Total quality management (TQM) is an evidence-based approach for improving organization performance. Institutions implement this process to deliver high-quality services and goods to their clients. One of the key elements of the TQM model is that of innovation. This literature review gives a detailed analysis of Dubai Police and how its adoption of the TQM model has resulted in exemplary performance.
Literature Review: Application of TQM at Dubai Police
Organizational Commitment
Different theories focusing on organizational effectiveness propose that compatibility between resources, processes, and strategies is something critical for success. As Awadh and Al-Dhaafri (2018) note, the concept of TQM guides the leaders at Dubai Police to consider existing gaps, acquire adequate resources, and propose superior measures for maximizing effectiveness. The organization promotes innovation by acquiring high-quality training tools and improving the experiences or competencies of the targeted officers (Igbal, Tufail & Lodhi 2015). It considers modern technologies and systems to maximize efficiency.
The consideration of the innovation theory in this institution has delivered meaningful results. For instance, the organization focuses on emerging procedures and approaches to solve problems, identify new opportunities, and improve coordination. As Jiju, Rodgers, and Cudney (2019) observe, such a strategy supports the acquisition of new resources capable of promoting performance. The organizational leaders are always committed and willing to make appropriate decisions that can support the needs of different stakeholders (Tomaževič, Seljak & Aristovnik 2015). This kind of commitment creates the best environment for innovative practices.
At Dubai Police, the managers have presented innovative orientations whereby evidence-based approaches, missions, and functions have become part of this institution. According to Shafiq, Lasrado, and Hafeez (2019), the idea of democracy is a new reality whereby officers receive timely support and empowerment. The organization allows and encourages them to use modern technologies to meet the needs of the people they serve. Alosani and Yusoff (2018) acknowledge that decision-making and communication processes have been streamlined than ever before. The concept of community policing has also empowered all officers.
Employee Attitudes
With these approaches to innovation, Dubai Police has won numerous awards in the recent past. This achievement explains why most of the employees continued to record positive attitudes. Nalla, Paek, and Lim (2016) indicate that officers are always empowered and willing to offer exemplary services. Positive attitudes mean that employees are involved, part of every decision-making process, and capable of focusing on the intended goals.
Organizational Commitment and Employee Attitudes
With improved levels of organizational commitment, positive employee attitudes continue to be recorded in this institution. The leaders introduce powerful frameworks for transforming initiatives and activities that are capable of delivering positive results (Al-Dhaafri & Al-Swidi 2016). Al-Damen (2017) indicates that the organization supports the effectiveness and performance of the human resources (HR) department to address emerging conflicts. This is a clear indication that organizational commitment will trigger positive employee attitudes, thereby making it easier for Dubai Police to achieve its objectives and continue to provide exemplary security services to many citizens.
Conclusion
The above literature review has supported the effectiveness and power of TQM in police organizations. The concept of innovation is essential since it creates the best environment for introducing evidence-based practices and technological ideas for improving performance. The model has transformed the attitudes of police officers positively, thereby being able to deliver exemplary services.
Reference List
Al-Damen, RA 2017, ‘The impact of Total Quality Management on organizational performance Case of Jordan Oil Petroleum Company’, International Journal of Business and Social Science, vol. 8, no. 1, pp.192-202.
Al-Dhaafri, HS & Al-Swidi, A 2016, ‘The impact of total quality management and entrepreneurial orientation on organizational performance’, International Journal of Quality & Reliability Management, vol. 33, no. 5, pp. 597-614.
Alosani, M & Yusoff, R 2018, ‘Six Sigma and its impact on the organizational performance of Dubai Police’, European Journal of Business and Management, vol. 10, no. 24, pp. 24-30.
Awadh, A & Al-Dhaafri, H 2018, ‘The effect of training and informational technology management on organizational performance of Sharjah Police’, Journal of Management Research, vol. 10, no. 3, pp. 31-51.
Igbal, A, Tufail, MS & Lodhi, RN 2015, ‘Employee loyalty and organizational commitment in Pakistani organizations’, Global Journal of Human Resource Management, vol. 3, no. 1, pp. 1-11.
Jiju, A, Rodgers, B & Cudney, EA 2019, ‘Lean Six Sigma in policing services: case examples, lessons learnt and directions for future research’, Total Quality Management & Business Excellence, vol. 30, no. 5-6, pp. 613-625.
Nalla, MK, Paek, SY & Lim, SS 2016, ‘The influence of organizational and environmental factors on job satisfaction among security guards in Singapore’, Australian & New Zealand Journal of Criminology, vol. 50, no. 1, pp. 548-565.
Shafiq, M, Lasrado, F & Hafeez, K 2019, ‘The effect of TQM on organisational performance: empirical evidence from the textile sector of a developing country using SEM’, Total Quality Management & Business Excellence, vol. 30, no. 1-2, pp. 31-52.
Tomaževič, N, Seljak, J & Aristovnik, A 2015, ‘TQM in public administration organisations: an application of data envelopment analysis in the police service’, Total Quality Management & Business Excellence, vol. 27, no. 11-12, pp. 1396-1412.