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The Influence Of Total Quality Management (TQM), Performance Measurement System, Reward System And Organizational Culture On Managerial Performance (Case Study At PT. Pos Indonesia (Persero) Jambi City)

Jurnal Cakrawala Akuntansi · Vol. 16 No. 1 (2024) · hlm. 1–14

DOI
10.22437/jca.v16i1.46733
ISSN
3123-1918, 1979-4851
Terbit
2024-02-01
Penerbit
Faculty of Economics and Business Universitas Jambi
Bahasa
en
Lisensi
creativecommons.org/licenses/by/4.0

Abstrak

This study aims to provide empirical evidence on the influence of Total Quality Management (TQM), performance measurement systems, reward systems, and organizational culture—both simultaneously and partially—on managerial performance. The research was conducted at PT Pos Indonesia (Persero) in Jambi City, with a sample of 46 respondents selected using purposive sampling. Data were analyzed using multiple linear regression, supported by validity and reliability tests, classical assumption tests, and hypothesis testing. Data processing was carried out using SPSS version 22 for Windows.The findings reveal that TQM, performance measurement systems, reward systems, and organizational culture, when tested simultaneously, have a significant influence on managerial performance. However, when examined partially, only TQM and reward systems demonstrate a statistically significant effect on managerial performance, whereas performance measurement systems and organizational culture do not show a significant impact.This study contributes to organizational performance literature by confirming that quality management practices and effective reward mechanisms are essential drivers of managerial performance. In contrast, the lack of significant influence from performance measurement systems and organizational culture suggests the need for deeper structural alignment and cultural reinforcement within the organization. Practically, the results offer strategic insights for companies aiming to enhance managerial effectiveness through quality-centric management and motivational incentives.

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  • Universitas Halu Oleo
  • Hasanuddin University
  • Universitas Internasional Semen Indonesia
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  • Organisasi berbeda
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Rekan penulisOrganisasiArtikel bersama
Wirmie Eka PutraAfiliasi tidak diketahui3
Wiwik TiswiyantiAfiliasi tidak diketahui3
Netty HerawatyAfiliasi tidak diketahui2
Dedy SetiawanAfiliasi tidak diketahui2
Nela SafeliaAfiliasi tidak diketahui2
Zirda KurniaAfiliasi tidak diketahui2
Dahmiri DahmiriAfiliasi tidak diketahui1
Musyayaddah MusyayaddahAfiliasi tidak diketahui1
Arsyadt ArsyadtAfiliasi tidak diketahui1
Muhammad AminUniversitas Halu Oleo1
Husni HasbullahAfiliasi tidak diketahui1
Lucky Enggrani FitriAfiliasi tidak diketahui1
Afrizal AfrizalAfiliasi tidak diketahui1
Mukhzarudfa MukhzarudfaAfiliasi tidak diketahui1
Susfayetti SusfayettiAfiliasi tidak diketahui1
Lucky Enggraini FitriAfiliasi tidak diketahui1
Sri RahayuHasanuddin University1
Erwita DewiAfiliasi tidak diketahui1
Ocha AnandaAfiliasi tidak diketahui1
Fitrini MansurAfiliasi tidak diketahui1
Lian Undari Permata SariAfiliasi tidak diketahui1
Riski HernandoAfiliasi tidak diketahui1
Widya Ika JulianaAfiliasi tidak diketahui1
Fitriatul TakiahAfiliasi tidak diketahui1
Yuliana YulianaAfiliasi tidak diketahui1
Sulthoni FiqriAfiliasi tidak diketahui1
Rita FriyaniAfiliasi tidak diketahui1
Nita RianiAfiliasi tidak diketahui1
Muhammad GowonAfiliasi tidak diketahui1
Sasvira Ismiradita PutriAfiliasi tidak diketahui1
Putri AmeliaUniversitas Internasional Semen Indonesia1
Salman JumailiAfiliasi tidak diketahui1
Wirnie Eka PutraAfiliasi tidak diketahui1
Melyza MelyzaAfiliasi tidak diketahui1
Nyimas Dian MaisyarahAfiliasi tidak diketahui1
Al Parok Al ParokAfiliasi tidak diketahui1
Agus SolikhinAfiliasi tidak diketahui1

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Sumber metadata: OAI-PMH (metadata jurnal) https://online-journal.unja.ac.id/index.php/jca/oai, pertama di-harvest 6 Nov 2026, terakhir terlihat 8 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en">The Influence Of Total Quality Management (TQM), Performance Measurement System, Reward System And Organizational Culture On Managerial Performance (Case Study At PT. Pos Indonesia (Persero) Jambi City)</dc:title>
	<dc:creator xml:lang="en">Mutiya, Aprillia</dc:creator>
	<dc:creator xml:lang="en">Yuliusman, Yuliusman</dc:creator>
	<dc:creator xml:lang="en">Yustien, Reni</dc:creator>
	<dc:subject xml:lang="en">Total quality management(TQM), performance measurement system, reward system, organizational culture, managerial performance.</dc:subject>
	<dc:description xml:lang="en">This study aims to provide empirical evidence on the influence of Total Quality Management (TQM), performance measurement systems, reward systems, and organizational culture—both simultaneously and partially—on managerial performance. The research was conducted at PT Pos Indonesia (Persero) in Jambi City, with a sample of 46 respondents selected using purposive sampling. Data were analyzed using multiple linear regression, supported by validity and reliability tests, classical assumption tests, and hypothesis testing. Data processing was carried out using SPSS version 22 for Windows.The findings reveal that TQM, performance measurement systems, reward systems, and organizational culture, when tested simultaneously, have a significant influence on managerial performance. However, when examined partially, only TQM and reward systems demonstrate a statistically significant effect on managerial performance, whereas performance measurement systems and organizational culture do not show a significant impact.This study contributes to organizational performance literature by confirming that quality management practices and effective reward mechanisms are essential drivers of managerial performance. In contrast, the lack of significant influence from performance measurement systems and organizational culture suggests the need for deeper structural alignment and cultural reinforcement within the organization. Practically, the results offer strategic insights for companies aiming to enhance managerial effectiveness through quality-centric management and motivational incentives.</dc:description>
	<dc:publisher xml:lang="en">Faculty of Economics and Business Universitas Jambi</dc:publisher>
	<dc:date>2024-02-01</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://online-journal.unja.ac.id/jca/article/view/46733</dc:identifier>
	<dc:identifier>10.22437/jca.v16i1.46733</dc:identifier>
	<dc:source xml:lang="en">Jurnal Cakrawala Akuntansi; Vol. 16 No. 1 (2024): Jurnal Cakrawala Akuntansi ; 1-14</dc:source>
	<dc:source>3123-1918</dc:source>
	<dc:source>1979-4851</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://online-journal.unja.ac.id/jca/article/view/46733/21660</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2025 Aprillia Mutiya, Yuliusman Yuliusman, Reni Yustien</dc:rights>
	<dc:rights xml:lang="en">https://creativecommons.org/licenses/by/4.0</dc:rights>
</oai_dc:dc>