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ISSN 2073-7122 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 2, N O 12

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APRIL 2011

Vol .2, No. 12 April 2011

Interdisciplinary Journal of Contemporary Research in BusinessDouble Blind Peer Reviewed Journal

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APRIL 2011VOL 2, N O 12

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

Editorial BoardIJCRB is a peer reviewed Journal and IJCRB Editorial Board consists of Phd doctors from all over the world including USA, UK, South Africa, Canada, European and Asian countries.

Prof. Renee PistoneHarvard University, Lifetime Fellow - Harvard URI.706 McCormick Dr Toms River, New Jersey USA Voice: 732.668.4533

Lord David K

Oxford University , St Catherine's College, Oxford, OX1 3UJ www.stcatz.ox.ac.uk/ ,www.ox.ac.uk/ Phone: +44 1865 271700 , Fax: +44 1865 271768 Dr. Kenan Peker Department of Agricultural Economics, University of Selcuk, http://www.selcuk.edu.tr/ University of Selcuk, 42079 Konya, Turkey, Tel: 90-332-231-2877 Dr. A. Sathiyasusuman Senior Lecturer, Dept. of Statistics, University of the Western Cape, South Africa Dr Mahdi Salehi Assistant Professor, Accounting and Management Department, http://www.znu.ac.ir/ Zanjan University , D.N 1 Nagilo Alley, Hidaj City, Zanjan Province, Zanjan, Iran , Tel: 98-9121-425-323 Dr Heryanto Regional Development Bank of West Sumatra Jalan Pemuda No. 21 PO Box 111 Padang 25117 West Sumatra Indonesia Tel: +62-8126771699 Dr. Dave Hinkes Assistant Professor of Managment & Marketing Sam Walton Fellow , Lincoln Memorial University , Harrogate, TN ,UK Tel 423.869.6441 Dr. Francis A. Ikeokwu Sr., Ph.D., MAC, MBA, CFC Adjunct Professor, American Intercontinental University http://www.aiuniv.edu/ Dr Charles C. Dull Sr. MBA, Ph.D. American Intercontinental University http://www.aiuniv.edu/


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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESSDr Cara Peters Assistant professor of marketing , Winthrop University , Rock Hill, South Carolina. PhD in business administration , University of Nebraska Peer-reviewer of the Journal of Consumer Psychology; Consumption, Markets, and Culture; and Journal of Academy of Marketing Science. Dr Mahmoud M. Haddad PhD in Finance 214 Business Administration Building University of Tennessee-Martin ,Martin, TN 38238 Tel No +1731-881-7249

Dr G.A. Abu Department of Agricultural Economics, College of Agricultural Economics, Extension and Management Technology, University of Agriculture, P.M.B.2373, Makurdi, Benue State, Nigeria. Phone: +234-803-607-4434; fax: +234-44-534040 Dr.Rashid Rehman Associate Professor , College of Business Studies Al Ghurair University , Dubai, UAE. Dr Ebrahim Soltani Lecturer in Operations Management Kent Business School University of Kent , UK Dr Pu Xujin Business School, Jiangnan University, Jiangsu Wuxi,P.R.China ,214122 Tel: (86510) 85913617 , FAX: (86510) 62753617 , Mobile: (86) 13616193600 Dr. E. B. J. Iheriohanma Ph. D. Sociology Directorate of General Studies, Federal University of Technology, Owerri Imo State Nigeria. Tel +2348037025980. Dr Etim Frank Departmentof Political Science-University of Uyo-Akwa Ibom State-Nigeria Phd (Political Science/Public Administration) University of Calabar SL Choi University Teknologi Malaysia School of Business Management Southern College Malaysia Dr. Nek Kamal Yeop Yunus Senior Lecturer, Department of Business Management Faculty of Business & Economics, Universiti Pendidikan Sultan Idris, Tanjong Malim, Malaysia.


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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESSDr. S. I. Malik PhD Bio Chemistry & Molecular Biology (National University of Athens) NHEERL. Envrironmental carcinigenei division RTP Complex NC 27713, US Environmental protection Agency , 919-541-3282 Dr. Bhagaban Das Reader, Department of Business Management Vyasa Vihar, Balasore-756019 Orissa T. Ramayah http://www.ramayah.com Associate Professor , School of Management ,University Sains Malaysia, Tel 604-653 3888 Dr. Wan Khairuzzaman bin Wan Ismail Assoc. Professor International Business School, UTM International Campus Jalan Semarak 54100 Kuala Lumpur, MALAYSIA Zainudin Hj Awang Faculty of Information Technology and Quantitative Sciences, MARA University Technology MARA Kelantan 18500, Malaysia ,Tel: 60-9-9762-302 Ravi Kiran Associate Professor, School Of Management & Social Sciiences, Thapar University. Dr.Suguna Pathy Head, Department of Sociology, VNSG University, Surat

Birasnav M Assistant professor, Park Global School of Business Excellence, Kaniyur, Coimbatore Dr. C.N. Ojogwu Phd Education Management - University of Benin, Benin City, Edo state, Nigeria. Senior lecturer - University of Benin.

Dr. Nik Maheran Nik Muhammad General Conference Co-Chair, GBSC 2009, www.nikmaheran.comDr. A. Abareshi Lecturer, School of Business IT and Logistics RMIT University, Melbourne, Australia Office: +61 3 99255918 Dr Ganesh Narasimhan Lecturer, Management Sciences ,Sathyabama University Board of Advisor - AN IIM Alumina Initiative & International Journal Economics, Management, & Financial Markets Denbridge press, New York, USA


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ContentsTitleMAX WEBER S THEORY RE-VISITED: MODERN ORGANISATION CULTURE STIMULATING PRODUCTIVITY Dr Andries J du Plessis, Prof. Jan C Visagie Dr D Wijnbeek CUSTOMER SATISFACTION TOWARDS E-SERVICES PROVIDED BY MUNICIPAL SERVICES: A CASE STUDY IN MAJLIS PERBANDARAN SUNGAI PETANI (MPSPK) Zaherawati Zakaria ,Kamarudin Ngah, Zaliha Hj Hussin Nazni Noordin, Mohd Zool Hilmie Mohamed Sawal, Zuriawati Zakaria THE EFFECT OF LAND ADMINISTRATION POLICIES IN BUILDING DEVELOPMENT/PROJECT MANAGEMENT SUCCESS IN AWKA METROPOLIS Meze Nzedigwe K, Dr. Chinedu Chidinma Nwachukwu, Fidelis I. Emoh RANKING EFFECTIVENESS OF INDUSTRIAL COMPANIES BASED ON INFORMATION TECHNOLOGY INDEX BY AHP/DEA Baqer Kord , Mahdi Eslamkhah VENDOR SELECTION USING FUZZY APPROACH Nour Mohammad Yaghoubi, Hamid Hajihosseini INVESTIGATING THE CONDITION OF COMPONENTS OF KNOWLEDGE MANAGEMENT IN LIBRARIES OF ISFAHAN Ali Attafar, Maryam Soleimani, Sayed Ahmad R Shokrani STUDYING OF EFFECTIVE FACTORS ON TRUST LEVEL OF BANKS' CREDIT MANAGERS WITH REGARD TO PERSONAL CHARACTERISTICS OF MANAGERS OF CORPORATIONS Mehrdad Zolfalizadeh, Sara Farshadfar, Elham Nagheli REWARD PRACTICE IN PRIVATE SECTOR: EMPLOYEES PERCEPTION Zaherawati Zakaria , Nazni Noordin, Mohd Zool Hilmie Mohamed Sawal Zuriawati Zakaria, Mohammad Faiz Mohammad Noor, Priscilla Maras INVESTIGATING IMPACT OF ORGANIZATIONAL CLIMATE ON INTENTION TO KNOWLEDGE SHARING BEHAVIOR BY USING THEORY OF PLANNED BEHAVIOR (TPB) Mehdi Abzari, Rasoul Abbasi

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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESSTitle

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REVIEW AND RECOGNITION OF AUDITING APPLIED COMPUTER 135 SYSTEMS AT ISLAMIC AZAD UNIVERSITY (SANANDAJ BRANCH EVIDENCE) Ataollah Mohammadi Malgharni, Prof.Dr.Wan Fadzilah Wan Yusoff MANAGEMENT SCIENCES FACULTY HIRING CRITERIA AND TRAINING NEEDS Komal Khalid Bhatti CRITICAL SUCCESS FACTORS IN EFFECTIVELY IMPLEMENTING A MAINTENANCE SYSTEM: A CASE STUDY Nour Mohammad Yaghoubi , Zohre Mir Seyyed Ali Banihashemi THE STUDY OF EFFECTING FACTORS ON DIGITAL ENTREPRENEURSHIP (A CASE STUDY) Hadi Esmaeeli REVIEW OF SPORT SERVICE QUALITY BY SERVQUAL MODEL (A CASE STUDY) Majid Vahidian Rezazadeh, Nour-Mohammad Yaghoubi Morteza Nikoofar EMPIRICAL ANALYSIS OF SUCCESS FACTORS IN THE IMPLEMENTATION OF TOTAL QUALITY MANAGEMENT IN CONSTRUCTION INDUSTRIES IN NIGERIA. E.C. Ubani 146

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SURVEYING OF AFFECTING PARAMETERS IN HUMAN RESOURCES 193 PRODUCTIVITY AND PROVIDE APPROPRIATE METHODS FOR ITS IMPROVEMENT. CASE STUDY: ISLAMIC AZAD UNIVERSITY OF BRANCHES IN REGION 13 Gholam-Reza Rahimi, Mir Hossein Seyyedi, Ghader Vazifeh Damirchi Mohammad-Reza Noruzi ROLE OF FIRM S LEVEL CHARACTERISTICS IN DETERMINING THE 201 CAPITAL STRUCTURE OF BANKS: EVIDENCE FROM THE PAKISTAN BANKS Fawad Ahmad, Dr. Zaheer Abbas IMPACT OF CORPORATE GOVERNANCE ON FINANCIAL 217 PERFORMANCE OF BANKS IN PAKISTAN Iqbal Mahmood , Zaheer Abbas PERFORMANCE MEASUREMENT BY DATA ENVELOPMENT ANALYSIS (DEA): A STUDY OF BANKING SECTOR IN PAKISTAN Jahanzaib Sultan, Muhammad Bilal, Dr. Zaheer Abbas 229


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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESSTitleEARLY WARNING SIGNS TO FORECAST FINANCIAL CRISIS IN PAKISTAN Hameeda Akhtar, Dr Zaheer Abbas, Ikramullah Toor EXCHANGE RATE AND MONETARY POLICY: A COMPARATIVE STUDY OF PAKISTAN AND 25 DEVELOPED-EMERGING ECONOMIES Nousheen Tariq Bhutta , Dr. Zaheer Abbas, Dr. Safiullah Khan FINANCIAL INTEGRATION AMONG SAARC MEMBERS: TIME SERIES ANALYSIS OF INTEREST RATES Shazia Iqbal Khalid , Nishwa Iqbal , Mohammad Umer , Dr. Zaheer Abbas ATTITUDE OF GOMAL UNIVERSITY TEACHERS TOWARDS STUDENTS EVALUATION SALAHUDDIN KHAN, MUHAMMAD SHAH, ALLAH NOOR, RAHMAT ULLAH SHAH ASSESSING THE SATISFACTION OF INSURANCE CUSTOMERS AND ITS IMPACT WITH REFERENCE TO SAUDI ARABIA Dr. Abdalelah S. Saaty

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RELATIONSHIP BETWEEN SCHOOL EFFECTIVENESS AND 306 ACADEMIC PERFORMANCE: A STUDY OF SECONDARY SCHOOLS IN KHYBAR PAKHTOONKHAW, PAKISTAN Shahnaz Parveen, Saeed Anwar, Dr.Muhammad Iqbal Majoka ROLE OF HIGHER EDUCATION COMMISSION IN THE PROMOTION OF RESEARCH CULTURE IN PUBLIC SECTOR UNIVERSITIES: A COMPARISON OF GENDER PERCEPTION. JAVED IQBAL, UMAR ALI KHAN, RAHMAT ULLAH SHAH, ZAFAR KHAN, BIBI ASIA NAZ & SHADIULLAH PRODUCTIVITY TRENDS IN PAKISTAN: AN ANALYSIS OF SERVICES SECTOR Khalil Ahmad , Muhammad Ilyas AN ECONOMETRIC ANALYSIS OF EXPORT - LED GROWTH HYPOTHESIS: REFLECTIONS FROM PAKISTAN Hassan Mobeen Alam 316

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FINANCIAL PERFORMANCE OF LEASING SECTOR. THE CASE OF PAKISTAN Hassan Mobeen Alam , Ali Raza, Muhammad Akram

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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESSTitlePECKING ORDER AND TRADE-OFF MODEL: THEORY VS PRACTICE Junaid-ul-haq, Rao Umer Nasir, Wasimullah MONEY SUPPLY AND PRICES RELATIONSHIP (EVIDENCE FROM PAKISTAN) SALEEM KHAN, PROF. DR. KHAIR-UZ-ZAMAN DR. MUHAMMAD AZAM, SAMI ULLAH

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EFFECTS OF ORGANIZATIONAL RESOURCES ON 373 ORGANIZATIONAL PERFORMANCE: AN EMPIRICAL STUDY OF SMES. Mohammad Ziaul Hoq, Prof. Dr. Ajay Amarsingh Chauhan ERROR ANALYSIS: LEARNING ARTICLES AND PREPOSITIONS AMONG SECONDARY SCHOOL STUDENTS IN PAKISTAN Nasir Ahmad , Dr.Maqsud Alam Bukhari, Shafqat Hussain CONSUMER BRAND CHOICE IN A NO-BRAND AWARENESS SITUATION OF LOW INVOLVEMENT PRODUCTS Mohammad Ismail Soomro, Muhammad Masihullah Jatoi Dr. Rahman Gul Gilal 386

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A MEASURE OF UNIQUENESS AND SOCIAL CHARACTER TO 405 PREDICT SHOPPING BEHAVIOR: A COMPARATIVE STUDY ON GENDER DIFFERENCE Mohammad Ismail Soomro, Dr. Rahman Gul Gilal, Muhammad Masihullah Jatoi AN EMPIRICAL COMPARISON OF CAPM AND FAMA-FRENCH MODEL: A CASE STUDY OF KSE Muhammad Azam, Jasir Ilyas BOUNDARY-LESS BRAND MANAGEMENT Rizwan Ahmad Ch, Usman Asif, Kashif Javed, Muhammad Nizam BRAND MANAGEMENT: WHAT NEXT? Sumaira Shamoon, Saiqa Tehseen PREVALENCE OF PSYCHOLOGICAL PROBLEMS AMONG THE PEOPLE OF DISTRICT MANSERHA KHYBER PAKHTUN KHWA (KPK) PAKISTAN S. Farhana Kazmi, Tahir Pervez, AfshaWaheed 415

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COMPARATIVE EFFECTIVENESS OF MALE AND FEMALE 458 TEACHERS AS PERCEIVED BY THEIR STUDENTS Liaquat Hussain, Allah Noor khan, Professor: Dr Muhammad Shah, Muhammad Sibtain


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A COMPARATIVE STUDY OF THE ATTITUDES OF STUDENTS 462 TOWARDS TEACHING OF ENGLISH POEMS THROUGH TRADITIONAL METHOD AND GROUP WORK ACTIVITIES AT HIGH AND HIGHER SECONDARY LEVEL Allah Noor Khan, Dr. Muhammad Shah, Dr.Aisha Bibi, Dr.Umar Ali Khan EFFECT OF COMPUTER ASSISTED INSTRUCTIONS ON ACADEMIC ACHIEVEMENT AND CLASSROOM INTERACTION OF SECONDARY SCHOOL STUDENTS. Liaquat Hussain, Professor: Dr Muhammad Shah, Allah Noor Khan UNDERSTANDING BARRIERS TO INTRAPRENEURSHIP IN WORK AND SOCIAL AFFAIRS GOVERNMENTAL ORGANIZATION (A CASE STUDY IN IRAN) Habibollah Salarzehi , Amir Forouharfar 481

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POST PURCHASE ANTECEDENTS: INTERPLAY BETWEEN BUYER REGRET, SOCIAL CLASSES AND PRODUCT TYPES. Afzaal Ali, Dr. Muhammad Ismail. Ramay

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DETERMINANTS OF CONSUMER INTENTION TOWARDS BARGAIN 514 IN THE RETAIL MARKET. SOME FACTS FROM A DEVELOPING COUNTRY. Afzaal Ali, Dr. Muhammad Ismail. Ramay AN INVESTIGATION OF PERFORMANCE OF PUBLIC SECTOR ORGANIZATIONS Muhammad Razzaq Athar, Dr. Ashfaq Ahmad, Dr. Kashir ur Rehman 526

USER ACCEPTANCE DECISION TOWARDS MOBILE COMMERCE 535 TECHNOLOGY. A STUDY OF USER DECISION ABOUT ACCEPTANCE OF MOBILE COMMERCE TECHNOLOGY Sukena Sadia ECONOMIES OF SCALE IN BUFFALO MILK PRODUCTION IN DISTRICT DI KHAN Muhammad Sajjad, Dr. Munir Khan, Nasir Ahmad 548

ASSESSMENT OF THE CAUSATIVE FACTORS THAT MOTIVATE 555 PLAYERS TOWARDS PARTICIPATION IN SPORTS ACTIVITIES A CASE STUDY Mohibullah Khan Marwat, Dr. Salahuddin Khan, Professor Dr. Muhammad Shah


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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESSTitleJOB DESIGN AND JOB PERFORMANCE RELATIONSHIP: A STUDY OF PAKISTAN PUBLIC SECTOR EMPLOYEES. Dr. M. Safdar Rehman EXPLICIT AND IMPLICIT FACTORS OF JOB SATISFACTION: A COMBINATION THAT WORKS Ishfaq Ahmed, Dr. Zulfqar Ahmad, Muhammad Musarrat Nawaz, Zafar Ahmad

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JOB SATISFACTION OF MIDDLE LEVEL MANAGERS IN 587 PHARMACEUTICAL INDUSTRY OF PAKISTAN Dr. Zulfqar Ahmad, Ishfaq Ahmed, Muhammad Musarrat Nawaz, Zafar Ahmad WEAK-FORM EFFICIENCY OF TEXTILE SECTOR: AN EMPIRICAL EVIDENCE FROM PAKISTAN Dr. Taqadus Bashir, Prof. Dr. Mehboob Ahmad, Dr. Muhammad Ilyas Muhammad Usman Malik CONSUMER OR CUSTOMER - DOES THE LITERATURE CARE FOR A DIFFERENCE? Tasweer Hussain Syed, Dr. Naveed Akhtar, Dr. Nawar Khan THE REAL BATTLE STARTS NOW; MOVING BEYOND BRAND MANAGEMENT Fariha Naveed , Muhammad Naveed Babur PATIENTS SATISFACTION TOWARDS SERVICE QUALITY IN PUBLIC HOSPITAL: MALAYSIA PERSPECTIVE Mahazril Aini Yaacob , Zaherawati Zakaria, Azni Syafena Andin Salamat Zuraini Yaacob, Noor Azlina Salmi, Nur Farrahdila Hasan Rafidah Razak, Saiidah Nafisah Abdul Rahim THE RELATIONSHIP BETWEEN THE MANIFESTED AGGRESSION OF PARENTS AND THEIR DAUGHTERS S. Farhana Kazmi, Tahir Pervez, Neelam Aziz FACTORS INFLUENCING THE TRADE BALANCE OF PAKISTAN Dr. Saqib Gulzar, Khuram Shafi BRAND MANAGEMENT, WHAT IS NEXT? WORD OF MOUTH (WOM) AS A 6TH ELEMENT OF PROMOTIONAL MIX AND IMC Ahmed Nadeem, Haroon Rashid, Sheraz Ahmed Khan Niazi 600

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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESSTitleMODELLING MEAT EXPORT REVENUE FOR PAKISTAN Rana Muhammad Ayyub , Muhammad Bilal, Tahir Mahmood

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TOTAL QUALITY MANAGEMENT IN EXPORTING SME S OF PAKISTAN: 675 A CASE STUDY OF SPORTS GOODS MANUFACTURERS AT SIALKOT Bilal Bin Saeed , SAF Hasnu RESEARCH ON CUSTOMER DROPOUTS IN MICROFINANCE BANK OF PAKISTAN Dr. Rehman Gul Gilal, Muhammad Masihullah Jatoi , Naeem Gul Gilal EVALUATION OF EFFECT OF EXCHANGE RATE'S FLUCTUATION ON CAPITAL MARKET'S INDEX Dr. Saeed Fathi, Dr. Saeed Samadi, Mahmoud Tahmasebi Kahyani 689

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GENDER ROLES IN THE PRODUCTION OF RUBBER IN 711 IKPOBA- OKHA LOCAL GOVERNMENT AREAS OF EDO STATE, NIGERIA. F. G. Otene A.I.Age, S.S.Onjewu, D. Y.Giroh, P. Ogwuche and F.O.Igbinosa STABILIZED EARTH MATERIAL AS A VERITABLE INSTRUMENT IN ACHIEVING A SUSTAINABLE LOWCOST HOUSING DELIVERY; A CASE FOR NIGERIA. Arc. Ikechukwu Onyegiri, Dr. Chinedu Chidinma Nwachukwu Onyegiri Jamike FINANCIAL PERFORMANCE OF NON BANKING FINANCE COMPANIES IN PAKISTAN Hafiz Khalil Ahmad, Ali Raza & Waqas Amjad, Muhammad Akram ENTREPRENEURSHIP AND ECONOMIC GROWTH Mohammad Farooq Hussain, Junaid Sultan, Saqib Ilyas COMPARATIVE STUDY OF ACADEMIC ACHIEVEMENT OF SCIENCE AND ARTS STUDENT IN COMPULSORY SUBJECT AT SECONDARY SCHOOL LEVEL Liaquat Hussain, Allah Noor khan, Muhammad Latif, Iqbal Amin Muhammad Sibtain COMPARATIVE STUDY OF THE USE OF ILLUSTRATIVE MATERIAL IN CLASS-ROOM AT UNIVERSITY LEVEL Liaquat Hussain, Allah Noor Khan, Muhammad Latif Iqbal Amin, Muhammad Sibtain 720

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ORGANIZATIONAL AGILITY, A WAY TO IMPORT THE 766 ADVANTAGEOUS ASPECTS OF COMPETITIVE MARKET (AN ANALYTICAL-COMPARATIVE APPROACH ON AGILITY MODELS) Nour-Mohammad Yaghoubi , Mehdi Kazemi Mahboubeh Rahat Dahmardeh, Farideh Arhami ATTOCK PETROLEUM LIMITED UNDER SWOT ANALYSIS (A STRATEGIC FUTURE) Iram Rani, Minhoon Khan Laghari Muhammad Masihullah Jatoi EXTENT OF TRAINING IN BANKS AND ITS IMPACT ON EMPLOYEES MOTIVATION AND INVOLVEMENT IN JOB Muhammad Farhan Akhtar, Khizer Ali, Miss Shama Sadaqat, Shoaib Hafeez TAKING RISK FOR MAKING LOSS! THE CASE OF KARACHI STOCK EXCHANGE Syed Kumail Abbas Rizvi, Bushra Naqvi, Sayyid Salman Rizavi IMPACT OF GLOBAL FINANCIAL CRISIS ON THE HEALTH OF PAKISTANI BANKS Asad Ejaz Sh., Usman Yousaf, Farah Naz Naqvi Saima Sardar, Bushra Usman CHILDREN AS PARTNERS IN THE HOUSEHOLD: ANALYSIS OF CHILDREN S HOUSEHOLD WORK Dr. Sayyid Salman Rizavi, Farida Faisal GIRL-CHILD EDUCATION IN NORTHERN NIGERIA: PROBLEMS, CHALLENGES, AND SOLUTIONS Mukhtar Alhaji Liman, Ratnawati Mohd Asraf Shittu, Ahmed Tajudeen NEW GROWTH THEORY: A PANEL DATA APPROACH Dr. Sayyid Salman Rizavi, Syed Kumail Abbas Rizvi Bushra Naqvi TESTING STATIC TRADE OFF THEORY (A CASE OF MANUFACTURING INDUSTRIES IN PAKISTAN) AIMAN ALI 784

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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESSTitleSIGNIFICANT DETERMINANTS OF INCOME INEQUALITY IN PAKISTAN:A TIME SERIES ANALYSIS Hassan Khan, Saima Sarwar A SURVEY ON THE RELATIONSHIP BETWEEN FINANCIAL PERFORMANCE AND CORPORATE VENTURING Bahman Hajipour, Somayeh Mas'oomi USER PERCEIVED QUALITY OF SOCIAL NETWORKING WEBSITES: A STUDY OF LAHORE REGION Dr. Sayyid Salman Rizavi, Dr Liaqat Ali Sayyid Haider Mustafa Rizavi THE CHALLENGE OF CULTURE TO INTERNATIONAL FINANCIAL REPORTING STANDARDS (IFRS) CONVERGENCE Mukoro Dick Oluku , Ojeka, Stephen A. TIME USE SURVEYS: METHODS, USES AND LIMITATIONS Dr. Sayyid Salman Rizavi, Farida Faisal WELFARE IMPACT ANALYSIS OF LABOUR EMIGRATION AND WORKERS' REMITTANCES: A CASE STUDY OF PAKISTAN. Ms. Zainab Ijaz , Mr. Khalid Aftab CAPM-EXCLUSIVE PROBLEMS EXCLUSIVELY DEALT Dr.Qaiser Abbas,Usman Ayub, Syed Kashif Saeed EFFECTIVE TEACHING OF MATHEMATICS IN PRIMARY AND POST-PRIMARY SCHOOLS Nwaneri M.O USING DIRECTION FINDER TO EVALUATE PROJECT LEADERSHIP DIMENSIONS . CASE STUDY: IRANIAN PROJECT MANAGERS Gholamreza Gudarzi, Maysam Chegin

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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESSMAX WEBER S THEORY RE-VISITED: MODERN ORGANISATION CULTURE STIMULATING PRODUCTIVITY

Dr Andries J du Plessis UUNZ (Academic partner of the University of Southern Queensland), Auckland , New Zealand Prof. Jan C Visagie School of Human Resource Sciences NorthWest University, Potchefstroom, South Africa

Dr D Wijnbeek School of Human Resource Sciences NorthWest University, Potchefstroom, South Africa

Abstract The purpose of this paper is to revisit the work of Max Weber, German sociologist, and to highlight important business anchors. The world and therefore organisations are changing and they need to understand their current situation, as well as to plan towards new horizons. It is important to understand action, as well as stimulate definite action in support of changing. Verstehen (understanding) of action (motive and motion) and constructions of ideal types (scenarios) spur important questions to modern organisations. The design of the study is based on a stratified random test sample; 265 questionnaires were distributed in the organisation. The response rate was 78%. The main findings indicate that the large gap between the current and preferred culture, creates and spurs a lot of stress and frustration. The gap indicates the specific readiness level for change in the company and may also point to a leadership crisis. The present study indicates a very strong role culture in the studied business, whilst personnel yearn for a performance culture. The gap identified is also of such a nature that change is inevitable. Keywords: MAX WEBER S THEORY; MODERN; ORGANIZATION; CULTURE; STIMULATING; PRODUCTIVITY 1.Introduction Organizational culture is the pattern of beliefs and values, rituals and sentiments that is shared by the members of an organisation. It influences the actions of all individuals and groups within the organisation (Du Plessis, 2010). According to Nel, Werner, Poisat, Sono, Du Plessis and Ngalo (2011) culture has an influence on most aspects of organisational life, for example how decisions are made, who makes the decisions, how does recognition take place, who is promoted, how people are treated, and how the organisation reacts to its environment. Evidently it is important to have a thorough


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knowledge of the culture within the company. Despite these, relatively few surveys in this regard, have been conducted in developing countries such as South Africa. There are different perceptions towards their culture in the specific organisation used in this study. The organisation and the industry experience a constant and fast changing environment, internal diversity, even spurred by new labour legislation, as well as different ideological undertones (Hrtel & Fujimoto, 2010). Organisational culture forms the binding factor amongst employees and must therefore be utilized to steer employees with the prospect of ensuring a motivational climate, conducive to productivity in the midst of all the change (Stone, 2008). 2. MAX WEBER S VERSTEHEN 2.1 UTILIZATION OF VERSTEHEN In view of the above, this study had five major objectives. The first objective was to study the term action, descriptive of both behaviour and patterns of thought from a theoretical perspective. The Verstehen (understanding, if translated from German) theory of Max Weber provided the basis of the study in terms of: a true understanding of action; rationalising action into different ideal types that may be used in research; using qualitative, empirical, scientific research methods and still be able to Verstehen (understand) the subjective orientation of the individual actors performing actions, while also allowing the researcher the opportunity to come to terms with their own values regarding the specific study. Weber s contribution to the establishment of sociology as a science is enormous. More than forty years ago Sahay (1971:1) describes Weber as the most important and famous theorist in sociology. Not withstanding his influence, Abrahamson supports the fact that empirical studies on Weber s perspective are very scarce (1981:214). Max Weber s Verstehen theory focuses on building ideal types representative of specific study aspects. In this respect Whyte (1991:91) believes that Weber s studies could be seen as the origin of later studies on management and labour. 3. WEBER: BACKGROUND Weber lived from 1864 to 1920 in which he, a German, experienced the unification of Germany under Bismarck and the development of the German nation state. Weber saw phenomenal growth in Germany with industrialisation, as well as efforts in creating a German Empire culminating in World War I (Du Plessis, 2000). Max Weber was born to a middle class family where his parents influenced his life in a definite and different way. Weber s father was a bureaucrat who loved daily pleasures. His mother, instead, was a devout Calvinist who bypassed her day s activities to obtain eternal redemption. The difference in life style created marital tension that left a definite influence on Weber, the importance and his values about life (Du Plessis, 2000).


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Weber was a student, originally in law, but later also of economy, history and sociology. His life moods moved between manic periods of outstanding productivity and fatal depression. Not withstanding this, it seems as if Weber s work gives large insights into the processes of transformation and rationalisation (Du Plessis, 2000). 4.THE ROLE OF SOCIOLOGY AND OTHER SOCIAL SCIENCES Weber indicates that sociology has the task to deliver an asked for service to history. Sociology tries to create concepts and generalized uniformities and empirical processes with which the world could be understood in more than only an economical or nomothetical perspective. Weber defines sociology as the science that facilitates interpretative understanding of social action to arrive at the causal explanation of the cause and impact of the action (Stryker, 1980:43). From the Verstehen theory of Max Weber, it is argued that the actions of people must be understood before situations are explained. From this view this perspective links to symbolic interactions, ethno-methodology and other micro-sociological perspectives (Ritzer, 1996:227). Making use of ideal types, Ritzer (1996:227) is of the opinion that Weber focuses on large-scale structures and not primarily on what individuals do or why they do it. These large-scale structures are therefore not reduced to individual action. The opinion is rather that structures determine individual action and not individual motives per se. Structure therefore determines action. 5. THE TERM VERSTEHEN The German word for understanding is Verstehen. Weber s thoughts on Verstehen were general amongst German historians and came from hermeneutics. Hermeneutics, especially in Weber s time, was an effort in the understanding of the author s thoughts, as well as the basic structure of the text. The idea of interpretative understanding was first used by the historian Droysen and was intensely exploited by the follower Dilthey (Coser, 1971:220). The researcher can only truly explain social phenomena, if they clearly understand the meaning that people attach to their actions. Max Weber opens a total new way in his Sociology, measured against his predecessors. Weber focuses on individual human actors, whereas his predecessors viewed Sociology from sociostructural glasses (Du Plessis, 2000; Coser, 1971:114). Although Weber experienced critique that his research methodology of Verstehen is irrational and subjective, he argued that true Verstehen can only be realised by systematic, precise research, rather than just a feeling for a text or a social phenomenon. Weber distinguishes his theory of that of other Sociologists based on the following four anchors: Weber s sociological theory rests fundamentally on action as the primary unit of research.


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The definitions that Weber developed for the diversity of social action indicate his systematic approach. The accentuation of the meaning of social action per se. The framework of empirical generalizations (ideal types) with which he explain the modern world, those are bureaucracies and capitalism (Sahay, 1971:10). 6.DIFFERENT STUDY APPLICATIONS

6.1 CULTURE STUDIESWeber utilizes culture studies in his effort to understand, although he does stay collected about his culture studies. An analysis comes from a specific life and world view ( weltanschauung in German) and could therefore not be generally accepted (Van der Walt, 1997:14).

7. SOCIAL RELATIONSHIPSDifferent types of social action exist not per se, but originate from interaction based on a relationship at the time of interaction. Weber applies this viewpoint to amongst other, bureaucracies, and indicates typical characteristics such as depersonalization, routine and mechanically predictable activities.

ACTIONAction, to Weber, is both motive and motion together in a means-ends relationship, because motion is meaningless or empty if it is without a motive, whilst a motive cannot be determined without motion. Social action therefore exposes or unlocks social motive and motion (Sahay, 1991:68). Weber s total sociology is based on his idea of social motion (Ritzer, 1996:228). Weber explores his methodology of ideal types to explain action according to four basic types. These ideal types show forward to Weber s concerns about larger social structures and institutions, because for him, it is systems that inhibit or stimulate specific action. Weber applies ideal types to clans, status and power and discusses themes such as rationalization, the economy, religion, the community and the city. The different classifications of social action serve a dual goal, namely: It allows Weber to make systematic typological divisions amongst orientations for action It creates a basis for his analysis of the development of Western society.

SCIENTIFIC STUDY IN THE SOCIAL SCIENCESUnderstanding (or Verstehen) to Weber is not the subtle intuitive sympathy that philosophers believe in (Du Plessis, 2000; Cloete, 1996:3), but intellectual, analytical and predictable explanations of action. This urge for scientific study may be translated to organization development and its methodology in studying organisations.


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Weber has a comparative approach throughout his work. Rex (as cited in Sahay, 1971:33) believes that it is possible to develop a sociological language and a limited number of categories that will explain all historical social systems. Weber underwrites the radical division of the German philosopher, Kant that natural sciences analysed with nomothetic methods and social sciences with ideographical glasses. To Weber a specific action implies a specific motive. A causal explanation may explain or show the cause (motive) and effect (motion) of a specific type of action (Parker & Brown, 1981:14). Because human actions do not comply with fixed rules as the physical sciences, Weber developed the concept of sufficient causality.

CONTROL AND CHANGEWeber saw society as a system where participant individuals aspire to regain control of their own actions and institutions that they created. The problem of control and order embrace the viewpoint that social institutions that were originally created by people take control over the people that originated it. Change is constant, especially in modern times with expanding technologies. Change implies action. Weber argues that values, underlying to motives, have to change to accept orderly change (Abrahamson, 1981:216). Anthropologists such as RadcliffeBrown and Malanowski, argues again that change in one element, influence other elements, but not necessarily to the same order.

IDEAL TYPESSocial scientists build models or ideal types that explain the relationship amongst applicable key elements in the social world. Reality is then organized by creating analytical concepts. An ideal type can be defined as a one-sided accentuation of one or more premises and the synthesis of various independent, different, largely representative or sometimes absent concrete individual phenomena that is organised in accordance to a one-sided unified analytical construct. In its purest form, this cognitive construct cannot be found in reality (Ritzer, 1996:22). Weber recognizes that the definition of ideal types make it impossible in actual life. Not withstanding the reality, Weber argues that ideal types capture different social phenomena in a theoretical framework that can indicate similarities and deviations amongst different social actions. The ideal types therefore facilitate understanding and action based on that comprehension. Sahay (1971:72) list a few characteristics of ideal types as: Identifying the characteristics of a unique action or phenomena. Organizing the facts of an action so that the causal relationship amongst the different facts become clear The conceptualization of basic, general characteristics of social action in its purest form. There may be deviations of the pure form in practice. The above does not imply timeless ideal types, because concepts in the social sciences cannot be timeless but need to be specific, in the thoughts of Weber. Flowing from the motive for action, ideal types enclose a structure or basis with specific values that may change mainly by changes to the structure or basis (Abrahamson, 1981:208).


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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESSVALUES IN RESEARCH

Weber had a dualistic point of view regarding values of the researcher. At the one end Weber s standpoint is that a researcher has to be value-free or value neutral, although at the other end he also indicates that an attitude of moral neutrality have no relation with scientific objectivity (Du Plessis, 2000). 8. CRITIQUE All human knowledge is but manmade and relative to a specific time and to specific circumstances. It is also the expected that not even Max Weber s Verstehen is without critique. Some critiques assume that Weber s ideas are not neatly integrated into a consistent theory. It is also meant that Weber s ideas are very loose and general. The Weber literature was originally in German and translations into English are not perfect. Some also indicate that Weber s thoughts stretched over such a broad spectrum, that one cannot expect to see all of his ideas in one theory. 9. ORGANISATIONAL CLIMATE The second objective was to indicate, from literature, the essence of a motivational climate conducive to productivity in relation to organizational culture. Organizational climate is seen as the perceptions of employees about the actions of management, perceptions about communication patterns, dominant motivational styles, policies, procedures and practices which motivate or demotivate individuals on either an informal or formal level towards action from their positions in ensuring organizational success (Hrtel et al, 2010, Du Plessis, 2010). Climate in general, stems from a certain organizational culture and culminates into certain practices. Managers / leaders commit themselves to practices where they accept individual differences, place people into meaningful positions, set challenging targets, ensure that targets are reachable, reward results applicable to individual needs and continuous control of organizational systems for fairness and equity and applicable reward systems. Management leaders create a climate through continuous articulation of their vision with emphasis on core values, commitment and assistance to employees through coaching, mentorship, feedback, role-modeling and enthusiasm, linked to honest recognition and rewards of success. The position of organizational climate may best be indicated by the following figure:


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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESSFIGURE 1: the position of organizational climate

CURRENT PRACTICES CLIMATE CULTURE

(Schneider, 1990:416) The above figure supposes that a climate, consisting of perceptions of employees within an organization, reflects on culture as well as on practices. The perception that employees have is sculpted according to the culture that they experience in the organization. The practices again, are products of the specific climate - it flows forward from the climate and reflects and strengthens the climate. 10. ORGANISATIONAL CULTURE IN THE WORKPLACE The third aim of the study was to discuss culture as an element in the workplace. Organizational culture may be described as an ideal that serves as a filter for the actions of individuals to create internal integration and external adaptation over a long period. Individuals are socialized into a specific culture based on definite values, postulations and norms (Nel et al, 2011). Organizational culture develops from diverse inputs, where the focus is mainly on the role of management in the formation, establishment and adaptation of organizational culture, as well as the acceptance of the culture by individuals. The history and size of the organization together with workgroups play a significant part in organizational culture. It is also stressed that the typical managerial functions of planning, organizing, leading and control even if only indirectly, are affected by culture. The Harrison/Handy Cultural Typology was identified as possibly the best tool to study and measure organizational culture with. 11. AN ANALYSIS AND DISCUSSION OF THE MOST IMPORTANT FINDINGS The fourth objective of the study was to measure the perceptions of a specifically contracted managerial group in a large organization. Based on the theory, the culture analysis of Harrison and Handy were utilized so as to analyze individual perceptions on organizational culture and construct ideal types on culture which may form a mindmap for management. Harrison and Handy identified different phenomena with which they created idealtypes. To them, there are mainly four organisational cultures, namely: Power culture, consisting


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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESSRole culture consisting Task or performance culture and Individual culture consisting.

With a tested and proven questionnaire, exploring organizational culture based on the model of Harrison and Handy, the culture within a large national company was evaluated. The results were differentiated according to relevant discriminating factors. According to these factors, certain conclusions were made.

THE TARGET POPULATIONAlong a stratified random test sample 265 questionnaires were distributed in the organisation forming a representative percentage of groups in total. All questionnaires received back could not be processed for being spoiled or arriving after the return day. Only 207 of the 265 responses were usable. This response accounts for 78% of the test sample. The biographical picture, compiled from the different responses, illustrate that the dominant grouping is that of white males in the age groupings ranging from 36 to 55, and dominating the year s service grouping of 8 to 15 years at the center of middle management. The Paterson grading levels according to the original contract with management included D1 to D5. Changes, such as promotions, took place and therefore the bands were stretched to include E and F, as well as the upper C-levels. The larger number of respondents falls into the Paterson D2 band that is typically of the nature of middle management. It must be noted that not all respondents knew what their Paterson grading is and had to find out before the completion of the questionnaire. The vagueness around Paterson grading also reflects a specific culture where secrecy plays a strong part. The secrecy of grading has a ripple effect to the extent that employees do not really trust their gradings. Service years may have an influence on culture, considering that employees are socialized in a company and also learn to operate and feel comfortable within a specific culture. The organization is known for long service of its employees, whilst practices such as longs service bonuses and pension payment scales enforce long years of service. The long years of service support the reliability of results, because the respondents can reflect with enough experience on the current and expected cultures. Responses returned represent an almost equal distribution of respondents from different business units. The test sample represents a well-educated grouping with 88.5% having higher qualifications than a senior school certificate. These qualifications range from certificates, degrees, and diplomas to post degree qualifications. The scientist is of the opinion that, in the light of the level of qualifications, questions could be interpreted by the respondents and that the results are therefore, in this instance, valid.


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The sample is stratified along the Paterson grading system and not primary along business unit lines. Different business units focus on different activities and may develop different sub cultures. Respondents are equally represented from different units (see Table 1 below).

TABLE 1: Business units of respondents

CATEGORY MEMBER SERVICES/TRANSPORT PRODUCTION DISTRIBUTION COMMERCIAL OTHER TOTAL

NUMBER 40 46 37 26 58 207

PERCENTAGE (%) 19 22 18 13 28 100%

There are therefore comparable numbers of responses from different units. The category Other , which represent the largest percentage in the above, encloses mainly the functional head offices and does therefore not really form a business unit per se, although it represents view points of middle managers and specialists in these disciplines.

STATISTICAL ANALYSISWith reference to the questionnaire and the processing of the questionnaire, it is clear that all the a -responses next to questions, as well as all the b , c en d -responses separately total in separate sums to give a representation of a specific culture typology. Below are some graphs that reflect the information in the different typologies.

In the figure below (Figure 1) the points of view regarding the current culture (primary y axle) is contrasted with the views on the preferred culture (secondary y axle). The x-axle represents the different culture categories as they are indicated in the Harrison and Handy model. Responses in the above are reflected as percentages of the total. From the research it shows that the most dominant current culture is the power culture followed by the role culture typology, then the task or performance culture and lastly the individual culture. The research also illustrates that the most preferred culture is that of the task or performance culture, followed by the individual culture, then the role culture and lastly the power culture. The preferred, performance culture, is the direct opposite of the


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current dominant power and role cultures. The researchers came to the conclusion that the large gap between the current and preferred culture, creates and spur a lot of stress and frustration. The gap indicates the specific readiness level for change in the company and may also point to a leadership crisis whereas people have certain aspirations, but do not experience any guidance to that extent.

FIGURE 1: CURRENT VERSUS PREFERRED CULTURE

PREFER 35

CURRENT 40

30 30 25

20 20 15

10 10 5

0

0

If the above 2 most representative current cultures are contrasted with the two most preferred cultures, it results to the following condensation:


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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESSTABLE 2: CONDENSATION OF CULTURES TASKS AND ROLES

ASPECT STRUCTURE

TASK/INDIVIDUAL CULTURE POWER/ROLE CULTURE Network structure Fixed hierarchies in Silo structure Strong team focus Strong individuals within the hierarchy Change according to needs Fixed and rigid Small head office Strong and large head offices COMMUNICATION Open in and between networks Up and downwards communication through the hierarchy and silo s REMUNERATION In teams, according to performance Fixed system Primary according to contribution Remuneration primary according to position in hierarchy CONTRIBUTION According to knowledge According to position in hierarchy, age and years service LEADERSHIP Process facilitator Bureaucratic DECISIONS Delegated, within teams / networks One person or a senior management group ( silo facade) AUTHORITY Decentralized Strongly centralized FOCUS Service focused on customer needs Service primarily the needs of the silo s ORGANIZATION Typical within a professional or Typical within a stable production team environment environment or a bureaucracy ENVIRONMENT Dynamic Stable REACTION TO Creative and reconnoiter Reactive and sometimes CHANGE anticipative There are large gaps between the current and preferred cultures. The different cultures represent ideal types in the words of Weber that is based on personal points of view of the different respondents. These differences are not reconcilable because it is in conflict with the aim of culture creation, namely pattern forming and integration (Schein, 2010). The gap between the current and preferred cultures needs to be addressed because these differences stimulate or inhibit specific actions. In the study it was indicated that a motivational climate is grounded with a specific culture and manifest in specific practices or actions. The actions of Weber in his Theory of Verstehen need to fit into the preferred culture to enhance a motivational climate. Based on the demographics of the test sample, there were no significant differences amongst discriminating factors regarding perceptions of culture according to: Sex Racial grouping Age Years of service


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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESSQualification level Business unit.

The test sample in the given company was by and large of a homogene nature. The homogeneity of the group support congruence of findings.

FIGURE 2: CULTURE VIEW ACCORDING TO BUSINESS UNITOTHER 3500 3000 2500 2000 1500 1000 500 0 DISTRIBUTION COMMERCIAL MEMBER SERVICES & TRANSPORT PRODUCTION

In Figure 2 above the graph was generated from the sum total of individual responses to culture categories. The y-axle reflects the results per business unit against the current and preferred cultures on the x-axle. From the above there is support for the viewpoint that work group may influence work culture. The category Other , mostly representative of functional head offices, strongly prefers a task culture. It is also interesting to view that Production and Member Services and Transport experience a role culture rather than a power culture as the dominant current culture. This difference to the overall picture may be ascribed to specific leadership styles within the mentioned business units. Leaders are of the primary determinators of organizational culture. It also supports the overall view that there is a change potential amongst all the business units from current culture to preferred culture.


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In measuring the perceptions of a specifically contracted managerial group in a large organization, some of the major findings were: that the reigning dominant cultures are firstly the power culture, followed by the role culture; that the most preferred culture, on the other hand, is the task culture or performance culture; that all groups had the same perspective towards the current and preferred cultures; That the gaps between the current and preferred cultures are large. The researchers came to the conclusion that based on the results of the empirical study: the organization shows a remarkable high level of readiness to change and The organization experiences a leadership crisis.

FIGURE 3: CULTURE VIEW ACCORDING TO PATERSON LEVEL

C THOUSANDS 5

D1

D2

D3

D4

D5

E-F 350 300

4 250 3 200 150 100 1 50 0 0

2

The above figure (Figure 3) indicates on the primary y-axle the responses of the grades D1, D2, D3 and D4, whilst the secondary y-axle reflects the responses of the C, D5 and E to F-groupings. Figure 3, above, also correlates with the overall picture regarding the perception of the current and preferred cultures. It seems that the higher the grading, the more the


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respondents prefer the task culture. See especially the groupings D5 and E to F. Based on their seniority these mentioned groupings must from themselves be initiators of culture, although they experience the largest gap between current and preferred culture. It may be possible that especially the senior groupings experience a lack of leadership or empowerment. This frustration (based on lack of empowerment) of especially the senior groups may also highlight practices with which they do not want to associate them with. 12. RECOMMENDATIONS The following recommendations to the management team are formulated as follows: Management needs to take note of the outcome of this survey. The questionnaire in itself is already a reliable intervention that could heighten expectations. These expectations need to be addressed. The results of the study need to be communicated throughout the organization. A stronger awareness of change needs to be created. Management ought to play an active role in addressing the findings of this survey. Management needs to appoint a project team empowered to initiate and drive the change process. A reliable external consultant ought to facilitate this process. The process of structuring, identifying focus areas, projects, manpower utilization, performance management, remuneration, diversity and career planning, need to be addressed and aligned with the preferred culture and the challenges of postmodernism.

13. CONCLUSION The studied organization operates in an environment that is currently undergoing rapid change. The organization per se, is diverse in amongst others number of managerial levels, culture groupings and divisions or business units. International competition is becoming fiercer which in turn puts a stronger emphasis on productivity. The typical nature of the industry is that production-flow is cyclical of nature and that change is slow against the background of agriculture orientated industry. The market environment is however pushing for faster adaptation, although the nature of the industry is to be more stable. Organizational culture holds the key to productive and highly successful organizations. Managers / leaders have the responsibility to unleash the dynamics of organizational culture in order to create a motivational climate. Only a highly motivated workforce secures growth, stability and profitability. Revisiting Weber s Verstehen also re-opened a world useful for modern-day business. Max Weber lived almost a century ago, at the time of the industrialisation of Germany and the modernistic ideology culminating in bureaucracies. The world is ever changing, even ideologically. The change currently is to a postmodernistic ideology with a new emphasis on understanding different people. Businesses spread their wings and become global players, whilst they are also unbundling to focus


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on core business aspects. In this turbulent management arena, Weber's value still stands namely that: Action (motive and motion) must be verstehen, and To really plan and understand action, construct ideal types.


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REFERENCES Abrahamson, M. (1981). Sociological theory. An introduction to concepts, issues, and research. Englewoord Cliffs, N.J.: Prentice Hall. Coser, L.A. (1971). Masters of sociological thought. Ideas in historical and social context. New York: Harcourt Brace Javanovich. Du Plessis, A.J. (2010), International Human Resource Management: an overview of its effect on managers in global organisations. Interdisciplinary Journal of Contemporary Research in Business, August, 2 (4): 178-192 Du Plessis, A.J. (2000). Labour Law and Dispute Resolution in Agriculture. Unpublished PhD Thesis. Potchefstroom University: Potchefstroom. South Africa Hrtel, C. E. J. and Fujimoto, Y. (2010). Human resource management: Transforming theory into practice. New South Wales: Pearson Education, Australia. Nel, P.S., Werner, A., Poisat, P., Sono, T. Du Plessis, A J., Ngalo, O. (2011). Human Resources Management. 8th edition. Cape Town: Oxford University Press Parker, S.R., Brown, R.K. A.O. (1981). The Sociology of industry. Studies in Sociology: 1. London: George Allen & Unwin. Ritzer, G. (1996). Classical Sociological Theory (2nd ed.). Singapore: McGraw-Hill Sahay, A. (Ed.) (1971). Max Weber and modern sociology. London: Routledge & Kegan Paul. Schneider, B. (Ed). (1990). Organizational Climate and Culture. San Francisco: Jossey-Bass Publishers. Schein, E. (2011). Organisational culture and leadership. John Wiley & Sons San Francisco. Stone, R. J. 2008. Human resource management. 6th edition. John Wiley and Sons, Australia Ltd. Stryker, S. (1980. Symbolic Interactionism. A social structural version. Phillippines: Benjamin/Cummings. Van der Walt, B.J. (1997). Afrosentries of Eurosentries? Ons roeping in n multikulturele Suid-Afrika. Potchefstroom: PU vir CHO. (Instituut vir Reformatoriese Studie. Studiestuk Reeks F2, nommer 66.) Whyte, W.F. (1991). Social theory for action: how individuals & organizations learn to change. Newbury Park, Calif.: Sage.


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Customer Satisfaction towards e-Services provided by Municipal Services: A Case Study in Majlis Perbandaran Sungai Petani (MPSPK)Zaherawati Zakaria (Corresponding author) Faculty of Administrative Science & Policy Studies, Universiti Teknologi MARA, P. O Box 187, 08400 Merbok, Kedah Malaysia Kamarudin Ngah Pusat Penyelidikan Dasar dan Kajian Antarabangsa (CenPRIS) Universiti Sains Malaysia (USM), Pulau Pinang Zaliha Hj Hussin Faculty of Administrative Science & Policy Studies, Universiti Teknologi MARA, P. O Box 187, 08400 Merbok, Kedah. Malaysia Nazni Noordin Faculty of Administrative Science & Policy Studies, Universiti Teknologi MARA, P. O Box 187, 08400 Merbok, Kedah Malaysia Mohd Zool Hilmie Mohamed Sawal Faculty of Information Management, Universiti Teknologi MARA, P. O Box 187, 08400 Merbok, Kedah Malaysia Zuriawati Zakaria Faculty of Business & Finance, Department of Finance, Universiti Tunku Abdul Rahman, Kampar Jalan Universiti, Bandar Barat, 31900 Kampar, Perak, Malaysia

Abstract Malaysia has launched the multimedia super corridor (MSC) and one of MSC Flagship Application is e-Government. The e-government initiatives done by Malaysia s government began in 1997, with the launched of MSC s e-Government Flagship Application (Malaysia ICT, 2009). It means that, until now the implementation of the eGovernment is 13 years. According to Malaysia ICT (2009), the main focus of eGovernment is to provide efficient and effective government delivery services to the Malaysians through internet, kiosk, Interactive Voice Response (IVR) or telephone or mobile phone. They can easily access the services and fulfill their requirement smoothly without any disruptions. But there are some customers believe that the e-services do not make their work easier but the obstacles against the use of e-services, largest number of respondents said that they have no internet access or those do not know how to use the internet. Thus, this research is try to investigate to what extent the customer satisfaction towards the implementation of the e-services and to examine the relationship between independent variables and customer satisfaction towards e-services in Majlis Perbandaran Sungai Petani, Kedah (MPSPK). This study was done in Sungai Petani area of Kedah. The total respondents are 230 customers at Sungai Petani where the respondents were selected randomly. The study uses Descriptive Statistic, Pearson Correlation and Cronbach s Alpha in order to analyze the data gathered by using Statistical Package for Social Sciences (SPSS). The result indicates that there is a significant relationship


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between customer satisfaction towards e-services and ease of use, trust, and privacy and security. In recommendation, the research suggests the links and direction to use the eservices in the MPSPK s website must be easy to access in creating the user-friendly website for customer s uses. Furthermore, the research suggests MPSPK should promotes their e-services in wide scale to be a friendly website and feel secure in doing transaction. In future research, more variables should be study in e-services matters such as experience, information literacy, reliability, system availability, responsiveness and empathy by putting more value added of e-services implementation. With that, it hopes can increase the customer satisfaction to MPSPK as well as other government agencies at large. Keywords: E-government, e-services, Government, Customer, Satisfaction, Local Government. 1. Introduction Since the revolution of information and communication technologies (ICTs) widely across the world, 173 out of 190 countries, use ICTs to deliver the government services like Internet in order to increase efficiency and effectively in delivering the electronic Government (e-Government) information and services by reducing the cost and also provide the higher quality of service (Maria and Bo, 2009). The e-Government practices also take place in the countries such as the UK and in the 1980s and 1980s; many of the local governments in countries like Australia also made the changes. Furthermore, government of Malaysia has launched the multimedia super corridor (MSC) and one of MSC Flagship Application is e-Government. The e-government initiatives done by Malaysia s government began in 1997, with the launched of MSC s eGovernment Flagship Application (Malaysia ICT, 2009). It means that, until now the implementation of the e-Government is 13 years. According to Malaysia ICT (2009), the main focus of e-Government is to provide efficient and effective government delivery services to the Malaysians through internet, kiosk, Interactive Voice Response (IVR) or telephone or mobile phone and government can respond to the needs and demand of the citizens. E-services are one of the seven pilot projects of the e-Government Flagship Application. E-services in the public sectors have been generally undertaken in the wider framework of governmental electronic services (e-government) (Alessandro, 2005). The e-services is a term of services that conducted over the electronic networks such as Internet and wireless network as well as electronic environments like ATMs, Kiosk and others (Rust and Kannan, 2003). In addition, e-services also known as internet-based customer service that can improve the service levels and increase the customers loyalty, hence can save the money (Thompson, 2002). For the purpose of this research, the researchers only concentrated on the e-services and want to know to what extend the perception among the public after 13 years of its adoption in Sungai Petani area. Gathering of public perception remains to be one of the most crucial initial undertakings that would dictate for the deployment of egovernment programs (Qurban and Austria, 2008). This research is to investigate the public perception towards the e-services provided in MPSPK. So, the factors are ease of use, trust, and privacy and security can determine whether the publics are satisfy or not with the e-services provided by the service providers. This research conducted in Majlis Perbandaran Sungai Petani, Kedah (MPSPK) and it is located in the middle town of Sungai Petani where is in Kedah area. MPSPK is a local authority that had adapted the e-services which is clearly stated in their website, http://www.mpspk.gov.my/home. The e-services provided by MPSPK for their customers are e-aduan, e-tanah, e-borang and e-bayaran. Their customers are consists of residents at Lembah Bujang, Sungai Petani, Semeling and other areas. Furthermore, this study is to identify whether the public may receive the full information about the eservices provided by MPSPK. The study is also to investigate what extend satisfaction


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towards the implementation of the e-services in MPSPK. On the other hand, this study also wants to examine the relationship between independent variables (factors influencing customer satisfaction towards e-services) and dependent variable (customer satisfaction).

2. PROBLEM STATEMENT The ease of use can be defined as when experience no difficulty or effort (Cambridge Advance Learner s Dictionary, 2003) in using the e-services by the customers. They can easily access the services and fulfill their requirement smoothly without any disruptions. But when, there are some customers believe that the e-services does not make their work easier. Finally, when asked about the obstacles against the use of e-services, largest number of respondents said that they have no internet access or those do not know how to use the internet (Secretariat of the Latvian Minister 2005). The reason of the different educational background had by every customer can be an indicator on how they do not know how to use the internet. The generation who are exposing to the information technology or technology environment will not have any problems in using the internet but those who are unsighted to the technology will face that problem. There are also have respondent mentioned that the website did not work correctly and they could not find the required information. Other than that, they mentioned that the e-services were not really easy to use because the process of downloading and accessing times are slow such as to download any kind of forms and navigation were difficult and took for a long time (Mehdi Asgharkhani, 2005). Trust or also can be known as trustworthiness are customers perceptions of particular attributes of e-vendors including the abilities, integrity and benevolence exhibited by the vendors when they handle the customers transaction. The trust in business to business (B2B) e-commerce is more difficult to establish than in traditional business, since there are even more barriers to overcome (Ming Wang, 2003). The government needs to build trust on the people to make them have the intention and believe in using e-services. The customers will not use the e-services and more likely will not feel satisfied with the services provided by the government through the internet if they don t have the trust on the e-services. When survey made by and asked the respondents what concerns by them about the e-services, most of them said that they cannot be sure that the documents which they file have been received (Secretariat of the Latvian Minister 2005). Besides, there also indicated that they do not really trust the e-services provider has control to protect their financial and personal information, and concern about the act of sending their private information via the internet. Furthermore, they as well as do not trust and confident of the information exchange especially made any payment through internet or online payment (Jasber Kaur and Noor Dalila Noor Rashid, 2008). The issue that usually arose related with the e-services is about security when doing online transaction. In fact, the vital for the customers to use the e-services is only accessing to secure electronic services (Ulf Melin and Karin Axelsson, 2009). According to Croom and Johnston (2003), the technical issues of security often become a problem for both customers and suppliers. For the suppliers, this problem occurred when they are implemented e-procurement which is referring to the process of purchase goods and services for the organization via Internet in their business. The security features in the eprocurement is important to maintain the integrity of the organization s information networks. The problem is this feature was regularly found that firewalls prevented the conduction of electronic payment (Croom and Johnston, 2003). Walker and Harland (2008) mentioned that the main problem or barriers to e-business is due to the lack of network security. It shows that the customers are very concern about the security of the services and privacy of the personal data. The high secure in doing the online transaction will make the customers are confident to use that services.


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As the fast growing of technology in information processing and its complexity had made the privacy become the important issues nowadays. The lack of privacy can increase the customers distrust to the technology as to how personal data is being gathered and processed through online transaction and as the result the privacy is becoming a major barrier to widen e-commerce. Also, the problem like lack of security experienced by the online customers is the obstacle to the development of the e-commerce (Luis, Carlos and Miguel, 2007). The security problems are not only attacked in the overseas but also happened in our country, Malaysia especially on Information Technology (IT) security is became more complex and complicated. The threat is also growing faster as the increasing the number of business operated (PR Web, 2008).

3. LITERATURE REVIEW Normally, the e-services allow the society nowadays to conduct the transactions that related with the government agencies through the various convenient channels such as the e-services kiosk, and internet. Thus, the society is more convenience when conducting the online transaction because there is no more queuing and no need to wait for a long time to made the payment. Also, they also can make the transaction anytime, everywhere since the internet connection is there. According to Qurban and Austria (2008), gathering of public perception remains to be one of the most crucial initial undertakings that would dictate for the deployment of egovernment programs. This would mark those services that should be automated and prioritized by 2010. The crucial goals in this study are to determine the public s perception on the purposed e-health services and to assess the influence of demographic characteristics. The preliminary survey was conducted wherein 100 questionnaires were distributed randomly to the respondents at King Fahd Military Medical Complex (KFMMC), Dhahran, KSA. The finding of this research indicated that the overwhelming optimism of the public to experience e-health services despite the apparent digital divide, suggesting the lack authentic knowledge on the nature of e-health and e-government. This research also had shown that the public perception on these e-government programs remains to be one of the most determinants of the e-government adoption and implementation and can contribute towards customer satisfaction. Moaman and Vishanth (2009) studied about the perception of public sector s employees about the e-government in Oman. The study is to identify the most salient factors that are influencing the development of diffusion of e-government in Oman as perceived by the government employees involved in the e-government service delivery. There are ten (10) factors in order to ensure that online services are met the citizens expectation and needs which are accessibility, security, privacy, efficiency, confidence, trust, availability, private sector partnerships, IT worker skills and information exchange. These factors are using to accessing the level of customer satisfaction towards online services as influencing the development and implementation of e-government. The research methodology is a quantitative which is survey-based study. The data was collected through an administered questionnaire to 105 IT field workers in the middle management and operational level employees. Besides, the researchers also gathered the secondary data through the review of academic literature. The questionnaire consists of closed ended and 5 Likert-scale type questions. As a result, all of the 10 factors indicated that there were a direct relationship that influencing the e-government implementation and diffusion in Oman. It shows that the citizens are satisfied with the e-government based on all of these factors. The privacy, security and trust are the most influencing factors to encourage the citizens to use the online services. The authors suggested that interaction with the citizens to give the information for their better understanding of the onlineCOPY RIGHT 2011 Institute of Interdisciplinary Business Research

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services. According to Akshay Anand (2007), the security and privacy of the website be the major consideration when deciding whether or not to buy items online. This study was conducted by online methodology. The respondent for this research come from 20 provinces of India which is included 73 % males and 27% female. The result show that the coefficient of security is statistically significant with (beta= 0.21). The security and privacy have an impact on consumers trust in using the online services. Croom and Johnston (2003) studied about the impact of e-business developments on internal customer service that focus on the electronic procurement (e-procurement) since it was introduced. In this study, the authors had identified that there are three impacts of the internal customer service on e-procurement performance which are cost efficiency, process conformance and internal customer satisfaction. This is the exploratory studies done by the researchers using several phases of study which are by interview survey, case method and telephone interviews. The surveyed done for the executives, managers and customers of e-business systems. In the other perspective, Mohini (2002) had done the qualitative study by using to the secondary data which is referring to the research projects. They were exploratory study to investigate the importance of e-services in B2C e-commerce from the business and customer points of view. The finding of this study was the customers more preferred and comfortable with the traditional methods of payment due to the security reasons rather than paying online. The online businesses investigated that orders received through online compared received via fax assured accuracy and further improved customer satisfaction when doing the transaction and made the payment online. According to Luis et al. (2007), the ease of use in term of the website is the factor that can convince the customers to use the online banking service. This study was conducted is a web survey by using questionnaires. As a result, the reliability for the usability or ease of use was 0.88. In fact, the management should concentrate on the simple and easy for the customers to use the e-services. Therefore, the management of the organization needs to ensure the design and structure of the website is simple and easy for the user to understand. In other words, the management should priorities the ease of use in develop the website. It is important to assure that the customers are confident to use the e-services provided by the organization because they perceived that the ease of use of the websites. As the consequence, the customers are satisfied because it is easy to use and manage as well as the organization provides the comfortable environment for them to use the eservices. Jasber Kaur and Noor Dalila Noor Rashid (2008) came out with the research regarding on Malaysian e-government adoption barriers. This study aimed to determine factors inhibiting adopting of e-services delivery to the public especially via government websites. The factors were tested using a survey of 171 users of e-services in Malaysia, particularly in Klang Valley region. The survey was carried out using convenience sampling method and via electronic mail (e-mail). In the questionnaire, the respondents were asked to rate their overall satisfaction as a measurement for e-services adoption. There were only 11.7% of the respondents between the aged group of 41-50 and 6.4% were aged 50 years old above. This research finding was the respondents do not believe that they have to be highly literate in IT and require high skills of IT in order to use the services. They also think that a low level of IT knowledge would not result in difficulty of using e-services plus they do not doubt that they could successfully use the e-services applications even if they lack of IT skills. They have an opinion that lack of IT skills would not hinder them from using e-services. The authors proposed a model which is consists that with 9 dimensions like ease of use, website design, reliability, system availability, privacy, responsiveness, empathy, experience and trust. The main objective of the study is to evaluate the e-service quality the perspective of both online companies and customers. This is the qualitative study whereby the researchers was distributed the questionnaire by mail and the respondents are the customers of online travel companies in China. The five-point Likert-scaleCOPY RIGHT 2011 Institute of Interdisciplinary Business Research

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ranging from strongly disagree (1) to strongly agree (5) was used in the questionnaire and 1500 questionnaires were mailed to the potential customers and only 500 customers replied. From the result, the ease of use is the most important factor in the online service quality with =0.345, p ANALYSES OF DATA The descriptive statistics is shown in table 1 below: Table 1: Descriptive statisticsMean Success index of TQM implementation x1 x2 x3 x4 x5 40.19 17.70 19.24 18.85 17.13 17.19 Std. Deviation 2.190 2.043 3.059 1.607 1.683 2.614 N 54 54 54 54 54 54

The correlation matrix in table 2 below did not indicate any problem of multi-colinearity. The highest value is 0.72 for x3 and x5 and the lowest value of 0.001 for x4 and x5 .


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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESSTable 2: Correlations Matrix

RESULT OF THE MULTIPLE REGRESSION AND CORRELATION ANALYSES The results of the multiple regression and correlation analyses are therefore presented as follows: The regression, relationship or predictors equation from the analysis is deduced from table 5 below and given as follows: y = 18.142+0.381x1+0.162x2+0.168x3+0.215x4+0.423x5 --- 4.1 The coefficients of multiple correlation R and determination R2 are 93.5% and 86.1% respectively. These values of R and R2 (0.935 and 0.861 respectively) indicate that there is a very strong relationship between the dependent variable and independent variables. Also, the proportion of variation in independent variables accounted for by the relationship equation and performance index of TQM implementation is significantly high. Table 3: Model SummarybModel R R Square Adjusted St. Error of the Estimate DurbinWalson

1a. b. Table 4: ANOVAb Model 1. Regression Residual Total a. b.

.935a

.874

.861

.818

1.434

Predictors: (Constant), x5 , x4 , x2 , x1 , x3 . Dependent Variable: Success Index of TQM Implementation.

Sum of Squares 222.058 32.090 254.148

df 5 48 53

Mean Square 44.412 .669

F 66.43

Sig. .000a

Predictors: (Constant), x5 , x4 , x2 , x1 , x 3 . Dependent Variable: Success Index of TQM Implementation.


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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESSTable 4.7: coefficientsaModel 1. (Constant) Unstandardized Coefficients B Std. Error 18.142 1.814 .381 .080 .162 .168 .215 .423 a. .041 .102 .169 .072 Standardized Coefficients Beta .355 .086 .123 .165 .505

t 10.001 4.751 1.501 1.638 3.107 5.867

Sig. .000 .000 .140 .108 .003 .000

Dependent Variable: Success Index of TQM Implementation.

The results of the analyses for both F and t tests as shown in tables 3, 4 and 5 indicate that all the factors x1, x2, x3, x4, x5 made contributions to TQM implementation. The t-test indicates that only x5 = management commitment, x1 = training of employees, and x4 = motivation of employees are significant success factors in the implementation of TQM in construction industries in Nigeria. However x3 = customers satisfaction survey and x2 = competitive benchmarking are not significant success factors. The significant ranking of success factors of TQM implementation is shown in table 6 below. Table 6: Ranking of Success of TQM ImplementationFactor x 5 ; Management Commitment x 1 ; Training of Employees x 4 ; Motivation of Employees x 3 ; Customers Satisfaction Survey x 2 ; Benchmarking t - value 5.867 4.751 3.107 1.638 1.501 P- value 0.00 0.00 0.03 0.108 0.140 Rank 1 st 2 nd 3 rd 4 th 5 th

Source: Data analysis result The variables x5, x1 and x4 are significant factors in the successful implementation of TQM in construction projects. DISCUSSION OF THE RESULT The result of the analysis indicates that management commitment ranks first as a success factor in the implementation of TQM at Julius Berger (JB) PLC. This is consistent and in conformity with the general notion of JB PLC in construction project management. The management of JB PLC, as matter of policy and total commitment uses time, money, people and other resources in order to achieve the objective of project success at an appealing quality level. According to Oberlender (2000), TQM can only be successful under a senior management system that is honestly concerned with the long-term well-being of the company. It is a philosophy of doing business that fosters attitudes for improvements that permeate throughout an organization. It is therefore believe that JB PLC management embraced these attitude and incorporated them into everyday operations of the company in their construction project management. This management commitment must be


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coupled with a thorough understanding of TQM that enables members of the senior management to lead their company in a quality revolution. Supported by this commitment and understanding, JB PLC senior management could be personally establishing new goals and directions for the company and then leading the management teams towards the attainment of those goals and directions. For many companies, TQM is a significant shift away from the standards of management practiced in the past. The task of bringing about that revolutionary change throughout an entire organization is a tremendous undertaking that requires the patient, support and leadership of management. Just deciding where to begin can be the most difficult step in the implementation process. Senior management should first make itself familiar with the concepts, tools and methods of TQM. The full understanding; support and leadership of an organization s top management emerge as crucial factors in almost all the studies of TQM implementation (Slack et al, 2004). For big companies like JB PLC, the necessities of top management support for TQM could be expected to go far beyond allocation of resources to the programme; but it could also as well set priorities for the whole organization. The result of the analysis also indicates that training of the employee (x1) ranks second as a success factor in the implementation of TQM in construction projects. The main implementation issue in TQM initiatives should among others pay much emphasis on appropriate training of the employees. TQM is, partly at least, attitudinal change, so the developmental task is fundamental to it. It is no coincidence that JB PLC might have many training managers as one of their prime movers for many successful programmes such as TQM. The staff of JB PLC are empowered and trained periodically and these initiatives have resulted to optimal job performance, quality output, and higher productivity. The motivation of employees x4 in construction firms indicates a very crucial and significant factor towards enhanced productivity, process improvement and quality outputs. The reason that a company installs a wage incentive plan is to motivate the workforce to increase the production it achieves in its normal working day. No wonder Baridan (1989) observes that commitment to work cannot be enforced, rather it must come as a product of enthusiasm that an individual feels towards his job. He further states that unless individuals are motivated to make sufficient use of their abilities, they might not achieve the level of performance that is expected from them. In this regard, Ubani (2002) took a cursory examination on the principles of Management By Objectives (MBO) which, calls for motivation of all participants because superior and subordinate managers jointly identify common project goals, carefully define them and together monitor progress towards achieving results. In construction project, it could be that JB PLC management sees motivation of workers as powerful tool and mover of action for delivering of quality job and services, as well as efficient management of human, materials and other resources required for project success. It could also be on this premise that Grazier (2006) generally associated motivation with human behaviour, meaning a state of mind that moves us to action. The needs for sustenance, safety, security, belonging, recognition and a sense of growth and achievement become strong drivers (motivators) of behaviour prepared to lead or facilities a long term, highly motivated team experience to quality work output. According to Bhadravati (2003), motivation of team members is a success factor. This could lead to successfully managing cross-


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functional team composed of people from multiple departments on the techniques for developing strong leadership style, creating an effective project team culture, dealing and overcoming communication challenges and inspiring excellent team performance to deliver quality strategies to satisfy clients or customers. However, Grazier (2006) asserts that motivation can rise and fall depending on the myriad of factors such as: purpose, challenge, camaraderie, responsibility, growth and leadership. JB PLC is known for its motivational policies and programmes, which have resulted to quality work performance. It could be that when JB PLC employees are promoted with added monetary or materials incentives, it becomes a big challenge to the employees with added responsibilities. As a result, workers are stimulated with enhanced egotism, dedication and total commitment to scheduled task as well as efficient utilization of resources in project management. Motivation of employees through human resource development programmes and periodic training of workers make them to be more competent, add to their skills, minimize waste and scrap rate in the utilization of materials and other resources. The other two independent variables; customer satisfaction survey x3 and competitive benchmarking x2, are not significant success factors in the implementation of TQM in construction projects. These could however be veritable factors in manufacturing and production industries as they could be used as operations strategies needed for competitive competence. SUMMARY AND CONCLUSION The study focuses of JB PLC as the study background considering the firm s giant stride in the area of quality construction projects. The result of the field survey of JB PLC indicates that many employees responsibilities and training plans are targeted for every level of the company. The analyses of data using multiple regression and correlation tools show that levels of management commitment, training of employees and motivation programme on ground are the salient success and significant success factors in the implementation of TQM programme in construction firms. The study therefore recommends periodic t

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