A Core Value Model For Implementing Total Quality Management in EQWIP-Hub Surabaya East Java Indonesia

International Journal of Research and Innovation in Social Science (IJRISS) | Volume IV, Issue V, May 2020 | ISSN 2454–6186

A Core Value Model For Implementing Total Quality Management in EQWIP-Hub Surabaya East Java Indonesia

Slamet Riyadi
Faculty of Economic and Business, University of 17 Agustus 1945 Surabaya, East Java, Indonesia

Abstract:- This research defines Core Values as shared beliefs and culture of an organization that leads to the principle of visible and invisible performance possessed by all members of the organization to act to achieve the goals and objectives of the organization. Core Values can help the development of Total Quality Management and establish a culture, Core Values foster Total Quality Management and define culture, A principle that guides an organization’s internal conduct as well as its relationship with the external world (Core Values fosters Total Quality Management and defines culture , principles that guide the internal behavior of the organization and its relationship with the outside world).

Keywords: Core Values, Total Quality Management.

I. PRELIMINARY

So in the era of global competition and the liberalization of trade today, the quality of an organization’s human resource development has become one of the most important critical factors for achieving competitive advantage young entrepreneurship, as expressed Vidhu Shekhar Jha and Himanshu Joshi (2003) “A good quality product or service enables an organization to add and retain customers. Poor quality leads to discontented customers, so the costs of poor quality are not just those of immediate waste or rectification but also the loss of future sales”. Total Quality Management practices are supported by a variety of techniques that the process is more effective and efficient. Therefore, the implementation of Total Quality Management has a very general principle and has very detailed technicalities (Sousa, R., Voss, C. A. 2002. “Quality management re-visited: a reflective review and agenda for future research”. Journal of Operations Management, 20: 91–109).

Senge (1991) “The question concerning management’s limited ability to change individual values and stresses that the change has to come from the inside out, rather than from the outside in. However, we are of the opinion that management can stimulate individual values by managing resources, supporting quality activities and working with techniques and tools that support the core values”.

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