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‫ اداء ا "!
ت‬ ‫أ إدارة ادة ا‬

"#‫ا‬
"#‫) "( ' ب ا‬ *‫" ا‬#‫اﻥ اآ ت ا‬% ‫درا‬
The impact of implementing total quality
management on the strategic performance
An empirical study on industrial companies in
sahab industrial zone
:, ‫اد ا‬%‫ا‬

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‫ أی ر‬2013
‫ب‬
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‫ا وا ی ذي ا ا آر ﻡاد‬ ‫ و‬ ‫أ‬

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‫ا ‪H‬ی‪ 1,' F‬ﻡ ‪ 2E3‬ﻡ‪H $8 9 F‬اءة ر ‪ $‬ا ا ‪ ،5‬و'‪ 1,‬ﻡ أ ی‪ 2‬ﻡ‪F‬‬
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‫آ أم @‪M‬ی ا وا ‪8‬ن إ ‪ 1‬ﻡ ‪ $‬ا ‪H‬ة ﻡ ‪ 5‬ا ق او‪،O‬‬
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‫و‬
‫ا‪W2‬س‬
‫ا!‪'2‬‬ ‫ا‪M‬ع‬
‫أ‬ ‫ا =ان‬
‫ب‬ ‫ا ی‪R‬‬
‫ج‬ ‫‪H‬ار @=‪ 5‬ا =‪5H‬‬
‫د‬ ‫ا ‬
‫‪8‬‬ ‫ا‪0‬هاء‬
‫و‬ ‫‪ 5 :H‬ا ‪A‬یت‬
‫ط‬ ‫‪ 5 :H‬ا @اول‬
‫ي‬ ‫‪ 5 :H‬اﺵل وا ‪B‬ر‬
‫ك‬ ‫‪ 5 :H‬ا ‪A,‬ت‬
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‫‪2‬‬ ‫‪ 1.1‬ا ﻡ‪5‬‬
‫‪3‬‬ ‫‪ 1.2‬ﻡ‪ 5,‬ا را‪5‬‬
‫‪4‬‬ ‫‪ 1.3‬أ‪ %‬ذج ا را‪5‬‬
‫‪5‬‬ ‫‪8 1.4‬ت ا را‪5‬‬
‫‪6‬‬ ‫‪ 1.5‬أهاف ا را‪5‬‬
‫‪7‬‬ ‫‪ 1.6‬أه ‪ 5‬ا را‪5‬‬
‫‪8‬‬ ‫‪* 1.7‬ود ا را‪5‬‬
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‫‪11‬‬ ‫ا‪ N!2‬ا‪ d‬ﻥ ‪ :‬ا] ر ا ‪#‬ي وا‪%‬را ت ا ﺏ(‬

‫‪12‬‬ ‫‪ 2.1‬ا_ر ا =^ي ‪,‬را‪5‬‬
‫‪12‬‬ ‫‪ 2.1.1‬إدارة ا @دة ا ﻡ‪5,‬‬
‫‪12‬‬ ‫‪ 2.1.1.1‬ری` ا @دة‬
‫‪13‬‬ ‫‪ 2.1.1.2‬ری` إدارة ا @دة ا ﻡ ‪5‬‬
‫‪16‬‬ ‫‪ 2.1.1.3‬أهاف إدارة ا @دة ا ﻡ‪ 5,‬و أه ‪9‬‬
‫‪15‬‬ ‫‪ 2.1.1.4‬أ د إدارة ا @دة ا ﻡ‪5,‬‬
‫‪20‬‬ ‫‪ 587 a< 2.1.1.5‬ا @دة‬
‫‪24‬‬ ‫‪ 2.1.1.6‬ا &‪6,‬ت ا ‪6&, 5G:‬‬
‫‪26‬‬ ‫‪ 2.1.2‬ا ‪ FGA‬ا ‪ G‬‬
‫‪26‬‬ ‫‪ 2.1.2.1‬ی` ا ‪ FGA‬ا ‪, , G‬ت وا =@ت‬
‫‪29‬‬ ‫‪ 2.1.2.2‬ا ‪6‬دئ اـ‪, 5‬ب ا ‪ FGA‬ا ‪ G‬‬
‫‪30‬‬ ‫‪ 2.1.2.3‬ا ‪ e‬ا ـ‪ $8 5 6‬ا ‪ FGA‬ا ‪ G‬‬
‫‪37‬‬ ‫‪ 2.2‬ا رات ا ‪5 G‬‬
‫‪37‬‬ ‫‪ 2.2.1‬ا رات ا ‪5‬‬
‫‪44‬‬ ‫‪ 2.2.2‬ا رات ا=‪56‬‬
‫‪52‬‬ ‫‪ 2.3‬ﻡ ی ‪ M‬ه‪ 23‬ا را‪ F' 5‬ا رات ا ‪5 G‬‬
‫‪55‬‬ ‫ا‪ N!2‬ا‪ :f d‬ای( وا^ﺝاءات‬
‫‪56‬‬ ‫‪ 3.1‬ﻡ=‪ f9‬ا ‪ )A6‬ا ‪?G‬م‬
‫‪56‬‬ ‫‪ 3.2‬ﻡ@ ‪ g‬ا را‪ 5‬و'=‪9‬‬
‫‪58‬‬ ‫‪ 3.3‬أدوات ا را‪ 5‬وﻡ‪B‬در ا ‪BA‬ل '‪ 1,‬ا ‪,‬ﻡت‬
‫‪59‬‬ ‫‪ 3.4‬إاءات ا را‪5‬‬
‫‪60‬‬ ‫‪ 3.5‬ا ‪ > B‬ا*‪ $:B‬ا ‪?G‬م ‪ $8‬ا را‪5‬‬
‫ح‬
‫‪61‬‬ ‫ا‪ N!2‬ااﺏ‪ :L‬ض ا @ ‪ g4‬واﺥ@ ر ا‪ M2‬ت‬

‫‪62‬‬ ‫‪ 4.1‬ا ﻡ‪5‬‬
‫‪62‬‬ ‫‪ 4.2‬ا ?‪ :B‬ا ی ‪h‬ا‪8 58‬اد '=‪ 5‬ا را‪5‬‬
‫‪63‬‬ ‫‪ 4.3‬ا ‪ F' 5‬أ‪ 5,Q‬ا را‪5‬‬
‫‪72‬‬ ‫‪ 4.4‬ا‪6‬ر ‪8‬ت ا را‪5‬‬
‫‪80‬‬ ‫ا‪ N!2‬ا‪ :i Q‬ا^@ @ ﺝ ت وا@ﺹ ت‬
‫‪81‬‬ ‫‪ 5.1‬ا ﻡ‪5‬‬
‫‪81‬‬ ‫‪ 5.2‬ا =‪f:‬‬
‫‪82‬‬ ‫‪ 5.3‬ا ﺹت‬
‫‪84‬‬ ‫< ‪ 4‬ا! در وااﺝ‪L‬‬
‫‪84‬‬ ‫ا ا‪ g‬ا ‪5‬‬
‫‪85‬‬ ‫ا ا‪ g‬ا=‪56‬‬
‫‪88‬‬ ‫< ‪ 4‬ا‪l‬ﺡ‬
‫ط‬
‫< ‪ 4‬ا‪%‬اول‬
‫ا!‪'2‬‬ ‫'@ى ا‪%‬ول‬ ‫ر<‪ B‬ا‪%‬ول‬
‫‪26‬‬ ‫ا ‪ m 5Hn‬ا ‪ FGA‬ا ‪ G‬وا ر‬ ‫)‪(2-1‬‬
‫‪29‬‬ ‫=ت ‪ ,A‬ا ‪%6‬ت‬ ‫)‪(2-2‬‬
‫‪33‬‬ ‫ﻡ‪9‬م دورة دی =‪ f‬وا @‪ 59‬ا ‪PG‬ول‬ ‫)‪(2-3‬‬
‫‪56‬‬ ‫ﻡ ﻡ‪n‬ت ‪67‬ت ا‪GE‬ق ا ا‪ $,‬د ا‪5%6‬‬ ‫)‪(3-1‬‬
‫‪60‬‬ ‫وﺹ` ا ‪T‬ات ا ی ‪T‬ا‪8 58‬اد '=‪ 5‬ا را‪5‬‬ ‫)‪(4-1‬‬
‫‪61‬‬ ‫ا &ت ا ‪ 5 GA‬وا‪A%E‬ا‪8‬ت ا ری‪5‬‬ ‫)‪(4-2‬‬
‫وﻡ‪G‬ى أه ‪ 5‬دور ا دة‬
‫‪63‬‬ ‫ا &ت ا ‪ 5 GA‬وا‪A%E‬ا‪8‬ت ا ری‪5‬‬ ‫)‪(4-3‬‬
‫وﻡ‪G‬ى أه ‪ 5‬ر ا ﻡ‪F,‬‬
‫‪64‬‬ ‫ا &ت ا ‪ 5 GA‬وا‪A%E‬ا‪8‬ت ا ری‪5‬‬ ‫)‪(4-4‬‬
‫وﻡ‪G‬ى أه ‪ 5‬إدارة ا ردی‪F‬‬
‫‪65‬‬ ‫ا &ت ا ‪ 5 GA‬وا‪A%E‬ا‪8‬ت ا ری‪5‬‬ ‫)‪(4-5‬‬
‫وﻡ‪G‬ى أه ‪ 5‬إدارة ا ردی‪F‬‬
‫‪67‬‬ ‫دور ‪ A‬ا ‪ FGA‬ا ‪ G‬ﻡ‪n F‬ل دورة دی =‪f‬‬ ‫)‪(4-6‬‬
‫‪ FGA $8‬دة ا =@ت وا ?ﻡت وا ‪,‬ت‬
‫‪68‬‬ ‫ا‪6‬ر ا ‪ 5‬ا ‪ 5G:‬او ‪1‬‬ ‫)‪(4-7‬‬
‫‪69‬‬ ‫ا‪6‬ر ا‪6‬ر ‪stepwise‬‬ ‫)‪(4-8‬‬
‫‪70‬‬ ‫ا‪6‬ر ا ‪ 5‬ا '‪ 5‬او ‪1‬‬ ‫)‪(4-9‬‬
‫‪71‬‬ ‫ا‪6‬ر ا ‪ 5‬ا '‪ 5‬ا ‪5%L‬‬ ‫)‪(4-10‬‬
‫ي‬
‫‪72‬‬ ‫ا‪6‬ر ا ‪ 5‬ا '‪ 5‬ا ‪5L L‬‬ ‫)‪(4-11‬‬

‫‪72‬‬ ‫ا‪6‬ر ا ‪ 5‬ا '‪ 5‬ا ا ‪5‬‬ ‫)‪(4-12‬‬
‫‪73‬‬ ‫ا‪6‬ر ا ‪ 5‬ا '‪ 5‬ا ?ﻡ‪5G‬‬ ‫)‪(4-13‬‬
‫ك‬
‫< ‪ 4‬اﺵ? ل‬
‫ا!‪'2‬‬ ‫ ان ا?‪N‬‬ ‫ر<‪ B‬ا?‪N‬‬
‫‪14‬‬ ‫ا‪_0‬ر ا @ی ‪0‬دارة ا @دة ا ﻡ‪5,‬‬ ‫)‪(2-1‬‬

‫‪27‬‬ ‫ا‪ %‬ذج ا ‪ $%‬وا ‪FGA, $ T‬‬ ‫)‪(2-2‬‬
‫‪30‬‬ ‫‪ 5,G,‬ردود ا ‪ FGA,‬ا ‪ G‬ﻡ‪ F‬و‪^% 59‬‬ ‫)‪(2-3‬‬
‫دی =‪f‬‬
‫‪31‬‬ ‫دورة دی =‪f‬‬ ‫)‪(2-4‬‬

‫‪34‬‬ ‫ا ا ‪M,A‬و‪ $%‬ورة دی =‪f‬‬ ‫)‪(2-5‬‬
‫‪55‬‬ ‫أ‪ %‬ذج ا را‪5‬‬ ‫)‪(3-1‬‬
‫< ‪ 4‬ا '( ت‬

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‫‪83‬‬ ‫ ‬ ‫ ‪1‬‬
‫‪89‬‬ ‫ ‬ ‫ ‪2‬‬
‫ ‬
‫‪94‬‬ ‫ ‬ ‫ ‪3‬‬
‫‪95‬‬ ‫‪!"# $‬‬ ‫ ‪4‬‬

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‫ اداء ا@ا ‪ #‬ت ا! ‬ ‫أ إدارة ادة ا‬
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‫ن‬
Abstract
The impact of implementing total quality management on the

strategic performance
An empirical study on industrial companies in sahab industrial zone
The study aimed to revealing the impact of the application of Total Quality
Management dimensions on the strategic performance of the organizations that
located at King Abdullah II industrial city l Sahab.
In order to achieve the study objectives, the researcher designed a questionnaire
consists of (36) statements measured the implementing total quality management
dimensions and the impact of these dimensions implementation on the strategic
performance from the sample study’s point of view. The statistical package for
social sciences (SPSS) used to analyze and examine the hypotheses. The study
sample consisted of (172) employees represent (72) organizations.
In order to test the research hypotheses, a set of statistical tests were used, such
as simple and multi regression to achieve study objectives.

‫س‬
The research results revealed:
1. The application of the dimensions of total quality management in
organizations in the study sample’s medium.
2. The dimensions of total quality management have statistical significant
impact on the strategic performance.
According to the findings of the research, the researcher list bellows the most
important recommendations:
1. The importance of instill the values of total quality management in all its
dimensions and adopt the methods and techniques of total quality
management in order to bring out culture change in the organizations.
2. Considering the principles of continuous improvement is an essential part
of the culture of the organization and the pursuit of their application and
work to increase awareness of all employees.

1
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2
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* 9 / @ ", 71 ** 71 = + ) *& 90
1 H ! H H x , 7, =* ' ) & - , ?*
@ !* ) *& 09. - !0 F = + 7* !* L& *y ) *&
$zD 3N * $( *F - * ) *& z( $
L&( ) *& 09. - {&* 7 8 , $ 9 , * &
!}~ 7 " @ ) *& 09. 0 8 . * -D $*
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‫ا ا‬ ‫ا ا‬
Dependent Independent
‫اداء اﺱ اﺕ‬ ‫أ د إدارة ادة ا ﻡ‬

Strategic Performance TQM
<& J')</ '
Market Share Leadership Role
<&>)9 JK< Q<( )* )=
Competitive Advantage Employee’s satisfaction
Q<' J'T
Suplliers Management
< WX
Attitude to Change
& Q<&
Continuous Improvement
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"** ) # 5 " ) 9H " !0 (0.973) , / *.(3.5637)
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67
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!0 # L0 * 9, ( 7*9" ) 90 & , !0* .(1.063)
/ * ! ! - * ' (3.50) ! - * " # 9 ND
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.) +& Q)4 <])9 ;) l9 V> Q<( )* )= '*W s<W+ Q3 Q<W )] $45W
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: (4l4) $* & C* *1
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& # 7
9
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"@ * L = *- ( z ' ( " ) 90 '* !0 & 90
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69
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)* Q)4 <])9 ;) l9 V> Q<' J'T '*W s<W+ Q3 Q<W )] $45W
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: (4l5) $* & C* *1
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71
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7 0.789 4.09 y !0 $, 28
6 0.732 4.12 /* & ' y ) 29
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0.6844 4.2028 7, ,* ! - *

72
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(4.44) ! - * ".. 9 D* & ) *&" ) 90 '* !0 & 90
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.) * Q)4 <])9 ;) l9 V> & Q<& '*W s<W+ Q3 Q<W )] $45W
&' ;)<=> )W u 4.4
!0 ( ) *& ) + , - (= ) =* : Hо1 : \% &<2 <=
.MCHD "
: C H N@ $ G ! $* &*
@ 9% VW)& +& ')*W%
m)<*
73
0.71303 3.5674 J')</ ' .1
0.73268 3.5637 Q<( )* )= .2
0.66748 3.7613 Q<' J'T .3
0.68646 3.6347 < WX .4
0.6844 4.2028 & Q<& .5
0.6982 3.74598 )* )<* VW)& +&
(3.68) (3.74598) 7, ! - * & $* & ,- $zD *
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. (Ha) C H $9 * , C H 0 w0
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.! " !& ?
) + , - $ . 9 , $ 7 D 7 C H N1 D?
:! $* & !0 C* *1 , " !& ' ( ) *&
74
'* C H D(4l7)
Sig. F F (r²) (R) <= E< 9
Z' & <'E W& '<' $ )* +)W Z < '*
0.000 18.077 2.21 0.353 0.594 v>
<=
* , * & @ * ( F ) $* & !0 G ,- &
0 * , * & 9 $ * 9 N , C H $9 !1 9 )
C H 0 0 !* , * & 9 * 9 N , C H
) *& 09. P - "+ ? *N . *&* ! , N1* (Ha) C H $9 * ,
. " !& ? '
O !0 O %35.3 H 9 O* 0.594 = (r) * - * z ,*
O ' M .w . *1 O 90 stepwise D 7 D * L
: ! $* & M90* O !0 O {* L
stepwise D(4l8)
r² R Sig.F F 
!& ? ' ) 9 * "+ ? N . &* ? : Hₒ2i1 \% <] <=
. " (
'* H C H D (4l9)$* &
β . r² R C H & Sig.t t t

, * & *
0.131 3.711 0.028 0.168 0 0.028 1.96 2.221

2.221 = * (t) G ,- & * - / ? D 7 D 7 9
9 $ * 9 N , C H $9 9 ) * , * & @
0 0 !* * & 9 * 9 N , 9 0 * , * &
) 9 * O "+ ? *N . *&* ! , N1* Ha C H $9 * , , C H
76
O* 0.168 = (R) * H,C z ,* , " !& ? '
. L O !0 O %2.8 H () 9 * )$9
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. " ( !& ?
. H C H D (4l10)$* &
β ;W)h r² R E< 9 Sig.t t t

<= <'E W&
< '*
0.231 3.355 0.093 0.304 v> 0.000 1.96 4.167
4.167 = * (t) G ,- & * - / ? D 7 D 7 9
9 $ * 9 N , C H $9 9 ) * , * & @
0 0 !* * & 9 * 9 N , 9 0 * , * &
C O "+ ? *N . *&* ! , N1* Ha C H $9 * , , C H
0.304= (R) * - * z ,* , " !& ? ' ,
. L O !0 O %9.3 H (, C )$9 O*
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. " ( !& ?

77
.. H C H D (4l11) $* &

<= <'E W&
< '*
0.152 3.606 0.033 0.183 v> 0.017 1.96 2.422
2.422 = * (t) G ,- & * - / ? D 7 D 7 9
9 $ * 9 N , C H $9 9 ) * , * & @
0 0 !* * & 9 * 9 N , 9 0 * , * &
) + O "+ ? *N . *&* ! , N1* Ha C H $9 * , , C H
0.183= (R) * H,C z ,* , " !& ? ' *
. L O !0 O %3.3 H ( * ) +)$9 O*
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. " ( !& ?
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<= <'E W&
< '*
78
0.314 3.038 0.15 0.387 v> 0.000 1.96 5.475
5.485 = * (t) G ,- & * - / ? D 7 D 7 9
9 $ * 9 N , C H $9 9 ) * , * & @
0 0 !* * & 9 * 9 N , 9 0 * , * &
!0 O "+ ? *N . *&* ! , N1* Ha C H $9 * , , C H
0.387= (R) * - * z ,* , " !& ? ' O
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. " ( !& ?
D H C H D (4l13) $* &

<= <'E W&
< '*
0.584 1.725 0.293 0.541 v> 0.000 1.96 8.396
8.396 = * (t) G ,- & * - / ? D 7 D 7 9
9 $ * 9 N , C H $9 9 ) * , * & @
79
0 0 !* * & 9 * 9 N , 9 0 * , * &
O "+ ? *N . *&* ! , N1* Ha C H $9 * , , C H
0.541= (R) * - * z ,* , " !& ? '
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80
y )u $
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2) 9 5.2
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81
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.
82
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.
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.
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: <W9E% E
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88
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Statistics
Gender Major Experience JobTitle
N Valid 172 172 172 172
Missing 0 0 0 0
Frequency Table
Gender
Cumulative
Frequency Percent Valid Percent Percent
Valid male 134 77.9 77.9 77.9
female 38 22.1 22.1 100.0
Total 172 100.0 100.0
Major
Cumulative
Valid diploma 24 14.0 14.0 14.0
Bachelor 133 77.3 77.3 91.3
master 14 8.1 8.1 99.4
BHD 1 .6 .6 100.0
Total 172 100.0 100.0

101
Experience
Cumulative
Valid 1-5 113 65.7 65.7 65.7
5-10 45 26.2 26.2 91.9
more than 10 14 8.1 8.1 100.0
Total 172 100.0 100.0
JobTitle
Cumulative
Valid Manager 33 19.2 19.2 19.2
Section Head 91 52.9 52.9 72.1
Other 48 27.9 27.9 100.0
Total 172 100.0 100.0
Case Processing Summary
Cases
Included Excluded Total
N Percent N Percent N Percent
Leadership 172 100.0% 0 .0% 172 100.0%

Role 1
Leadership 172 100.0% 0 .0% 172 100.0%

Role2
Leadership 172 100.0% 0 .0% 172 100.0%

Role3
Leadership 172 100.0% 0 .0% 172 100.0%

Role4
102
Leadership 172 100.0% 0 .0% 172 100.0%

Role5
Employees’ 171 99.4% 1 .6% 172 100.0%

Satisfaction6
employees’ 172 100.0% 0 .0% 172 100.0%

Satisfaction7
employees’ 172 100.0% 0 .0% 172 100.0%

Satisfaction8
employees’ 172 100.0% 0 .0% 172 100.0%

Satisfaction9
employees’ 172 100.0% 0 .0% 172 100.0%

Satisfaction1
0
Suppliers 171 99.4% 1 .6% 172 100.0%

Mang.11
Suppliers 172 100.0% 0 .0% 172 100.0%

Mang.12
Suppliers 172 100.0% 0 .0% 172 100.0%

Mang.13
Suppliers 172 100.0% 0 .0% 172 100.0%

Mang.14
Suppliers 172 100.0% 0 .0% 172 100.0%

Mang.15
Change16 170 98.8% 2 1.2% 172 100.0%
Change17 172 100.0% 0 .0% 172 100.0%
Change18 172 100.0% 0 .0% 172 100.0%
Change19 172 100.0% 0 .0% 172 100.0%
Change20 172 100.0% 0 .0% 172 100.0%
Change21 172 100.0% 0 .0% 172 100.0%
Change22 172 100.0% 0 .0% 172 100.0%
Continous23 172 100.0% 0 .0% 172 100.0%
Continuous 172 100.0% 0 .0% 172 100.0%

24
Continuous 172 100.0% 0 .0% 172 100.0%

25
103
Continuous 170 98.8% 2 1.2% 172 100.0%

26
Continuous 172 100.0% 0 .0% 172 100.0%

27
Continuous 172 100.0% 0 .0% 172 100.0%

28
Continuous 172 100.0% 0 .0% 172 100.0%

29
Strategic1 172 100.0% 0 .0% 172 100.0%
Strategic2 172 100.0% 0 .0% 172 100.0%
Strategic3 172 100.0% 0 .0% 172 100.0%
Strategic4 172 100.0% 0 .0% 172 100.0%
Strategic5 172 100.0% 0 .0% 172 100.0%
Strategic6 172 100.0% 0 .0% 172 100.0%
Strategic7 172 100.0% 0 .0% 172 100.0%
Report
employees’ employees’
Leadership Leadership Leadership Leadership Leadership Satisfaction Satisfaction
Role1 Role2 Role3 Role4 Role5 6 7
Mean 3.99 3.68 3.45 3.20 3.51 3.57 3.70
N 172 172 172 172 172 171 172
Std. Deviation .921 .941 1.028 1.148 1.100 1.063 .973
Report
employees’ employees’ employees’

Satisfaction Satisfaction Satisfaction Suppliers Suppliers Suppliers Suppliers
8 9 10 Mang.11 Mang.12 Mang.13 Mang.14
Mean 3.66 3.50 3.39 3.69 3.99 3.47 3.92
N 172 172 172 171 172 172 172
Std. Deviation .881 1.012 1.073 .996 .798 1.062 .949
Report
104
Suppliers
Mang.15 change16 change17 change18 change19 change20
Mean 3.73 4.14 3.47 3.60 3.47 3.61
N 172 170 172 172 172 172
Std. Deviation .974 4.028 .999 .876 1.045 1.084
Report
change21 change22 cont23 cont24 cont25 cont26 cont27
Mean 3.53 3.92 4.44 4.26 4.12 4.19 4.20
N 172 172 172 172 172 170 172
Std. Deviation 1.017 .892 .604 .634 .756 .628 .648
Report
cont28 cont29 strategic1 strategic2 strategic3 strategic4 strategic5
Mean 4.09 4.12 4.41 4.22 4.21 4.12 4.07
N 172 172 172 172 172 172 172
Std. Deviation .789 .732 .699 .656 .774 .686 .806
Report
strategic6 strategic7
Mean 4.05 4.17
N 172 172
Std. Deviation .751 .687
Reliability
Reliability Statistics
Cronbach's
Alpha N of Items
.727 5
105
Cronbach's
Alpha N of Items
.831 7
Cronbach's
Alpha N of Items
.872 7
Model Summary
Adjusted R Std. Error of the

Model R R Square Square Estimate
a
1 .594 .353 .333 .45482
a. Predictors: (Constant), cont, Suppliers Mang.ort, Leadership Role,

Emploees Satisfaction, change
b
ANOVA
Model Sum of Squares Df Mean Square F Sig.

a
1 Regression 18.697 5 3.739 18.077 .000
Residual 34.338 166 .207
Total 53.036 171
a. Predictors: (Constant), cont, Suppliers Mang.ort, Leadership Role, Emploees Satisfaction,

change
b. Dependent Variable: strategic
a
Coefficients
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 1.613 .329 4.899 .000

106
Leadership -.143- .069 -.184- -2.064- .041

Role
Emploees .131 .069 .173 1.908 .058

Satisfaction
Suppliers -.045- .064 -.054- -.701- .484

Mang.ort
change .201 .082 .247 2.446 .015
cont .488 .073 .452 6.653 .000
a. Dependent Variable: strategic
a
Coefficients
Collinearity Statistics
Model Tolerance VIF
1 Leadershi .493 2.027

p Role
Emploees .477 2.097

Satisfactio
n
Suppliers .657 1.522

Mang.ort
change .382 2.619
cont .843 1.186
a
Collinearity Diagnostics
Dimensi
Model on Eigenvalue Condition Index
1 1 5.917 1.000
2 .032 13.638
3 .020 17.394
4 .014 20.696
5 .012 22.284
107
6 .006 31.053
a
Collinearity Diagnostics
Variance Proportions
Dimensi Leadership Emploees Suppliers

Model on (Constant) Role Satisfaction Mang.ort change cont
1 1 .00 .00 .00 .00 .00 .00
2 .09 .11 .13 .00 .02 .11
3 .01 .17 .00 .71 .00 .06
4 .00 .41 .84 .05 .04 .01
5 .11 .21 .03 .08 .66 .08
6 .79 .09 .00 .15 .27 .73
Regression
b
Variables Entered/Removed
Variables Variables
Model Entered Removed Method
a
1 Leadership Role . Enter
a. All requested variables entered.
Model Summary

a
1 .168 .028 .022 .55061
108
Model Summary

a
1 .168 .028 .022 .55061
a. Predictors: (Constant), Leadership Role
b
ANOVA
Model Sum of Squares df Mean Square F Sig.

a
1 Regression 1.496 1 1.496 4.935 .028
Residual 51.540 170 .303
Total 53.036 171
a. Predictors: (Constant), Leadership Role
a
Coefficients
Standardized
1 (Constant) 3.711 .215 17.278 .000
Leadership .131 .059 .168 2.221 .028

Role
Variables Variables
1 Emploees . Enter
a
Satisfaction

109
Model Summary

a
1 .304 .093 .087 .53203
a. Predictors: (Constant), Emploees Satisfaction
b
ANOVA

a
1 Regression 4.916 1 4.916 17.367 .000
Residual 48.120 170 .283
Total 53.036 171
a. Predictors: (Constant), Emploees Satisfaction
a
Coefficients
Standardized
1 (Constant) 3.355 .202 16.607 .000
Emploees .231 .056 .304 4.167 .000

Satisfaction
b
Variables Variables
1 Suppliers . Enter
a
Mang.ort

110
b
Variables Variables
1 Suppliers . Enter
a
Mang.ort
Model Summary

a
1 .183 .033 .028 .54916
a. Predictors: (Constant), Suppliers Mang.ort
b
ANOVA

a
1 Regression 1.768 1 1.768 5.864 .017
Residual 51.267 170 .302
Total 53.036 171
a. Predictors: (Constant), Suppliers Mang.ort
a
Coefficients
Standardized
1 (Constant) 3.606 .240 15.006 .000
Suppliers .152 .063 .183 2.422 .017

Mang.ort

111
Regression
b
Variables Variables
a
1 change . Enter
Model Summary

a
1 .387 .150 .145 .51499
a. Predictors: (Constant), change
b
ANOVA

a
1 Regression 7.950 1 7.950 29.975 .000
Residual 45.086 170 .265
Total 53.036 171
a. Predictors: (Constant), change
a
Coefficients
Standardized
Model Unstandardized Coefficients Coefficients
112
B Std. Error Beta t Sig.
1 (Constant) 3.038 .212 14.316 .000
change .314 .057 .387 5.475 .000
b
Variables Variables
a
1 cont . Enter
Model Summary

a
1 .541 .293 .289 .46960
a. Predictors: (Constant), cont
b
ANOVA

a
1 Regression 15.546 1 15.546 70.493 .000
Residual 37.490 170 .221
Total 53.036 171
a
Coefficients
113
Standardized
1 (Constant) 1.725 .294 5.858 .000
cont .584 .070 .541 8.396 .000
Regression
a
Variables Variables
1 cont . Stepwise
(Criteria:
Probability-of-F-
to-enter <= .050,
Probability-of-F-
to-remove >=
.100).
2 change . Stepwise
(Criteria:
Probability-of-F-
to-enter <= .050,
Probability-of-F-
to-remove >=
.100).
Model Summary

a
1 .541 .293 .289 .46960
114
b
2 .574 .329 .321 .45879
b. Predictors: (Constant), cont, change
c
ANOVA

a
1 Regression 15.546 1 15.546 70.493 .000
Residual 37.490 170 .221
Total 53.036 171

b
2 Regression 17.464 2 8.732 41.485 .000
Residual 35.572 169 .210
Total 53.036 171
b. Predictors: (Constant), cont, change
c. Dependent Variable: strategic
a
Coefficients
Standardized
1 (Constant) 1.725 .294 5.858 .000
cont .584 .070 .541 8.396 .000
2 (Constant) 1.483 .299 4.965 .000
cont .497 .074 .460 6.723 .000
change .168 .056 .207 3.019 .003
c
Excluded Variables
Model Collinearity Statistics

115
Beta
In t Sig. Partial Correlation Tolerance
Leader
a
.45
ship .049 .746 .057 .950
7
Role
Emplo
ees a
.00
.180 2.749 .207 .937
Satisfa 7
1 ction
Suppli
ers a
.21
.082 1.253 .096 .963
Mang. 2
ort
chang a
.00
.207 3.019 .226 .846
e 3
Leader
b
.14
ship -.122- -1.473- -.113- .572
3
Role
Emplo
ees b
.26
.094 1.124 .086 .572
2 Satisfa 3
ction
Suppli
ers b
.67
-.032- -.420- -.032- .681
Mang. 5
ort
a. Predictors in the Model: (Constant), cont
b. Predictors in the Model: (Constant), cont, change
c. Dependent Variable: strategic
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
Leadership Role1 172 1 5 3.99 .921

116
Leadership Role2 172 1 5 3.68 .941
Leadership Role3 172 1 5 3.45 1.028
Emploees 171 1 5 3.57 1.063

Satisfaction6
Emploees 172 1 5 3.70 .973

Satisfaction7
Emploees 172 1 5 3.66 .881

Satisfaction8
Emploees 172 1 5 3.50 1.012

Satisfaction9
Emploees 172 1 5 3.39 1.073

Satisfaction10
Suppliers Mang.11 171 1 5 3.69 .996
Suppliers Mang.12 172 1 5 3.99 .798
Suppliers Mang.13 172 1 5 3.47 1.062
Suppliers Mang.14 172 1 5 3.92 .949
Suppliers Mang.15 172 1 5 3.73 .974
change16 170 2 5 3.85 .917
change17 172 1 5 3.47 .999
change18 172 1 5 3.60 .876
change19 172 1 5 3.47 1.045
change20 172 1 5 3.61 1.084
change21 172 1 5 3.53 1.017
change22 172 1 5 3.92 .892
cont23 172 3 5 4.44 .604
cont24 172 3 5 4.26 .634
cont25 172 2 5 4.12 .756
cont26 170 2 5 4.19 .628
cont27 172 2 5 4.20 .648
cont28 172 1 5 4.09 .789
cont29 172 2 5 4.12 .732
strategic1 172 3 5 4.41 .699

117
strategic2 172 3 5 4.22 .656
strategic3 172 2 5 4.21 .774
strategic4 172 2 5 4.12 .686
strategic5 172 2 5 4.07 .806
strategic6 172 2 5 4.05 .751
strategic7 172 2 5 4.17 .687
Valid N (listwise) 166
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
Leadership Role 172 1.40 5.00 3.5674 .71303
Emploees 172 1.20 5.00 3.5637 .73268

Satisfaction
Suppliers Mang.ort 172 1.60 5.00 3.7613 .66748
change 172 1.43 5.00 3.6347 .68646
cont 172 2.57 5.00 4.2024 .51628
strategic 172 2.43 5.00 4.1794 .55691
Valid N (listwise) 172

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The impact of implementing total quality management on the

An empirical study on industrial companies in sahab industrial zone

Management dimensions on the strategic performance of the organizations that

located at King Abdullah II industrial city l Sahab.

In order to achieve the study objectives, the researcher designed a questionnaire

consists of (36) statements measured the implementing total quality management

dimensions and the impact of these dimensions implementation on the strategic

sample consisted of (172) employees represent (72) organizations.

as simple and multi regression to achieve study objectives.

The research results revealed:

1. The application of the dimensions of total quality management in

organizations in the study sample’s medium.

2. The dimensions of total quality management have statistical significant

impact on the strategic performance.

dimensions and adopt the methods and techniques of total quality

management in order to bring out culture change in the organizations.

2. Considering the principles of continuous improvement is an essential part

work to increase awareness of all employees.

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