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Volume 13 Issue 3, July-September 2025 

ISSN: 2836-9416 

Impact Factor: 6.41 

Journal Homepage: https://americaserial.com/Journals/index.php/ARJEFM 

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SUSTAINABLE TOTAL QUALITY MANAGEMENT AND 

PERFORMANCE OF CORPORATE ORGANIZATIONS IN 

SOUTHEAST NIGERIA 
 

1Ofondu Magnus M., 2Ezichi-Obasi Judith, and 3Anulika Virginia Obi 

1,2Department of Management, Abia State University, Nigeria 
3Department of Accounting, Business Administration, and Economics, Faculty of Arts, Management 

and Social Sciences, Admiralty University of Nigeria, Ibusa, Delta State, Nigeria 

ORCID: https://orcid.org/0009-0000-3260-099X 

DOI: https://doi.org/10.5281/zenodo.15878433 

 

Abstract: This study investigates the effect of Sustainable Total Quality Management (TQM) on the 

Performance of Corporate Organizations in Southeast Nigeria. Specifically, Customer Focus and 

Total Employee Involvement—on the performance of corporate organizations in Southeast Nigeria. 

Anchored on Goal-Setting and Quality Improvement theories, the study adopted a quantitative 

survey research design, drawing responses from 120 staff members across 15 purposively selected 

organizations. The sample size was determined using Green’s (1991) rule of thumb for regression 

analysis, ensuring statistical adequacy. Data were collected using a structured questionnaire rated 

on a 5-point Likert scale, and the instrument’s reliability was confirmed through Cronbach’s Alpha 

values of 0.81, 0.79, and 0.85 for Customer Focus, Employee Involvement, and Organizational 

Performance, respectively. The data were analyzed using descriptive statistics, Pearson correlation, 

and multiple linear regression. Findings revealed that both Customer Focus (β = 0.37, p = 0.000) and 

Total Employee Involvement (β = 0.29, p = 0.002) significantly and positively influence 

organizational performance. The regression model accounted for 50% of the variance in performance 

(R² = 0.50), and all statistical assumptions were satisfied. These results affirm that embedding 

sustainable quality management principles enhances performance outcomes in corporate settings. 

The study concluded that the integration of customer focus and total employee involvement within 

the STQM framework is crucial for the sustainable development of corporate organizations in 

Southeast Nigeria. The study recommended that Organizations should invest in developing robust 

customer engagement frameworks.  

Keywords: Management, Performance, Quality, Sustainable, Total  

 

 

1.1 Introduction  

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Sustainable Total Quality Management (STQM) is an integrated approach that combines the principles 

of Total Quality Management (TQM) with sustainability practices to enhance organizational 

performance while fostering environmental and social responsibility (Ali AlShehail et al., 2021; 

Shwedeh et al, 2023; Ofoegbu & Eromosele, 2024). TQM is a management philosophy that emphasizes 

continuous improvement, customer satisfaction, and the involvement of all employees (Deming, 1986; 

Rufus et al, 2022). However, as global awareness of environmental issues and social equity has grown, 

the need for a more holistic approach that incorporates sustainability into quality management has 

become increasingly evident (Bohm et al., 2017; Chatterjee et al, 2024). 

Total Quality Management emerged in the mid-20th century, primarily focusing on improving 

processes, reducing waste, and enhancing product quality (Oakland, 2003). The core principles of TQM 

include customer focus, leadership involvement, employee engagement, process approach, and 

continuous improvement. These principles aim to create a culture of quality that permeates every level 

of an organization. The concept of sustainability has gained prominence due to the rising challenges 

posed by climate change, resource depletion, and social inequalities (Elkington, 1997;  Odiboh et al, 

2022). Organizations are increasingly recognizing that their operations impact not only their bottom 

line but also the environment and society at large. Consequently, integrating sustainability into quality 

management practices is essential for long-term organizational success. 

Sustainable Total Quality Management seeks to align quality management initiatives with 

sustainability goals. This integration involves redefining quality to include not only product excellence 

but also environmental stewardship and social responsibility (Sroufe, 2003). For example, 

organizations may implement eco-efficient processes that reduce waste and energy consumption while 

maintaining high-quality standards (Wagner, 2010). The concept of sustainability, often encapsulated 

by Elkington's (1997) "Triple Bottom Line" (TBL) – people, planet, and profit – has gained significant 

traction in recent years. Organizations are now being evaluated not only on their financial performance 

but also on their environmental impact and social contributions. This shift is driven by increasing 

stakeholder expectations, stricter environmental regulations, and a growing recognition that 

sustainable practices can lead to long-term competitive advantages (Porter & Kramer, 2006). 

Southeast Nigeria presents a unique context for examining the effects of STQM. The region faces 

various challenges, including environmental degradation from industrial activities, infrastructural 

deficits, and socio-economic disparities. Implementing sustainable practices can help businesses 

comply with increasingly stringent environmental regulations and reduce the risk of penalties. At the 

same time, there is a growing awareness of the importance of sustainable development among 

businesses and consumers in Nigeria. 

1.2 Statement of the Problem 

The implementation of Sustainable Total Quality Management (STQM) is increasingly recognized as a 

vital approach for enhancing the performance of corporate organizations. In Southeast Nigeria, 

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however, many companies face significant challenges in integrating sustainability into their quality 

management processes. This region, marked by rapid industrialization and socio-economic disparities, 

presents a unique context where the potential benefits of STQM remain largely untapped. 

Despite the growing awareness of sustainability's importance, many organizations in Southeast Nigeria 

struggle with inadequate infrastructure, limited access to resources, and a lack of technical expertise. 

These challenges hinder the effective adoption of STQM principles, which could lead to improved 

operational efficiency, customer satisfaction, and overall organizational performance. Furthermore, 

there is a notable gap in empirical research examining the specific impact of STQM on corporate 

performance within this context. 

1.3 Objective of the study 

The main objective of this study is to examine the effect of Sustainable Total Quality Management on 

the Performance of Corporate Organizations in Southeast Nigeria. The specific objectives are to; 

i. Examine the effect of customer focus on the Performance of Corporate Organizations in 

Southeast Nigeria. 

ii. Evaluate the effect of total employee involvement on the Performance of Corporate 

Organizations in Southeast Nigeria. 

1.4 Hypotheses of the study 

i. Customer focus has no significant effect on the Performance of Corporate Organizations in 

Southeast Nigeria. 

ii. Total employee involvement has no significant effect on the Performance of Corporate 

Organizations in Southeast Nigeria. 

2.0 Review of Related Literature 

2.1 Conceptual Review 

Total Quality Management  

Total Quality Management (TQM) is a comprehensive and integrated management approach that 

emphasizes the attainment of excellence in organizational performance through continuous 

improvement, employee empowerment, and customer satisfaction (Awolusi, 2023). It is a holistic 

philosophy that encompasses all aspects of an organization's operations, from strategic planning to 

daily activities, with the primary goal of delivering high-quality products or services that meet or exceed 

customer expectations (Chatterjee et al, 2024). TQM recognizes that quality is not solely the 

responsibility of the quality control department, but rather a collective responsibility of all employees, 

from top management to frontline staff. This approach fosters a culture of collaboration, innovation, 

and learning, where employees are encouraged to identify and solve problems, and where continuous 

improvement is ingrained in the organization's DNA (Ekemam & Njoku, 2020). By adopting TQM, 

organizations strive to create a seamless and efficient system that adds value to customers, 

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stakeholders, and the organization itself, thereby ensuring long-term sustainability and 

competitiveness (Kura et al, 2020).  

Total quality management is a management approach driven by data that emphasizes the systematic 

identification, measurement, analysis, and enhancement of organizational processes to achieve 

significant results. This definition underscores the importance of utilizing statistical tools, 

benchmarking, and other analytical methods to comprehend and optimize intricate processes, 

eliminate waste, reduce variability, and improve organizational capabilities (Ofoegbu & Eromosele, 

2024). The process-focused nature of TQM acknowledges that organizational performance is 

predominantly influenced by the effectiveness and efficiency of its underlying processes, and through 

enhancing these processes, organizations can attain substantial improvements in productivity, quality, 

and customer satisfaction (Orishede, 2020). By applying TQM principles, organizations can streamline 

their operations, reduce cycle times, improve supply chain management, and enhance overall 

organizational agility, thereby positioning themselves for success in today's fast-paced and competitive 

business environment. This definition emphasizes the critical role of data-driven decision-making, 

employee involvement, and continuous learning in driving organizational excellence (Permana et al, 

2021).  

Total Quality Management can also be viewed as a values-based leadership approach that emphasizes 

the creation of a culture of excellence, driven by shared values, vision, and purpose. This view 

recognizes that TQM is not just a set of tools or techniques, but a fundamental mindset shift that 

requires leaders to adopt a long-term perspective, prioritize employee development, and foster an 

environment of trust, openness, and collaboration (Shwedeh et al, 2023). TQM leaders recognize that 

organizational success is inextricably linked to the well-being and engagement of their employees, and 

that by empowering employees to take ownership of quality and improvement initiatives, organizations 

can unlock the full potential of their human capital (Ughamadu et al, 2024). By embracing TQM, 

organizations commit to creating a workplace culture characterized by mutual respect, continuous 

learning, and a relentless pursuit of excellence, thereby ensuring that quality becomes an integral part 

of the organization's fabric, rather than a separate initiative or programme (Udofia et al, 2021). 

Sustainable Total Quality Management 

Total quality management (TQM) is a management strategy that aims to improve customer satisfaction 

and performance by delivering high-quality products and services with the involvement and 

collaboration of all stakeholders, as well as teamwork by applying quality management techniques and 

tools (Ali AlShehail et al., 2021). Total quality management is a philosophy that seeks to integrate all 

organizational functions to meet customer needs and organizational objectives (Alintah-Abel, 2018). 

TQM is an effective system for integrating the quality development, quality maintenance, and quality 

improvement efforts of various aspects of a system to enable services at the most economical level and 

derive satisfaction (Mohammad, 2006). The term "sustainable total quality management" (TQM) 

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describes how sustainability concepts are incorporated into TQM procedures and practices. In contrast, 

sustainability takes into account social, environmental, and economic factors and focuses on addressing 

current demands without sacrificing the capacity of future generations to address their own.  

Sustainability in Total Quality Management (TQM) is a topic that has gained prominence due to the 

growing awareness of environmental and social issues. In this context, the integration of sustainable 

practices into TQM aims to promote actions that balance meeting present needs without compromising 

the ability of future generations to meet their own needs. In sustainability, strategies for environmental 

impact reduction are employed. This strategy involves implementing practices and policies that reduce 

the environmental impact of an organization’s operations. By integrating these aspects of sustainability 

into Total Quality Management, organizations can not only improve their operational efficiency and 

competitiveness but also contribute to a more sustainable future for future generations. This holistic 

approach to quality not only benefits the organization but also society as a whole, promoting 

responsible business practices and preserving natural resources for future generations, LinkedIn 

Corporation (2024). 

Customer Focus 

The concept of "customer focus" means meeting the needs and expectations of current and potential 

customers by developing a comprehensive understanding of customer needs and then delivering 

perceived value to customers. The expected outcomes of a customer-focused strategy are creating value 

for customers, which leads to loyal customers, which in turn leads to business profitability. This focus 

on the customer has slowly been incorporated into manufacturing, but not to the same extent as in 

services. In the current environment, small and large businesses must become more efficient and cope 

in a competitive global market where customers’ expectations continually increase. Moreover, the 

"voice of the customer"- his/her suggestions, criticism, complaints, ideas, etc. have to be key elements 

in a customer-focused strategy, (Sharabi, 2015). Customer focus is fundamental to the TQM philosophy 

of management for the continuous improvement of products and services of quality to achieve a higher 

level of organizational performance and competitive advantage (Ashraf, Jaffri, Sharif, & Khan, 2012).  

Kuo et al., (2009) said that organizations depend on the creation of a quality culture of attaining 

business intensity through satisfaction of the employees as well as customers and the basic purpose of 

TQM is to gratify the customers and is articulated by the organization’s attempts to grasp current and 

forthcoming customer wants, and meet customer’s necessities in the course of designing and delivering 

quality products and service. Products and services. Customer-focused planning is the key contributor 

to improving the performance of an organization. Said, Hui, Taylor, & Othman (2009) believed that 

total quality management (TQM), the significance of analyzing the queries and objections of customers, 

getting and losing customers, is one of the major perspectives. The philosophy of TQM believes in the 

eventual success of organizations in satisfying and fulfilling the requirements of their customers 

(Temtime & Solomon, 2002). 

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Total Employee Involvement 

Total employee involvement is an organizational methodology and set of management principles that 

encourage individual contributors, team members, and employees to participate more actively in the 

problem-solving, decision-making, and planning processes that affect their organization. Within total 

employee involvement, team members are encouraged to learn more about their organization, 

contribute ideas, feel more engaged, and look for new opportunities that will help the organization be 

more competitive and effective. Employee involvement means that every employee is regarded as a 

unique human being, not just a cog in a machine, and each employee is involved in helping the 

organization meet its goals. Each employee’s input is solicited and valued by his/her management. 

Employees and management recognize that each employee is involved in running the business. 

Employee involvement is an empowerment technique where employees participate in actions and 

decision-making that were traditionally reserved for management. It thus assumes common interests 

between employees and management. Its main functions are to elicit and grow employee identification 

and commitment. There are no specific rules to grow involvement (Benazir, 2011).  

Employee involvement of any degree results in greater motivation, performance, and a sense of 

responsibility for the long-term sustained success of the enterprise. Total employee involvement  (TEI)  

is the usual result of a work atmosphere that encourages the energetic participation of every employee 

in the day-to-day business of the organization (Kumari and  Kumari, 2014). With total employee 

involvement, all team members have the opportunity to help their organization grow, reach its 

objectives, and overcome obstacles. They can use more of their talents and intellect, along with feeling 

connected to other team members who are doing the same. Employee involvement enables the 

organization to have a better insight into the way of functions work and where it can potentially make 

improvements that would be beneficial for both the organization and employees.  

Corporate Organizations 

Corporate governance is concerned with the relationship between the internal governance mechanisms 

of corporations and society's conception of the scope of corporate accountability (Deakin and Slinger, 

1997). Corporate governance as defined by Alexander and Matts (2003) refers to corporate decision-

making and control, particularly the structure of the board and its working procedures. Becht et al 

(2002) see the term as the arrangement between the managers of the firm and the owners of the firm, 

particularly addressing the issue of how managers report the financial health of the firm to the owners. 

Corporate governance has also been defined by Keasey et al (1998) to include „the structures, processes, 

cultures, and systems that engender the successful operation of organizations. ‟ The definition could 

therefore be centered on how the organization relates to other stakeholders within an environment. 

The underlying assumption is that company efficiency is inversely related to the extent to which the 

interests of owners are diluted by the interests of management in the conduct of business. The corporate 

governance structure specifies the distribution of rights and responsibilities among the different 

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participants in the corporation, such as the board, managers, shareholders, and other interested 

parties, and details the rules and procedures for making decisions on corporate matters (Hebble and 

Ramaswamy, 2005). The corporate organization idea is the framework and structure that is employed 

in the formation, management, and operation of a commercial entity. This structure describes the 

connections among the many parties that are involved in the organization, including employees, 

executives, stockholders, and other parties. 

2.2 Theoretical Review 

Goal Setting Theory  

Goal-setting theory was postulated by Edwin Locke in 1960, and he asserted that goal setting is 

fundamentally linked to performance (Locke, 1968). Goal Setting Theory is an intellectual hypothesis 

of motivation grounded on the assertions that goals do regulate employee behavior. Goal theory 

postulates a positive link between performance and goal difficulty, with challenging goals eliciting more 

effort than simple goals. This hypothesis presupposes that behavior is purposeful and that goals focus 

employees’ energies on performing specific tasks (Locke & Latham, 1992). Consequently, the goal-

setting theory is an effective strategy for arousing performance by providing feedback, employee 

involvement, and participation (Locke and Latham 2002).  

Quality Improvement Theory  

Quality Improvement Theory was brought forth by Deming in 1986. It states that a characteristic of 

quality management belief is that it places total control of firms directly in the hands of top 

management. The theory opines that the executive is accountable for the systems and that 80 percent 

of organizational issues are generated by the system. (Hill,1995). Deming (1986) believed that a 

systematic approach is the best approach to problem-solving. Under this approach, the Plan Do Check 

Act cycle (PDCA) was encouraged. PDCA is a concept that aims to continually encourage productivity, 

thereby bridging the gap between consumers' needs and the production of agricultural industries. 

Deming's Quality Improvement Theory is significant to this research because TQM practices are 

utilized in promoting the quality of goods and services through constant advancement, which firms can 

use to achieve a high level of growth. This notion of quality improvement theory supports the variable 

on customer focus. 

2.3 Empirical Review 

Sofijanova and Zabijakin-Chatleska  (2013) conducted a study to investigate the relationship between 

employee involvement in decision-making and problem-solving, and a firm’s performance in the 

manufacturing sector in the Republic of Macedonia. The study aims to evaluate the relationship 

between employee involvement in decision-making and problem-solving and the perceived 

organizational performance of the manufacturing sector in the Republic of Macedonia. A survey 

research design was used. The results revealed that effective use of employee involvement is positively 

related to perceived organizational performance.   

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Asad et al (2016) conducted a study of the relationship between customer focus and organizational 

performance in telecommunication organizations in Pakistan. The study aims to explore the 

relationship between seven characteristics of quality culture; employee involvement, senior 

management leadership, effect of the CEO, supplier partnership, customer focus, teamwork, and open 

corporate culture with organizational performance and the mediating effect of competitive advantage 

and the moderating effect of human resources in telecommunication companies in Pakistan. The study 

was done using content and construct validity. The results revealed that there is a positive and 

significant association between quality culture and organizational performance of telecom 

organizations in Pakistan. 

Nagarajan (2017) conducted to examination of the factors that influence total employee involvement 

(TEI) at the organization level of a cutting tool manufacturing company in Bangalore, India. The study 

aims to discuss the different tools used by the organization for employee engagement, to understand 

the levels of employee participation in the TEI events, to understand the factors affecting employee 

participation in the TEI events, and to identify a process for successful implementation of TEI events 

in a manufacturing company in Bangalore, India. A case study approach was used for this study. The 

results revealed that several factors resulted in the inability of the organization to achieve the goal of 

employee participation levels in the  TEI  events. 

Kavulya et al (2018) conducted a study to examine the effect of customer focus strategy on the 

Performance of savings and credit cooperative organizations (SACCOs) in Kenya. The study aims to 

evaluate the relationship between customer focus strategy and the performance of SACCOs in Kenya. 

A cross-sectional survey with a descriptive research design was used for this research. The results 

revealed that the customer focus strategy has a positive and significant effect on the performance of 

Saccos in Kenya.  

3.  Methodology 

A quantitative survey was used in the study to investigate the effects of Customer Focus and Total 

Employee Involvement on the performance of corporate organizations in Southeast Nigeria. The study 

included 1,200 staff members from the 15 organizations chosen for the study. Based on Green’s (1991) 

suggestion, we should have 66 or more respondents, given that there are two predictors. Nevertheless, 

to ensure the reliability of the results and to replace any missing data, the study ultimately involved 120 

participants randomly selected from each department in the selected organizations. The questionnaire 

used for primary data collection had items that people rated using a 5-point Likert scale. I measured 

each construct (Customer Focus, Employee Involvement, and Organizational Performance) using four 

items. Cronbach’s Alpha values of 0.81, 0.79, and 0.85 for Customer Focus, Employee Involvement, 

and Organizational Performance suggest that each scale is internally consistent. Experts reviewed the 

content to confirm its relevance, and a pilot study helped confirm that the instrument was easy to 

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understand. For the analysis, SPSS version 29 was used with descriptive statistics, Pearson correlation, 

and multiple linear regression. 

4. Results 

Table 1: Demographic Profile of the Respondent (N=120) 

Variable Category Frequency 

(N) 

Percentage 

(%) 

Gender Male 68 56.7% 

 Female 52 43.3% 

Age 20–s29 years 18 15.0% 

 30–39 years 42 35.0% 

 40–49 years 38 31.7% 

 50 years and above 22 18.3% 

Educational Qualification OND/NCE 10 8.3% 

 HND/Bachelor’s Degree 65 54.2% 

 Master’s Degree 35 29.2% 

 PhD 10 8.3% 

Position in Organization Junior Staff 28 23.3% 

 Middle-Level Management 55 45.8% 

 Senior Management/Executive 37 30.8% 

Years of Work Experience Less than 5 years 20 16.7% 

 5–10 years 45 37.5% 

 11–15 years 30 25.0% 

 Over 15 years 25 20.8% 

The respondents’ demographic information in table 1 shows that 56.7% were male and 43.3% were 

female. Approximately two-thirds of the people surveyed are between 30 and 49 years old. Most likely, 

the majority of people involved are in the middle of their career, so they have the necessary experience 

for what they do. It appears from the data that the sample of participants is highly educated. Half of the 

respondents (54.2%) completed a degree, while 37.5% have a Master’s or PhD. Therefore, the 

participants are equipped to handle questions related to the organization or their studies. The majority 

of the participants, 76.6%, are in middle-level to top management and executive jobs, suggesting that 

the study sample consists mostly of those with leadership roles. In addition, over four-fifths (83.3%) 

have at least five years of experience, proving how mature the respondents are in their careers. All in 

all, the profile of the demographic group confirms that their input provides reliable results. 

Instrument Design 

Assume the following items (Likert scale: 1 = Strongly Disagree to 5 = Strongly Agree) 

Table 2: Construct and Measurement Item 

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Construct  Measurement Item 

Customer Focus (CF) CF1: Our company prioritizes customer feedback. 

CF2: Customer needs drive our decisions. 

CF3: I am satisfied with the product/service I received. 

CF4: I would recommend this company to my friends or colleagues. 

Total Employee Involvement 

(TEI) 

TEI1: Employees participate in decision-making. 

TEI2: Management values employee input 

TEI3: My contributions are recognized and valued by my supervisor 

and peers. 

TEI4: There is a strong sense of teamwork and collaboration in my 

department. 

Organizational Performance 

(OP) 

OP1: Our company meets performance goals. 

OP2: We continuously improve our results. 

OP3: The quality of our products/services consistently meets customer 

expectations. 

OP4: Our organization encourages innovation and adapts well to 

changes in the market. 

Table 3: Reliability Analysis (Cronbach’s Alpha) 

Construct Cronbach’s 

Alpha 

Interpretation 

Customer Focus (4 items) 0.81 Acceptable 

Employee Involvement (4 

items) 

0.79 Acceptable 

Organizational Performance 

(4 items) 

0.85 Good 

Table 3 shows that the results of the reliability test indicate that all three constructs have a Cronbach’s 

Alpha value that is acceptable. Customer Focus which includes 4 questions, has a Cronbach’s Alpha of 

0.81, proving it is reliable. Employee Involvement is made up of 4 items and it also has a satisfactory 

alpha value of 0.79. The 4 items used to measure Organizational Performance had an alpha value of 

0.85 which indicates that the items were very reliable. All in all, these results show that the study’s 

measures are reliable. 

Descriptive Statistics 

Table 4: Descriptive summary 

Construct Mean Std. Deviation 

Customer Focus  3.87 0.64 

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Employee Involvement  3.72 0.59 

Organizational Performance  3.95 0.61 

Table 4 shows that people in the study usually have positive views of all the constructs, as their mean 

scores are above the middle of the scale. The highest mean score of 3.95 and standard deviation of 0.61 

in Organizational Performance suggest that people view the organization’s performance as strong and 

fairly consistent. Customer Focus received an average of 3.87 and a standard deviation of 0.64, 

suggesting a positive view that is not too variable. Employee Involvement scored 3.72 and had the 

lowest standard deviation of 0.59 which suggests workers had a slightly less favorable but still positive 

and steady response. All in all, people agree and see positive aspects in all the constructs. 

Table 5: Correlation Matrix (Pearson r) 

Construct CF TEI OP 

Customer Focus (CF) 1   

Employee Involvement (TEI) 0.58 1  

Organizational Performance (OP) 0.63 0.60 1 

Multiple Linear Regression 

Multiple regression helps determine the relationship between one dependent variable and several 

independent variables. It allows us to understand how one independent variable influences the 

dependent variable, while considering the influence of the other independent variables. Here, 

Organizational Performance is the outcome that we are studying. The expected factors that will 

influence the organization’s performance are Customer Focus and Employee Involvement. The method 

can be used to evaluate the impact of Customer Focus and Employee Involvement on changes in 

Organizational Performance together. The model is presented in the equation below 1; 

OP = β0 + β1(CF) + β2(TEI) + ϵ                             (1) 

Table 6: Regression Coefficients Table 

Construct β (Unstandardized) Std. Error t Sig. (p) 

Constant  1.45 0.28 5.18 0.000 

Customer Focus  0.37 0.08 4.63 0.000 

Employee Involvement  0.29 0.09 3.22 0.000 

Table 7: Model Summary 

R R2 Adj. R2 F-value Sig. (p) 

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0.71 0.50 0.49 58.32 0.000 

 

Table 6 shows how the independent variables are related to Organizational Performance. When values 

for Customer Focus and Employee Involvement are zero, the expected value for Organizational 

Performance should be 1.45. This is where you should start when measuring your performance. 

Customer Focus has a coefficient of 0.37, its standard error is 0.08 and the p-value (p = 0.000) is highly 

significant. This means that if Customer Focus goes up by one unit, the organization’s performance 

should rise by 0.37 units while Employee Involvement does not change. The relationship can be 

considered significant based on statistics. Just like before, the coefficient for Employee Involvement is 

0.29, with a standard error of 0.09 and the p-value is also highly significant (p = 0.000). As a result, a 

rise of one unit in Employee Involvement is connected to an increase of 0.29 units in Organizational 

Performance, with Customer Focus remaining the same. It is also possible to prove this effect using 

statistical methods. All things considered, Customer Focus and Employee Involvement are important 

and helpful factors in predicting Organizational Performance. 

Table 7 demonstrates that the regression model has a strong relationship (R=0.71) between the 

independent variables and the dependent variable, Organizational Performance. In other words, 50% 

of the changes in Organizational Performance come from Customer Focus and Employee Involvement. 

Since the adjusted R-squared is 0.49, the sample size and number of predictors make it reliable to say 

that the model can explain just over 49% of the changes in organizational performance. Because the 

regression model has a p-value of 0.000, it is clear that the model is statistically significant. Therefore, 

using the independent variables as a group, their predictions for Organizational Performance are better 

than those of a model with no predictors. 

Table 8: Assumption Check 

Assumption  Method Used Result 

Normality Histogram /Q-Q plot Residuals are approximately 

normal 

Linearity Scatterplot Relationship is linear 

Homoscedasticity Plots of residuals Equal variance observed 

Multicollinearity VIF values <2 No multicollinearity 

 

Table 9: Hypothesis Testing 

Hypothesis  P-value Decision  Interpretation  

H01: Customer focus has no 

significant effect on 

performance 

0.000 Reject H0 Customer focus significantly 

improves organizational 

performance 

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H02: Total employee 

involvement has no 

significant effect on 

performance 

0.002 Reject H0 Employee involvement 

significantly improves 

performance 

Discussion of Findings  

The study explored the impact of Customer Focus and Total Employee Involvement as parts of 

sustainable total quality management on the performance of corporate organizations in Southeast 

Nigeria, using responses from 120 individuals. Researchers determined the results using multiple linear 

regression, after checking the data’s reliability and correlation. According to the regression analysis, 

having a customer-focused strategy positively affects the results of corporate organizations. The 

regression coefficient for Customer Focus is β = 0.37, and its t-value is 4.63 with a p-value of 0.000, 

both indicating that Customer Focus is significant. In other words, focusing more on customers is linked 

to an average improvement of 0.37 units in an organization’s performance. The Pearson correlation 

coefficient between Customer Focus and Organizational Performance was 0.63, which indicates they 

are moderately to strongly positively related. It confirms that focusing on customers, their needs, and 

their opinions results in a more efficient and competitive business, which in turn improves the 

organization’s performance. The hypothesis that followed tested how Total Employee Involvement 

(TEI) affected the company’s performance.  

The study found that how involved employees are is a valuable predictor, as the regression coefficient 

is β = 0.29, the t-value is 3.22, and the p-value is 0.002. The values mean that the relationship between 

the variables is significant at a 5% level. The total employee involvement and organizational 

performance show a moderate to strong positive correlation, with r = 0.60. This indicates that 

empowered employees and chances to participate in decision-making are valuable for any organization. 

The regression model found that 50% of the variation in how an organization performs is due to both 

Customer Focus and Total Employee Involvement. The model is considered statistically significant 

because the adjusted R² was 0.49, the F-statistic was 58.32, and the p-value was 0.000. As a result, in 

Southeast Nigeria, Customer Focus and Total Employee Involvement play significant roles in 

Sustainable Total Quality Management and help improve corporate performance.  

The first hypothesis (H₀₁), stating that customer focus has no significant effect on performance, was 

rejected. The second hypothesis (H₀₂), stating that employee involvement has no significant effect on 

performance, was also rejected. Both constructs significantly contribute to explaining organizational 

performance, thereby validating the importance of Sustainable Total Quality Management principles 

in Nigerian corporate organizations. 

5. Conclusion 

The implementation of Sustainable Total Quality Management (STQM) in corporate organizations in 

Southeast Nigeria has demonstrated significant potential to enhance overall performance. This study 

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highlights two critical components of STQM—customer focus and total employee involvement—both of 

which have been shown to have a profound impact on organizational outcomes in the region. Firstly, 

the emphasis on customer focus within STQM frameworks has proven essential for improving customer 

satisfaction and loyalty. Organizations that prioritize understanding and meeting customer needs are 

better positioned to adapt to market demands, leading to increased competitiveness and profitability. 

In a region where consumer preferences are rapidly evolving, a strong customer-centric approach 

allows businesses to differentiate themselves and build lasting relationships with their clients. 

Secondly, total employee involvement is a cornerstone of STQM that significantly affects organizational 

performance. Engaging employees at all levels fosters a culture of collaboration and innovation, leading 

to enhanced productivity and morale. When employees feel valued and empowered to contribute to 

quality initiatives, their commitment to the organization strengthens, resulting in improved operational 

efficiency and reduced turnover rates. 

In conclusion, the integration of customer focus and total employee involvement within the STQM 

framework is crucial for the sustainable development of corporate organizations in Southeast Nigeria. 

By embracing these principles, companies can not only improve their performance metrics but also 

contribute positively to the socio-economic landscape of the region. Future efforts should aim to 

facilitate the adoption of STQM practices, ensuring that organizations are equipped to thrive in an 

increasingly competitive and sustainability-conscious marketplace. 

 

Recommendations 

Based on the findings regarding the effect of Sustainable Total Quality Management (STQM) on the 

performance of corporate organizations in Southeast Nigeria, several recommendations can be made 

to enhance the implementation of STQM practices, particularly focusing on customer focus and total 

employee involvement: 

i. Organizations should invest in developing robust customer engagement frameworks. This 

includes regular feedback mechanisms, customer satisfaction surveys, and focus groups to better 

understand customer needs and preferences. By actively involving customers in the quality 

improvement process, companies can tailor their offerings more effectively and increase customer 

loyalty. 

ii. To foster total employee involvement, organizations must prioritize employee training and 

development. Comprehensive training programs should focus on quality management principles, 

sustainability practices, and teamwork. Equipping employees with the necessary skills and knowledge 

will empower them to contribute meaningfully to quality initiatives and organizational goals. 

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