The Effect of Organizational Intelligence in Human Resource Management on the Effectiveness of Quality Management Systems: A Field Study in the Iraqi Industrial Sector

Abstract

This study tests how organizational intelligence in human resource management shapes quality management system effectiveness in Iraqi public industrial companies. The model includes three HRM intelligence dimensions. Knowledge acquisition and sharing. Analytical decision-making. Learning and adaptability. The instrument covers 22 items on a five-point Likert scale. The sample includes 154 employees from Southern Cement Company, the State Company for Iron and Steel, and the State Company for Electrical and Electronic Industries. Reliability is high across all constructs. Cronbach’s alpha ranges from 0.814 to 0.922. Sampling adequacy and sphericity support factorability. KMO ranges from 0.801 to 0.901 and Bartlett’s tests are significant. Descriptive results show means between 3.401 and 4.212 with high relative importance. Multiple regression explains 61.9 percent of the variance in QMS effectiveness. All three predictors are positive and significant. Analytical decision-making shows the largest standardized effect. Learning and adaptability follows. Knowledge acquisition and sharing remains significant. Diagnostics indicate low multicollinearity and well-behaved residuals. The findings support a clear pathway from knowledge flows to analytics to learning routines that sustain improvement and compliance. The study recommends a focused program. Build integrated HR–quality data. Deploy actionable dashboards. Link analytics to staffing and training. Accelerate post-audit updates. Close feedback loops at the point of work.