Implementation of Quality Management Practices in The Process of Project Management at Small Enterprises in Malaysia

Introduction: The aim of this study is to investigate the implementation of Quality management practices in the process of project management at Small enterprises in Malaysia. It has always been an issue for the organization to execute management practices effectively according to its vision and mission Methodology: A structured questionnaire including 20 close ended questions was specially designed for this study. It consists of three sections: The first section covered strategic planning details and structural characteristics of the organization. The second section included questions designed to measure organizational culture, while the third section included questions to evaluate employee training. The study revealed that the quality management is positively innovative. The study combines quantitative methods. In general, quantitative methods will be used to collect the data; namely, a survey questionnaire. The questionnaire aims to investigate the current status of quality management practices in managing the project management process of small enterprises in Malaysia and to investigate the effect of critical success factors which were identified from the literature the methods are viewed as complementary to each other. Findings: The result shows that data was collected from 121 respondents who have filled up the survey. The final result is assumed to match the developed hypotheses. It starts with the profile of respondents, reliability of the instrument, descriptive statistics, and frequency of the responses, correlation analysis, multiple regression analysis and hypothesis testing. Conclusions/and Recommendations: Recommendations are also made for future research. The study provides the insight into the issue of factors within the general domain of implementation of project management and its success factors.

City University eJournal of Academic Research (CUeJAR) e-ISSN : 2682-910X CUeJAR Homepage: https://www.city.edu.my/CUeJAR OPEN ACCESS Received: 29th September 2020 | Revised: 10th October 2020 | Accepted: 30th October 2020 Implementation of Quality Management Practices in The Process of Project Management at Small Enterprises in Malaysia Nur Zafirah Abdul Rahim 1, Masri Abdul Lasi 2 Faculty of Business, City University, Malaysia, zafirah.rahim@city.edu.my Faculty of Business, City University, Malaysia, masri.abdullasi@city.edu.my Abstract Introduction: The aim of this study is to investigate the implementation of Quality management practices in the process of project management at Small enterprises in Malaysia It has always been an issue for the organization to execute management practices effectively according to its vision and mission Methodology: A structured questionnaire including 20 close ended questions was specially designed for this study It consists of three sections: The first section covered strategic planning details and structural characteristics of the organization The second section included questions designed to measure organizational culture, while the third section included questions to evaluate employee training The study revealed that the quality management is positively innovative The study combines quantitative methods In general, quantitative methods will be used to collect the data; namely, a survey questionnaire The questionnaire aims to investigate the current status of quality management practices in managing the project management process of small enterprises in Malaysia and to investigate the effect of critical success factors which were identified from the literature the methods are viewed as complementary to each other Findings: The result shows that data was collected from 121 respondents who have filled up the survey The final result is assumed to match the developed hypotheses It starts with the profile of respondents, reliability of the instrument, descriptive statistics, and frequency of the responses, correlation analysis, multiple regression analysis and hypothesis testing Conclusions/and Recommendations: Recommendations are also made for future research The study provides the insight into the issue of factors within the general domain of implementation of project management and its success factors Keywords: Quality Management, Small Medium Enterprises, Strategic Planning, Project Management, Organizational Culture, Employee Training, ISO 125 CUeJAR Volume | Issue | 2020 City University eJournal of Academic Research (CUeJAR), 2(1) 2020; 162-XX 1) Introduction Managing Projects of a Small enterprises is an independent personal facility in property are working to full market competition in local environment and the elements of the production of the outcome of the use is limited compared with those in the industry, and in many countries around the world there are different views of development and criteria through which to determine the project and through classified into several types of projects in terms of size (large, medium and small) and in terms of types and activity Total quality management is a pattern of convenient facilities small enterprises that seek to raise the quality (Myo, Khalifa, & Aye, 2019), but its application requires a new way of thinking which may not agree with what used to it, it is important when applying any new administrative method, like total quality management in particular Malaysia joined recently the World which demands that the small enterprises enhancing the competitiveness of industry in the national market (Khalifa, 2020b) Therefore, small and medium enterprises need to change traditional management concepts and adapting concepts of modern management if they are to achieve their objectives efficiently The importance of the study also stems from the fact that it deals with the subject of great importance as a getting acquainted missed relatively recent in a field of quality management (Al-Dhaafri, AlSwidi, & Yusoff, 2016) Small and medium-sized companies in Malaysia need to develop a clear strategy for many reasons, by organizational culture and diverse expertise and investment opportunities to encourage small enterprises (Tan & Lim, 2012) And avoid conflicts of laws and instability which leads to a loss of confidence among owners of small enterprises and government regulatory agencies on the other hand, the resultant also difficult to predict any future policies and proper planning for expansion in the volume of business of small enterprises (Della Corte & Aria, 2016) The society may intentionally or unintentionally impose obstacles that mitigate the importance of functional business management as a career option (Vázquez-Carrasco & LópezPérez, 2013) Small enterprise systematic quality management that can be reviewed in the light of the requirements of the ISO 9001 quality standard or system of models of excellence is not supported in Malaysia, if you not have in most cases, which it is a very high level for companies in most cases wide standards low maturity level of quality Implementation of selfassessment on the basis of excellence and models usually involves many people and require large investments in resources For this reason, the process may not be practical for organization culture with limited resources We believe that the adoption of this type of self-assessment is not appropriate choice for small businesses and given the level of complexity Self-assessment on the basis of excellence very sophisticated models for small businesses, because of the way informal the development of quality initiatives in these organizations (Kamel & El Sherif, 2001) Quality improvement concept is still poorly understood by most employees in training sessions (Alghfeli, Khalifa, Ameen, & Ghosh, 2019), since the corrective actions have sometimes been mistaken for improvement actions the company strives to continually improve its performance (reducing the number of defects and improving productivity) through machine testing and through the increase of employees awareness to training and the need to prevent problems after the improvement actions implementation, their effectiveness is verified, however The methods of quality management adopted by large companies cannot in general be implemented directly in small enterprise due to their distinctive features (Binnawas, Khalifa, & Bhaumick, 2020; C Chang, 2013; Cudjoe, Anim, & Nyanyofio, 2015) CUeJAR Volume | Issue | 2020 City University eJournal of Academic Research (CUeJAR), 2(1) 2020; 162-XX 2) Literature Review 2.1 Quality Management Crosby, Evans, & Cowles, (1990) defined quality as a conformance to requirements, Juran (1986, 15) defined quality as fitness for use in terms of design, conformance, availability, safety and field use, Garvin, (1998) proposed eight dimensions of product quality (performance, features, reliability, conformance, durability, serviceability, aesthetics and perceived quality) QM has evolved as a management paradigm to improve small enterprises effectiveness (Al-Dhaafri et al., 2016; Alharthi, et al., 2019) QM is an integrated management philosophy aimed at continuous improvement of the performance of processes, products and services to achieve and exceed customer needs and expectations It transforms a small enterprises status to a world-class level (Tan & Lim, 2012) and helps small enterprises achieve excellence (Mohamed et al., 2018) Quality management among the project context is one in every of those information topics that inconspicuously cross the realms of project lifecycles, product life cycles and structure processes (Ali, Mahat, & Zairi, 2010) Project success isn't measured on completion of a deliverable, however on however well finish product meet expectations (Falasi, Nusari, Khalifa, Ameen, & Issac, 2019) It makes excellent sense for the project to arrange and what's required to quality necessities area unit outlined, met and valid (Nusari, et al., 2018) Small enterprises with higher attention to quality area unit a lot of doubtless to possess outlined project management practices; it's solely with the popularity that establishing common processes may be a key ingredient to repeatable success (Rahmah, et al., 2020) Organizations with mature capabilities can have quality management checks and balances engineered right into project management processes and lifecycle methodologies 2.2 Quality Management Practice The characteristics of quality culture of the Saudi construction industry and present the impact of TQM practices implementation (Binnawas, Khalifa, & Bhaumick, 2019; Trung & Khalifa, 2019) The study’s emphasis on TQM practices implementation outcome in the context of Malaysia small business sector adds to the literature regarding the effect of the implementation of such practices on the sector’s competitiveness (Ali et al., 2010) It also determines the part of quality culture as a mediator between TQM practices and competitiveness and contributes to the knowledge regarding the facilitation of TQM practices implementation outcome Improving the quality can be achieved through implementation of TQM although studies and researches work regarding this improvement is still lacking (Prajogo & Sohal, 2006) CUeJAR Volume | Issue | 2020 City University eJournal of Academic Research (CUeJAR), 2(1) 2020; 162-XX Figure 2.1: shows the scope of the TQM Source: (Goetsch & Davis, 2014) According to (Abdulla et al., 2020), quality takes three meanings in small business industry: getting the job done on time, confirming that the basic features of the final scheme fall within the obligatory stipulations and receiving the job done within financial plan Every quality project should encompass all three dimensions Basically, quality in small enterprises is straight linked with conformance to stipulations as well as suitability for usage (Khalifa, 2020a) Also, in the small enterprises, quality is often defined as satisfying the requirements of the individuals involved: the designer (Binnawas et al., 2019), the constructor, the regulatory agencies, and the owner Jones and Haven, (2005) stressed that TQM programs signify more than the mere implementation of technical management practices as these programs call for a supporting culture and the organizational members’ attitude in providing customers with products and services (Alfalasi, et al., 2020) For instance, if a firm is desirous of adopting TQM practices but does not have the proper culture to support such practices, its workers can feel powerless to stop manufacture even when they notice faults, and hence, will result in the practice’s failure (AlAmeri, et al., 2019) 2.3 Project Management in Small Enterprise Project management began as a tactical tool to facilitate the execution of individual projects and programs, such as building a new facility, installing new hardware or implementing a new software initiative (Alghfeli et al., 2019; A S Chang & Ibbs, 1998) Small enterprises now use project management as a tactical tool to execute projects Projects are essential to the growth and survival of organizations today (Vázquez-Carrasco & López-Pérez, 2013) The steps of project management are applicable to any small enterprise (Falasi et al., 2019): Assess the merits of the organizations various proposed projects, weigh them against each other and select and support those projects whose execution will deliver the greatest value to the bottom line The drivers of a CUeJAR Volume | Issue | 2020 City University eJournal of Academic Research (CUeJAR), 2(1) 2020; 162-XX portfolio of projects are: Where the company wants to go and what it needs to to achieve the goal (e.g., improve its return on investment, increase shareholder value or gain market share) Tactical concerns, such as improvement projects individual departments need to undertake in order to become more efficient or effective; e.g., cost reduction, staff reduction, getting to market faster Problems whose correction requires a project or program; e.g., lost data to support decisions, poor customer service, slow time to market The need for organizational change management initiatives that prepare people to move in the desired direction along with the organization Figure 2.2: an organizational context of portfolio project management Source: (Silvius, 2013) Project success is often commented on at the end of the project management phase At this time quality about the project management success will be known because the budget, schedule and quality criteria can be measured (Upton, Teal, & Felan, 2001) Here each of the parties will be able to compare original data requirements to what is achieved In terms of quality standards, it could be monitored by the amount of rework or by the degree of client satisfaction (Abou-Shouk & Khalifa, 2017) The long-term indicators will not have been realized yet and consequently they cannot be measured (Saunders & Lewis, 2012) Therefore, it is convenient to judge success at this time by whether the project management criteria have been satisfied rather than the project criteria So, project management success becomes synonymous with project success, and the two are inseparable (Silvius, 2013) CUeJAR Volume | Issue | 2020 City University eJournal of Academic Research (CUeJAR), 2(1) 2020; 162-XX 2.4 Theories in Quality Management Quality management has only emerged in the management literature over the past 15 years; antecedents of the movement have been in existence for much longer (Khalifa & Fawzy, 2017) Scholars have investigated both direct and indirect effects of QM practices on organization performance (Khalifa & Hewedi, 2016; Morsy, Ahmed, & Ali, 2016) A large body of literature highlights the positive implications of QM practices on performance Studies found that 83% of the surveyed companies had a “positive or very positive” experience with QM, and 79% planned to “increase or greatly increase” their QM initiatives in the future (Mohamud, et al., 2017) Meanwhile, studies also find evidence pointing towards mixed performance implications accrued from QM practices (Qoura & Khalifa, 2016) In quality management theories, Meta-analysis attempts to establish the reproducibility of results by synthesizing and integrating existing findings through the use of effect sizes of the phenomena (Khalifa & Abou-Shouk, 2014) Research findings are influenced, among other factors, by sampling errors, unit of analysis, operationalization of key constructs and the research methodology adopted for investigation This meta-analysis of correlation study delves into the published research that links QM practices and performance to investigate the impact of these factors on the observed relationships (Woo & Ennew, 2005) Recently, researchers have started an explicit investigation of contextual moderating and mediating effects (Al-Dhaafri et al., 2016; Alghfeli et al., 2019), however, more studies are needed to obtain further clarity Future investigation should evaluate if same moderating variables influence each specific relationship between QM practice and performance or are these moderating effects dependent on specific QM practice and performance measure that is under investigation Spencer (1994) said that QM is a systematic approach to the practice of management, requiring changes in organizational processes, strategic priorities, individual beliefs, individual attitudes, and individual behaviors; therefore, it is important to properly align QM practices with competitive environments and strategies Quality management theories provide managerial insights on the effective management of quality (Lee, Yoon, & Lee, 2009) 2.5 Benchmarking process Benchmarking is a systematic and continuous process for measuring products, services or practices against those of the competition so as to gain information to improve quality and performance (Rolstadas, 1998) Benchmarking is a standard by which others may be measured over time and is critical to SMEs performance and effectiveness It is rated as one of the most applied and favored tools of strategic management (Min, Min, & Chung, 2002) A substantial amount of literature is devoted to the benchmarking of management processes, including total quality management (TQM) (Khamalah & Lingaraj, 2007) However, benchmarking has not received much attention in the marketing literature because of a lack of methodologies and the consumer measurement tools to aid in the process (Khalifa, 2019) The benchmark process for quality of SMEs requires both an applicable measurement methodology and a standardized construct Kotler and Gertner, (2002) offer a construct for quality as the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs Products are items consumed for personal or business use, while services are activities that deliver benefits to consumers or businesses (Alneadi et al., 2020) Many consumer offerings blend both product and service, such as restaurants, with separate quality metrics for both the CUeJAR Volume | Issue | 2020 City University eJournal of Academic Research (CUeJAR), 2(1) 2020; 162-XX food and service (Hossain, et al., 2020) Tangible products often have service quality elements such as a warranty, delivery, repair and service, etc (Widjaja, et al., 2020) Each quality dimension or characteristic, therefore, can be isolated and assessed as a separate treatment effect to that of a total quality measure (Abdulla et al., 2020) Figure 2.3: Total quality paradigm Source: (Goetsch & Davis, 2014) In order to make small enterprise competitive, numerous quality models or approaches have been proposed by quality practitioners (e.g Q-Base, Business Growth through Quality, Core Program etc.) (Alkheyi et al., 2020) Even with these models, there is little or no evidence to support the success or otherwise of these models as they apply to small enterprises (Sudigdo & Khalifa, 2020) There is also a disconcerting lack of evidence regarding the specific input of SMEs in the development of these models Therefore, the net benefit of these models is not known Questions related to the implication of quality methods in SMEs, including inspection, quality control, quality management, quality improvement, continuous improvement, teambuilding, quality tools, total quality management, business process re-engineering, benchmarking, best practice etc., remain largely indeterminate (Jones & Haven, 2005) 2.6 Factors affecting quality management practices Quality management can be described as an approach to project management that is based on certain reinforcing principles, as well as related practices and hands-on techniques (Al-Dhaafri et al., 2016) QM has not yet been adopted in smaller companies to any significant degree (S Hossain, Khalifa, & Abu Horaira, 2018) However, studies have suggested that recent initiatives related to QM can be adopted in both large and small companies (Kumar & Antony, 2008) (Bouchon & Rawat, 2016) A QM initiative refers to intentional efforts involving QM principles and practices (Goetsch & Davis, 2014) For it to be an initiative, and not only isolated improvement projects, these efforts should be meant to be sustaining and part of a larger plan Based on a review of the literature, the purpose of this paper is to identify the factors affecting quality management practices of small enterprise in Malaysia The general strengths of small CUeJAR Volume | Issue | 2020 City University eJournal of Academic Research (CUeJAR), 2(1) 2020; 162-XX enterprises are high degree of employee involvement and a management that is close to its employees The involvement of all employees in implementing QM is often argued to be critical to small enterprise (Salaheldin, 2009) or as stated by training and staff are basic elements of quality improvement (Gharama, Khalifa, & Al-Shibami, 2020) Quality improvement plans are activities of establishing objectives, requirements and application of quality system elements (Mears, 1994) These plans should be made in such a way that they can be implemented in practice with focus on eliminating the major problem areas (MolinaAzorín, et al., 2015) As an evolutionary process, it can be effectively implemented with systematic improvement plans As a systematic approach, it should include time dimension, such as time for preparation, the actual start of the implementation, observation and checking, investigation and analysis of results (Abdulla, et al., 2019) The implementation of Quality Management is a participative management approach It involves a decision to change the mindset of people from existing quality improvement practices to enhanced quality awareness, education, training, involvement, communication, skill up gradation and problem-solving attitude (Alharthi and Khalifa, 2019; Alharthi et al., 2019) It focuses on laying the foundation of quality improvement with emphasis on zero-defect programs, quality control circles, motivation programs, developing mission statements, establishing objectives and practicing quality tools and techniques (Falasi et al., 2019) It demands an unprecedented top management commitment for initiating quality improvement activities as top management plays a significant role in emphasizing commitment of employees, customers and suppliers 3) Methodology The target population in this study is the customers of small enterprises at Malaysia who are older than seventeen years Simple random sampling is used in this research in order to represent the target population The study population includes 121 employees and students in Malaysia by selecting sample of people to see their responses about quality management practices in small enterprises at Malaysia, Such as managers, employee, household, workers, and students The Small organizations chosen for data collections are located in the areas of Malaysia as per the facilities are located at these regions Therefore, the cost of data collection is low as it does not involve travelling from one place to another to collect data and data can be collected in the shortest duration because there are many respondents The types of employees and the reasons for choosing them were as follows: Top managers to obtain their views on the level of the implementation of quality practice and the extent to which they felt that these had been achieved Middle manager to establish their views on the quality polices and the level of success being achieved The recipients to test their perceptions of the quality systems and techniques and the extent to which they considered them successful Figure 2.4: Research framework CUeJAR Volume | Issue | 2020 City University eJournal of Academic Research (CUeJAR), 2(1) 2020; 162-XX Source: (Mears, 1994) 4) Result and Discussion There The result shows that data was collected from 121 respondents who have filled up the survey A description of the techniques used to analyze the data and the extent and degree to which the findings confirm or infirm the hypothesized relationships With the advent of powerful software, such as SPSS, there is a tendency to go directly to complex, multivariate procedures without first conducting a marginal analysis (descriptive statistics), analysis of variance and correlation 4.1 Respondent Results Table 4.1: Frequency Statistics Gender Marital Status Age Education Level Race Valid 121 121 121 121 121 Missing Mean 1.31 1.47 3.18 3.09 2.31 Median 1.00 1.00 3.00 3.00 2.00 Mode 1 3 Std Deviation 466 501 1.169 1.133 947 Skewness 811 117 179 168 1.742 Std Error of Skewness 220 220 220 220 220 Kurtosis -1.365 -2.020 -.925 332 3.579 Std Error of Kurtosis 437 437 437 437 437 25 1.00 1.00 2.00 2.50 2.00 50 75 1.00 2.00 1.00 2.00 3.00 4.00 3.00 4.00 2.00 2.00 N Percentiles Source: Developed for this research CUeJAR Volume | Issue | 2020 City University eJournal of Academic Research (CUeJAR), 2(1) 2020; 162-XX Table 4.1 the table shows the sample of the study according to the characteristics and personality traits, and demographic questionnaire divide it to Age, Gender, Marital Status, Education Level and Monthly income 4.2 Reliability Reliability refers to the consistency and stability in the results of a test or scale A test is said to be reliable if it yields similar results in repeated administrations when the attribute being measured is believed not to have changed in the interval between measurements, even though the test may be administered by different people and alternative forms of the test are used For example, if you weighed yourself twice consecutively and the first time the scale read 130 lbs And the second time 140 lbs., we would say that the scale was an unreliable measure of weights In addition, to be reliable, an instrument or test must be confined to measuring a single construct and only one dimension For example, if a questionnaire designed to measure anxiety simultaneously measured depression, the instrument would not be a reliable measure of anxiety A reliable instrument or test must meet two conditions: it must have a small random error; and it must measure a single dimension The Cronbach α value for the four dimensions of dependent variable (quality management practices in managing the project management process of small enterprises) from DV to DV4, and independent variable (Strategic Planning) from IV1 to IV4, (Organization Culture) from IV5 to IV8, (Employee Training) From IV to IV11 ranged from 0.658 to 0.667 (refer to Table) Similarly, the reliability for the dependent measures used in assessing the homological validity was 0.658 (Hair et al., 2017) The figures indicate adequate internal consistency associated with most of the measures Once again, the Cronbach α values were compared with leading journals revealing that the produced Cronbach α values were on par with leading journal findings lending further credibility to the generated survey instrument in this study These results are based on 121 respondents Table 4.2 Cronbach α value Scale Mean if Item Deleted Gender 60.11 Marital Status 59.95 Age 58.24 Education 58.33 Level Race 59.12 DV1 58.17 DV2 58.31 DV3 58.44 DV4 58.34 IV1 57.97 IV2 57.98 IV3 58.26 IV4 58.35 Scale Variance if Item Deleted 58.913 59.964 59.967 Corrected Item- Cronbach's Alpha if Item Deleted Total Correlation 126 -.024 -.072 676 683 703 56.773 116 681 60.120 53.628 54.051 54.332 53.459 54.166 54.066 54.742 54.979 -.067 320 317 264 370 360 334 292 206 695 658 659 664 653 655 657 662 672 CUeJAR Volume | Issue | 2020 City University eJournal of Academic Research (CUeJAR), 2(1) 2020; 162-XX IV5 IV6 IV7 IV8 IV9 IV10 IV11 57.93 57.93 58.17 57.73 58.16 57.83 57.70 51.786 51.762 52.572 52.800 54.133 54.956 54.777 395 406 392 403 312 276 244 648 647 650 649 659 663 667 Source: Developed for this research The results shown in the table (4.2.4) that the value of Cronbach's alpha coefficient was high for each area, ranging from 0.658 to 0.867 for each area of the questionnaire, As well as the value of the coefficient alpha for all the paragraphs of the questionnaire was (0.658) As well as the value of corrected item total correlation was high for each domain (0.406, - 0.072) for each area of the questionnaire As well as the value of corrected item total correlation to all the questionnaire was (0.244) This means that the coefficients of stability is high, and the questionnaire to be finalized available for distribution Thus, the researcher may be sure of the reliability and validity of the study questionnaire, which makes it confident health questionnaire and validity of the analysis of the results and to answer questions of the study and testing of hypotheses 4.3 Correlation Analysis Correlation between sets of data is a measure of how well they are related The most common measure of correlation in stats is the Pearson Correlation The full name is the Pearson Product Moment Correlation or PPMC It shows the linear relationship between two sets of data In simple terms, it answers the question; can I draw a line graph to represent the data? Two letters are used to represent the Pearson correlation: Greek letter rho (ρ) for a population and the letter “r” for a sample The significance level of each correlation coefficient is stated in the correlation table The significance level or the p-value is the probability of obtaining results as extreme as the one observed If the significance level is small i.e less than 0.01 then we can say that the two variables are linearly correlated If the significance level is large than 0.01, then we can say that the two variables are not significant and also they are not linearly related In the above figure we can see the significant level of interest rate as independent variables is having high value of significant more than 0.01 so we can say that the variables may have multi collinearity or may have negative relationship with each other It also shows that there is a negative relationship between the variables with the interest rate There is a strong relation between the independent variables The potential problems with Pearson correlation are not able to tell the difference between dependent and independent variables For example, if you are trying to find the correlation between a high calorie diet and diabetes, you might find a high correlation of However, you could also work out the correlation coefficient formula with the variables switched around In other words, you could say that diabetes causes a high level That obviously makes no sense Therefore, as a researcher you have to be aware of the data you are plugging in In addition, the PPMC will not give you any information about the slope of the line; it only tells you whether there is a relationship CUeJAR Volume | Issue | 2020 City University eJournal of Academic Research (CUeJAR), 2(1) 2020; 162-XX 4.4 Hypothesis Analysis H1: There is a significant relationship between Planning characteristic and project management practice H0: There is no significant relationship between planning characteristic and project management practice Results show evidence those Project Management are positive and significantly affected by planning characteristics Planning appears contributing variable towards quality level R-square is 0.13 with an F value of 1.602 and a significance level of p < 0.000 It can be summarized that 92 percent of the variance in quality management practices in managing the project management process of small enterprises has been significantly explained by the fulfillment dimension These hypotheses are supported and accepted as it has confirmed that there is positive correlation between planning characteristics and Project Management practices H2: There is a significant relationship between organizational culture and project management practice H0: There is no significant relationship between organizational culture and project management practice Hypothesis examines the impact of organizational culture towards Project Management Result infers that organizational culture has positive and significantly impact on Project Management practices that the R-square is 0.11 with an F value of 1.046 and a significance level of p < 0.000 It can be summarized that 97 percent of the variance in quality management practices has been significantly explained by the fulfillment dimension This hypothesis is supported and accepted, as there is a positive association between organizational culture and Project Management Performance H3: There is a significant relationship between External Environment and Project Related Factors and project management practice H0: There is no significant relationship between External Environment and Project Related Factors and project management practice Hypothesis explicates the impacts of employee training towards quality management Project Management practices is positive and significant influenced by the external environment for employees the R-square is 0.66 with an F value of 8.394 and a significance level of p < 0.000 It can be summarized that 98 percent of the variance in the quality management practices has been significantly explained by the fulfillment dimension Thus, the hypothesis is supported and accepted This finding implied that, employee training has the positive and significant relationship with Project Management Performance Data analysis reveals that the relationship between factors influencing Project Management Performance of employees in Malaysia and Project Management practices is crucial to focus heavily by the organization in order to increase their performance and productivity CUeJAR Volume | Issue | 2020 City University eJournal of Academic Research (CUeJAR), 2(1) 2020; 162-XX 5) Conclusion The purpose of this research was to determine the influence of quality management factors on explain the adoption of project management and its performance for small industries in Malaysia The answer to the research questions has been provided The fulfillment of the purpose of the research have been arrived at through the process of finding relevant literature, collecting and analyzing of data as seen from the previous chapters of the paper From the content analysis the research found out that quality management factors in the area of project management of small enterprises have high influence on the adoption of project management attributes The result showed that there was very high significant influence between quality management factors and project management adoption and its performance In the researcher opinion, the accurate organizational and project information towards adoption of project management attributes enables the managers to be more motivated and more confident to work in the tight work schedules Based on the findings from the study the following conclusions have been drawn: a) The small industry in Malaysia has a good image and recruitment of workforce seems to be very easy compared to other countries since the industry is already dominated by the youth whose age ranges from 21-40years b) The fact that workers are satisfied with their job and majority are willing to recommend their good friends to join them with their present employer means that the industry will continue to have the required and necessary workforce c) The degree of workers satisfaction with compensation was low compared to the others This coupled with the fact that the number of respondents who agreed that they would leave the industry to other areas if they were offered a higher salary there slightly outnumbering those who thought otherwise means that if compensation issues are not looked at, the industry may lose experienced workforce in the near future if other industries become attractive With the research conducted for this thesis, it was found that it is very important that the services are performed as promised timely and prompt, that the organization should have the knowledge about operational skill and the ability to understand customer needs, they should be able to communicate correctly and are willing to assist customers References Abdulla, S A M., Khalifa, G S A., Abuelhassan, A E., & Ghosh, A (2019) Antecedents of Dubai Revisit Intention: The Role of Destination Service Quality and Tourist Satisfaction Restaurant Business, 118(10), 307–316 Retrieved from https://journals.eduindex.org/index.php/rb/article/view/9326 Abdulla, S A M., Khalifa, G S A., Abuelhassan, A E., Nordin, B Bin, Ghosh, A., & Bhaumik, A (2020) Advancement of Destination Service Quality Management Technology in Tourism industry Journal of Critical Reviews, 7(11), 2317–2324 https://doi.org/doi:10.31838/jcr.07.19.351 Abou-Shouk, M A., & Khalifa, G S (2017) The influence of website quality dimensions on epurchasing behaviour and e-loyalty: a comparative study of Egyptian travel agents and hotels Journal of Travel and Tourism Marketing, 34(5), 608–623 https://doi.org/https://doi.org/10.1080/10548408.2016.1209151 Al-Ameri, J., Isaac, O., Haumik, A., & Khalifa, G S (2019) Towards a Better Understanding of CUeJAR Volume | Issue | 2020 City University eJournal of Academic Research (CUeJAR), 2(1) 2020; 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