Total Quality Management (TQM) within the construction sector in the United Kingdom and Jordan

Recognising quality to be a key focus for competitiveness, Total Quality Management (TQM) was established and used in developed countries as a continually evolving philosophy for managing organisations. However, TQM in developing countries has received little attention and little research has been conducted into the successful implementation of TQM system in these countries in comparative with developed countries.

The research described in this thesis assesses the adoption of TQM factors in the Construction industry in the UK and Jordan. This comparative study aimed to investigate if TQM implementation is fundamental for the Construction industry and to identify the critical success factors for successful implementation. In addition this research explores the benefits of applying TQM system and the main impediments to successful adoption, also the impact of TQM in improving competitiveness.

In order to understand the reasons behind low competitiveness level by the Jordanian companies against international construction companies operating in Jordan, and to investigate the reason behind the sudden drop of the quality scale in the Jordanian Construction industry, both questionnaires and face-to-face individual semi-structured interviews were employed to fulfil the study objectives. The semi-structured interviews aimed to gain deep understanding of TQM implementation by targeting general managers, project managers and project supervision team, while the questionnaires aimed to investigate the implementation of TQM implementation, TQM implementation benefits and impediments, and TQM implementation impact on competitiveness (profitability, market share, quality services) from employees, clients, and final users’ perspectives in the UK and Jordan.

Analysis of the data revealed that time and cost, juxtaposed with the non-implementation of TQM and learning practices, can further vex quality failure in the Jordanian Construction companies, which in turn manifest themselves as customer dissatisfaction, rework, bad reputation, and reduce turnover. Construction companies have not pro-actively embraced TQM system because it is mistakenly considered to be an extra cost and perceived as programme of change. While in the United Kingdom the results show that TQM system is being increasingly adopted in the Construction companies to solve quality problems. The implementation of a TQM based on cultural change in addition to changing management behaviour, to move the organisations toward TQM culture that focuses on quality as a key strategy to satisfy customers.

The study has made a significant contribution to the knowledge of TQM. This research helps to understand the TQM implementation in the Jordanian Construction companies based on the UK construction companies experience in TQM implementation. Some recommendations for further research have been derived from this research, such as, Contractors need to focus on aspects of performance, time, the establishment of long-term partnerships with subcontractors and maintenance of a well-trained workforce to improve overall performance and quality services, Jordanian construction companies should embrace a degree of transformational change by adopting a customer focus strategy instead of a price focus strategy, Jordanian construction companies need a cultural change which cannot be achieved without changes to norms, beliefs and values, and more attention is needed in the marketing element within the Jordanian construction as it has a direct impact on improving organisational market share.