Small and medium enterprises (SMEs) in Malaysia represent an important segment of the economy because of their contribution to the nation’s gross domestic product, employment and larger companies (e.g. MNCs). The government provides assistance to SMEs so for both domestic as well as export  arkets. The government also helps SMEs increase productivity through the use of modern technology and management thus increasing the SMEs’ competitiveness in today’s market.

Nevertheless, it is imperative that the SMEs manage themselves well for sustainable performance. In fact, many research projects have shown the strategic benefits of quality management programs. Researchers have also confirmed that Total Quality Management (TQM) practices do significantly contribute to greater market share and return on investments, lower manufacturing costs, improved productivity and strategic performance. Therefore, it is suggested that local SMEs should practice TQM because it is a key strategy for maintaining competitive advantage. This is necessary because most enterprises concentrate on certain aspects of management only (e.g., finance, product and human resource management). It is believed that having a high-quality marketing management and others are essential too.

A survey research was recently conducted to identify the relationship between quality management and organisational performance (OP) with the existence of market orientation (MO) among SMEs in Sarawak. For the purpose of this stud, the quality management was assessed using the elements of TQM. The research focused on the quality management practices among small and medium enterprises in Sarawak, all of which are registered under the Small and Medium Enterprises

Development Corporation Sarawak and Sarawak Manufacturers’ Association. Based on theoretical considerations, a theoretical framework was proposed linking TQM and MO constructs to the OP. This empirical research was carried out also to determine the relationship between TQM and OP with MO as the moderator.

Out of the 400 questionnaires posted via ordinary mail, 70 questionnaires were returned after one follow-up. From this amount, seven questionnaires had to be excluded due to the large number of unanswered items which rendered further analysis impossible. The overall response rate was 16% percent, which was considered satisfactory for subsequent analysis. Hence, 63 usable questionnaires were analysed accordingly. Most of the participating enterprises are in service sector and a majority of them are owned by non-bumiputeras. Most of the respondents are from small sized company, a majority of them having been in operation less than 5 years. Furthermore, many of them are non-ISO certified company operating in urban areas. The attitudinal measures (TQM, MO and OP) used in this study showed encouraging evidence of reliability and validity.

The findings of this study indicated that the overall perceived level of quality management practices among the surveyed enterprises was averaged at 3.81 (out of 5). This indicates that the companies concerned are just about neither agree nor disagree to agree on the various statements on practicing quality management. This shows that they are practicing quality management but at a moderate level and most probably still at the awareness and/or early stages.

From the seven dimensions of TQM, namely corporate planning, role of top management leadership, customer focus, human resource focus, process focus, quality focus and information analysis, the result of the study suggest that the local SMEs practiced more on customer focus compared to the other dimensions. Correspondingly, the results show that the SMEs agreed that they are practicing market orientation. The overall means of MO is slightly higher than TQM (i.e., 3.89).

This study also reveals that, there is a significant difference in between the ISO-certified and non-ISO SMEs. The ISO-certified SMEs have greater performance. Besides this, the size of the SMEs seems to be factor affecting their performance. The medium-sized firms have better performance than small-sized firms. In addition, the exploratory research findings indicate that:

1. There is a positive relationship between TQM implementation and OP:
2. There is a positive relationship between Mo and OP;
3. There is a positive relationship between MO and TQM implementation;
4. The influence of TQM on OP is greater than the influence of Mo on OP
5. The presence of TQM strengthens the relationship between MO and OP

This survey-based exploration has, to a certain extent, defended the importance of TQM for enhancing the performance of SMEs. Nevertheless, future empirical investigation should be performed, using more representative samples. Besides, the effect of industry type on organisational performance should also be studied. As this research pertains to the use of subjective measures of performance with regard to TQM and MO practices, objective measures can be used to validate the relationships currently tested.

In conclusion, quality management is essential for business organisations and the scope has to be more comprehensive in line with the TQM approach. The SMEs can be more independent and competitive if they are well managed to face the stiff competition locally or abroad. The exploratory study indicates that SMEs should consider TQM as a facilitating management tool for improving their performance. Most importantly, it reminds SMEs that the quality of their management and/or marketing practices matters.

Let me steal a line from Charles Dicken’s opening sentence in his epic novel, “A tale of two cities”. “It was the season of Darkness, it was the season of Light”. Okay, I have reversed it to reflect our current predicament.

It is indeed a season of darkness with Covid and its ever-evolving variants blighting the world. We seem to be in a tunnel with no sign of light at the end. This pall of black cloud that hovers over our world has permeated into our very personal lives. Masks and social distance might be our norm. Now we might have to accept that our lifestyle as we knew it (sic) might be permanently or at least a long temporarily changed.

Talking about lifestyle, the beloved breakfast time activity of sitting at kopitiam, eating our laksa, kolok mee, nasi lemak, while chin-wagging with friends about the woes and ways of the world, talking about everything and nothing, might be just our yesterdays. This and other deprivations is placing a heavy toll on our psyche. Unfortunately, for some, the burden proved to be too much, and they took the ultimate escape.

Yes, it is indeed a dark time but as Dicken said that even in this dark time there is light. It is the light of human kindness and humanity. I am talking about the individuals and organisations who go out of their way to reach out to the poor and badly affected population through their food aid programme, offering them sustenance to survive another day. They remind me of the story of the little Dutch boy who stopped the water from the sea.

As the story goes, a little boy and his brother were playing on the dike that was built to prevent the seawater from inundated his homeland. The boy lived in Holland where the land was very low, and the people built an earthen wall to hold the sea at bay. This wall is called a dike. The boy noticed that there was a small hole in the dike and water was oozing out. He knew the hole must be blocked to stop it from developing into a breach to let the seawater in and flood the land. There was no one around. So, the boy stuck his finger in the hole to stop the water from coming in. He asked his little brother to run to the town to raise the alarm. The town was a bit far off and that help would take some time to come. But he knew he had to hold on, even though his finger was numb with cold. Soon the cold spread to his whole arm and body but still, he held on. He knew that his effort was a temporary measure and that the real solution had to come from strong men with spades and other digging tools. At last, the town folks came and save the day. Everybody knew that the boy’s heroic act, though small, bought the town time to mobilise the rescue team.

The spontaneous kind act of the modern-day good Samaritans helps the poor people to hold on and also give them hope that our society has not forgotten about them who are in dire straits. They are buying time for the scientific and medical fraternity to come up with a solution to counter this pandemic.

There are too many good people and organisations for me to list and to single out anyone might be unfair. Whatever it is, they are the lights in this hour of darkness. They are like shining stars twinkling in the night. God bless them.
Talking about stars, they do shine more strikingly against a night sky. This Covid period is a very dark night and against this backdrop good deeds shine ever more brightly. However, there are other stars that have been around for many years. They are the cause-related organisations – the Non-Governmental Organisations (NGOs) – that have been carrying out their noble work without too much publicity for decades. The Social Welfare Council of Sarawak is an association of over 40 NGOs. The Council itself was formed in 1949. Yes, over 70 years ago. Though initially, it was a union of less than a dozen organisations but now has expanded to include about 43 independent NGOs. These voluntary organisations, each working for its own agenda: whether in aid of people with a certain medical condition or meeting the challenges of social and environmental issues. They are ninety-nine per cent managed by volunteers, and they have been plugging at their missions without too much fanfare for years. Outside the ambit of the Social Welfare Council, there are hundreds, if not thousands, of such cause-related voluntary organisations. That they are called NGOs (Non-Governmental Organisations) is an affirmation that they see their function as complementing that of the Government. While we all accept that it is the Government that must take care of its citizens, but, inevitably, it cannot cover all the grounds in minute details. NGOs are the manifestation of the grassroots movement to fill in the gaps. That they can fulfil this support role because they are generally started by people who are directly affected and thus know the needs better.

We rightly acknowledge and salute that the good people and organisations who step up to help the people in dire need during this pandemic. We rightly describe them as shining stars at this dark time.
The voluntary cause-related organisations, the NGOs, too, are also stars. Like real stars, their light is not visible during bright days when there is no crisis like now. But they are there all the same, shining, though not so brightly but bravely and steadfastly.

Telang Usan assemblyman Dennis Ngau said creating a team of coordinators can ensure effective implementation of poverty eradication programmes.

He was commenting on the proposal by Prime Minister Datuk Seri Ismail Sabri Yaakob to appoint a coordinator for monitoring poverty-alleviation programmes at the district level.

“If they are serious about eradicating poverty, especially in Sarawak, particularly in the rural areas, all relevant parties should be involved.

“Do not just depend on the district offices to monitor or conduct such programmes. Agencies and departments need to get involve and work together to get things done the right way, it’s not a one-man job,” said Dennis when contacted by New Sarawak Tribune.

He pointed out that huge sum of funds was also required and needed to be allocated to each district especially areas that have a high rate of poverty.

He also stressed that communities also needed to help themselves to get out of poverty and should not always depend on government assistance.

“If people want to have good homes and make a living for themselves, they need to do themselves a favour by working hard to have good life.

“There are a lot of programmes conducted that help people to get out of poverty, initiatives like agricultural programmes, community-based programmes, business programmes, education programmes and others.

“These are some of the programmes that can help them. The people must take the opportunity to involve in these programmes,” he said.

Dennis pointed out that poverty comes in many forms as different people have different problems.

He wondered what kind of authority a coordinator or a team of coordinators have to eradicate poverty among communities.

“If their role is to only collect data and conduct surveys, it will not work and it will take longer time to help the people.

“They can get the data from district offices because they have all the data on how many people are in poverty,” he said.

Dennis hoped that the issue of poverty especially in rural Sarawak would be dealt with soonest with the efforts and assistance from both the state and federal governments.

Chief Minister Datuk Patinggi Abang Johari Tun Openg said it is imperative that the Sarawak’s ageing population are protected in terms of their livelihood.