Relationships between Total Quality Management Practices, Organizational Culture and Teacher’s Performance: Study from Seventh Day Adventist High Schools in West Indonesia

INTRODUCTION In the world business strategic operations, “performance” is the basic element of seeing and evaluating the result of whole operations. Whatever organizations do the key word have to be consider is how its performance (Aghajary & Senin, 2014). This emphasis factor is determining that an organization manages according to its Vol. 6 | No. 2 ISSN: 2089-6271 Relationships between Total Quality Management Practices, Organizational Culture and Teacher’s Performance: Study from Seventh Day Adventist High Schools in West Indonesia


INTRODUCTION
In the world business strategic operations, "performance" is the basic element of seeing and evaluating the result of whole operations.
Whatever organizations do the key word have to be consider is how its performance (Aghajary & Senin, 2014). This emphasis factor is determining that an organization manages according to its Vol. 6 | No. 2 ISSN: 2089-6271 Relationships between Total Quality Management Practices, Organizational Culture and Teacher's Performance: Study from Seventh Day Adventist High Schools in West Indonesia goals (Ferreira et al., 2012). The performance evaluations are also useful for comparing amongst industrial players either for internal or external.
As an alternative, a skilled, motivated, and flexible workforce can help develop a company's sustainable core competencies (Levine, 1995).
Managers as well as supervisors are consequently turning to push employees to generate competitive strategy. Certain human resource management practices are suspected of supporting better firm operation and performances.
Scholars of strategic human resource management (SHRM) have turned their attention to employee performance, due to enabling the company to set aside goals and lead by empowering employee components. To enhance this mutually reinforcing bundle, human resource practices endorse and facilitate synergistic time, training for getting high employee commitment, high involvement and high performance. In this paper we use "high employee performance" to show that the organizational culture empowers and provides employees with quality skills, information, motivation and latitude.
Principally, organizational culture can enhance employee performance. More and more, research suggests that the impact of organizational culture towards employee performance is fundamentally the foundation of career developments (Pinho et al., 2014;Klein, 2013;Xenikou, 2006;Rashid et al., 2003).
As a set of values and norms, organizational culture provides covenant values of general criteria, standards or guiding principles that employees use to determine which types of behaviors, events, situations, and outcomes are desirable or undesirable. The rules and contract agreement between an employee and organization is a guideline of how an organization is operated.
Understanding of organization environments such as organization structures', working policies, career development paths, social interactions amongst teamwork are mandatory. This is because organizational culture controls the way members make decisions, the way they interpret and manage the organizational environment, what they do with information, and how they behave. So, organizational culture affects an organization's performance as well as employee job performance.
Another research that has relation on employee performance is total quality management practice approaches (Carlos et al., 2011;Christos & Evangelos, 2011;Baird et al., 2011;Saez-Albacete et al., 2011;Hasan & Kerr, 2003 It means that the employee is one of the most critical of quality management practices. Connecting to the organizational culture systems, management quality practice is the role of how business system is done. Total quality management practice shows a radical change of organizational culture in which the new management model focus is customer driven (Besterfield et al., 1999:3;George & Weimerskirch, 1994:3). Total quality management is an organization-wide challenge that every employee is responsible to do the right thing correctly the first time. Those affected by the plan must be involved in its development and implementation. They understand the process better than anyone else. Changing behavior is the goal. Employees must come to work not only to do their job, but also to think about how to improve their job.. This is the way that job performance genuinely done.
In summary, the objectives of the study are: 1. To examine the association between total quality management practices and teacher -107 - Ronny Buha Sihotang,Zenyka Viedeyona Zebedeus / Relationships between Total Quality Management Practices, (Yang & Huang, 2014).
In order for the shape of performance to be known, then a job performance evaluation needs to be made. The job performance evaluation itself is made to determine the extent to which the planned work implementation process has been executed as originally planned. Whether a work plan will be executed or not is visible through an evaluation tool that has been. In performance evaluation, "what has worked and what has not been done" will be seen. Because performance evaluation ensures "whether the work plan has been carried out through the work planned in accordance with the specified time," it serves as a performance evaluation tool to measure the activities of the organization through all the employees involved.
If the performance evaluation has been done, then the benefits for both parties, which are the employees themselves and the organization, through leadership, will be seen (Bacha, 2014).
The benefits of employee performance evaluation -in this case the teacher -will be clearly visible; Whatever form of quality management approach is implemented, practicioners realize that quality is a sustainable competitive advantage and competence of an organization to keep growing (Yunis et al., 2013). The objective of quality approach is the same, which is to create product quality (goods and services) for customers. So the main quality objective for organizations is the customers. Then for the organizations, the customers in place are as the first and main in the organizational structure. Although it is recognized that the customers, the micro-external part of that organization itself but in the sense of operational structure, organization, and customers are the main part of internal that has to be noted because with the customers, an organization can grow.
If your organization wants to implement quality management, make sure that the following steps are in the operating system that is being executed; make sure that quality is a never-ending journey  (4) analysis of information and knowledge management, (5) human resource focus, (6) process management, (7) business results (Foster, 2007 : 70-78;Besterfield, 1999: 160-170).

Organizational Culture
Organization as a collection of people who cooperate and work together will form a lifestyle (2) adhocracy culture. An adhocracy culture has an external focus and values flexibility. It stresses entrepreneurship, creativity, proactiveness, and innovativeness in discovering new markets and direction for growth. It is characterised by flexibility, adaptability and external orientation; (3) market culuture. A market culture has strong external focus and values stability and control.
It emphasizes goal achievement, productivity, task accomplishment, profitability, planning and setting objectives and efficiency, reflecting its external orientation and favouring stability and control; (4) hierarchy culture. A hierarchy culture is the driving force within a hierarchical culture.
It has an internal focus, which produces a more formalized and structured work environment, and values stability and control over flexibility.
Total quality management practices needs an organizational culture based on individuals as well as organizations' leaders support and teamwork commitment to fullfil quality requirements (Oliver, 2009;Leaonard & McAdam, 2002). Quality management practices needs employee support, innovative and dependable employees doing things right the first time. Organizational behavior that empowers its employee would do things right the first time and also do the right things based on high job performance. These criterias are predominant of quality management standards that require cultural managerial changes associated with total quality management. To adopt Lean Six Sigma the organizational culture's behavior is needed (Bhasin, 2013).

Relationship between Total Quality Management and Teacher's Job Performance
It is important to note that strategic quality management is the role of doing business to get customer loyalty. By doing so, the organizational performance synergy is encouraging to push employee performance. This challenge needs performing operational effectiveness to set ambitious goals (Leonard & McAdam, 2002). One of the Malcolm Baldridge National Quality Award criteria is human resources focus. It shows that employee performance is mandatory for getting award, therefore total quality management is enhanced to develop the employee by providing regular training and development (Lau et al., 2004).
Quality management studies have attempted to identify the key quality management practices on which the success of a total quality management process is based. As a result, total quality management is linked and associated to organizational performance throughout its multilevel employees such as employee's involvement on training (Salaheldin, 2009;Arumugam et al., 2008) and increase employees performance achievement (Zairi et al., 1994).
Total quality management built and empower its employee having high moral, build good teamwork and persuasive to customer relationship (Lakhal et al., 2006).  Lee, 2007).

Relationship between Organizational Culture and
The organizational culture is an important component in the field of organizational behavior, particularly in trying to better the measurement of employee job performance (Lee & Yu, 2004;Rashid et al., 2003). This implies that organizational culture can affect the success of the organization to achieve goals and objectives. While for achieving goals and objectives, the organization needs a motivated employee and good employees' job performance. This link has to be synchronized one with another (Taormina, 2009).

Research Questions Framework and Hypothesis
Based on the above literature review, a research framework is developed to simultaneously examine the relationships between total quality management practices, organizational culture and teacher's job performance. The framework is presented in Figure 1.
The primary research questions of this study can be articulated as follows:

Research instrument
In designing instrument, the use of variables has played an important role in management research.
All of the inpendent and dependent variables are measured with multi items, and SPSS 18 was employed for examining variables.
The instrument developed consist three major parts respectively total quality management practices, organizational culture, teacher's job performance. The instrument used is a five-point Likert scale, representing range of attitudes from strongly disagree to strongly agree.

Sample and data collection
The study has been done by using structured

RESULTS AND DISCUSSIONS
To solicit answer on the hypothesis given in the research, the following results of the study are given. Table 1 shows that there is strong relationship between Total Quality Management Practices and Teacher's Performance (r = 0.682).
Since the significance value (sig.) is equal to 0,000, which is lesser than alpha (α) of 5%, this means that the relationship was significant. So, there was a significant positive correlation between Total Quality Management Practices and Teacher's Performance.     The result of total quality management practices specifically is not focus to the individu of employee and its performance. Although we believe that total quality management practices empowering all employee to do their best. It means, teachers as an individual grand commitment to serve student is a mandatory. There is positive morale of giving heart and mind being a teacher in the school. Most of total quality management practices concern to enchancing teamwork and pushing teamwork serve the customers right on first time. Therefore it's true that total quality management practices provide better business results. The logic is that good school has good teacher's performance and total quality management practices provided school's quality as well as quality of teacher's performance.
The role of organizational culture to tearcher's performance is the basic of organization's behavioral operations. Every employee is featured with various characteristic and behavioral within organizational culture. It's mean that by seeing and knowing the way employee conducts daily activities it shows the real organizational culture.
However, organization culture is a potret of an organization itself. That's why organization culture can positively and significantly affect the operation of organization (Chang & Lee, 2007). Spesifically, organization culure has a significant relationship between organization culture and teacher's performance. This finding shows an equality and or similarity to the resulf of this reseach. Therefore, nurturing and restructuring organizational cuture are considered as an alternative for sinergyzing teacher's performance.