Date of Conferral

8-4-2026

Date of Award

August 2026

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

Barbara Carter

Abstract

Customer satisfaction remains a challenge for some manufacturing organizations despite the widespread implementation of TQM practices. Manufacturing leaders must improve customer satisfaction because it enhances customer retention, organizational competitiveness, and long-term business performance. The purpose of this quantitative correlational study was to examine the relationships between employees' involvement, process improvement, and customer satisfaction. The expectancy-disconfirmation theory grounded the research project. Participants were 68 middle managers employed in manufacturing organizations in Ontario, Canada. Data were collected through an anonymous online survey using the Utrecht Work Engagement Scale (UWES-9) and the TQM Practices Scale. The data were analyzed using descriptive statistics, Cronbach’s alpha, Pearson correlation analysis, and multiple regression analysis. The results of the multiple regression analysis indicated that the model statistically significantly predicted customer satisfaction, F(2, 65) = 17.353, p < .001, R² = .348. Process improvement was the only statistically significant predictor of customer satisfaction (p < .001). A key recommendation for manufacturing leaders is to prioritize continuous process improvement initiatives while fostering employee involvement as part of an integrated TQM strategy. The implications for positive social change include the potential for manufacturing leaders to improve product quality, strengthen customer satisfaction, support organizational sustainability, and promote stable employment opportunities that may benefit employees, customers, organizations, and the communities they serve.

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