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the role of HR promoting TQM in an organisation.
TQM is primarily an organizational strategy considered as a change programme to achieve excellence and therefore HR has an important role to play in designing the interventions to prepare the people and the organizations for the desired change.
The role of the HR Department in improving quality can be considerable. Broadly, it can:
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Assist in the formulation of the firm's strategic direction and needs. Identify the human resource philosophies or culture consistent with the business needs. Develop and implement policies and activities consistent with the culture. Ensure that the quality improvement process is consistent with the other human resource activities.
The HR department can play a significant role in the change process by establishing a specific programme that is responsible for dealing with the change. This programme can involve:
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Establishing a senior HR council and executive operating committee Naming a major initiative that rallies all employees to the change Developing a leadership programme that ensures that the change clearly includes the top management [ a senior management development programme].
Additionally, within the HR department there can be further division of roles and responsibilities. This often involves clarifying the relationship between the corporate-level HR department and the business unit - level departments. Taking a proactive stance, the corporate-level department can:
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Assist senior managers in formulating change Become a model of change Develop and guide divisional human resource departments Change organisational structure Serve as a clearinghouse Serve as trainer for other HR staff Do benchmark analysis Develop HRIS [Human Resource Information System] capacity Audit competencies
Development of Total Quality People: The first pillar of TQM is internal customer satisfaction. People involved in each process have to treat those next in the process as their customer. In addition to the external customer, every activity in the factory has an internal customer. The service to the internal customer is the one which will help gear up the organization to deliver finally the required service to the customer. For example if Marketing dept. deals with external customer, its commitments are to be backed up by other departments for whom the marketing dept. itself becomes a customer. Therefore, all the departments and the people are to be oriented towards achieving total quality and the attitude of " Help us to help you better " must be developed on the philosophy of internal customers. Here lies the importance of HR in developing total quality people i.e. people with positive attitude, values in consonance with organizational mission and change the mindset so that the foundation becomes very strong. The HR effort should be to bring in/foster real spirit of TQM i.e. spirit of reciprocity in interactions and not merely the mechanics of it. The HR initiative
Reg No: 200327410
magazines. It is therefore very important that he understands the quality requirements of his job.TQM & HR 2 in TQM activity should be oriented to demonstrate the efficacy of Win-Win relationships as contrasted to Win-Lose or Lose-Lose relationships and thereby enabling effective spirit of team work. Communication and recognition: Placing so much emphasis on training requires that the company communicate regularly with employees about the developmental opportunities being offered. involvement & empowerment. They serve as a means of worker recognition. In Japan. Other ways of recognizing employees include: • Recognition Day—An annual celebration at each location in which individual employees and teams are recognized publicly for their accomplishments • Incentive Recognition Awards—An annual monetary award for excellence above and beyond normal job duties Renuka Kuchipudi Reg No: 200327410 . this part of applying TQM methods & tools are very much wide spread & people at all levels starting from top to bottom are very much conversant with this and apply in all spheres of their activity. HR initiatives in this context have to address in training of personnel in becoming "data minded than opinion minded". story boards and so on. Recruitment and Selection: TQM has an effect on selection procedures. so as to promulgate and reinforce the quality message. The mindset of " What is wrong" than " Who is wrong" to be generated & built up. given the importance of the customer evaluation of managerial performance in the overall appraisal. HR has to facilitate the culture of team work either in the form of Quality Circles. HR has to initiate employee involvement in TQM activity. Appraisal: Performance appraisal is seen playing an important role as a tool to communicate to managers whether quality standards are being met. This is possible provided his involvement in the job is very high and he is a very committed and empowered worker. Task force. CFT. quality is physically produced by the operator on the shop floor. briefing. Quality Teams. However its inadequate for senior management to express their commitment solely through communicating vision and mission statements. newsletters. Employee Involvement: Further. through a variety of vehicles – videos. notice – boards. Education and communication: Companies place great emphasis on this. Quality circles are based on the fundamental principles of collaboration. Some companies have sophisticated recruitment and selection techniques. Though it is a formidable task. Training HR has also to undertake intensive training of personnel in understanding the application of TQM methods & its tools. These are more than just communication vehicles. which the company takes seriously. Suggestion schemes or any such others innovative employee involvement schemes for TQM activity. including psychometric and aptitude tests and assessment centers to identify team workers or problem solvers appropriate to quality culture. HR has to trigger this thinking in an organization to realise thought revolution of TQM dimension. Ultimately. It is in this context that Japanese have introduced Quality Circles which have generated high level of commitment of workers and finally helped Japan to become as world leader in the business.
3. Union members participate in the employee-suggestion program. Assisting with choices about TQM approaches. Job design: Employees are more likely to show commitment when jobs are meaningful and involve significant responsibility and where employees are able to get direct feedback on their performance. Preparing and synthesizing reports from other organisations that have experience of TQM 2. Labor relations: One of the distinctive features of human resources program is that the program makes no distinctions between exempt and nonexempt employees. Example: 1. Renuka Kuchipudi Reg No: 200327410 . Implementation Stage: At this stage. HR professionals can play a facilitating role in ensuring the TQM is introduced in most appropriate way. Contribution can be in following areas: 1. There are five phases of HR intervention for TQM: Formulation: Hr professional could play a role in shaping TQM initiatives at the formulation stage. Designing communication events to publicize TQM. Finally HR has to create TQM mindset by focusing following three main orientations:1) The customer orientation 2) The process orientation 3) The people orientation. Introducing or upgrading the TQM component with induction courses. Coaching managers on behaviour 4. The organization surveys union members about their opinions right along with salaried employees. TQM emphasis on flexibility and teamwork may also require a move away from detailed fixed job descriptions. Designing and delivering senior management development courses that create the right climate for TQM. The following activities may be undertaken: 1. Training of middle managers and supervisors in how to develop TQM process within staff 2. They may be able to play a creative role in terms of philosophy behind TQM and its degree of interaction with current organisational practice and ethics. Interventions in the third area are designed to ensure TQM continue to attract a high profile and does not lose impetus.TQM & HR • 3 Seniority Recognition Program—A program in which every employee receives a card and small gift on the anniversary of his or her date of hire. Training facilitators mentors and team members in interpersonal skills and how to manage TQM 3. Maintenance Stage: Having shaped and implemented the TQM initiative. HR personal function can play an effective part in attempting to maintain and reinforce its position within the organisation. and they can attend the Front-Line Leadership Training regardless of whether or not they have any supervisory responsibility.
techniques.TQM & HR 4 2. Advising staff on their terms and condition of employment 3. Such intervention could include: 1. assisting quality improvement teams 4. Evaluating Training provision on annual basis. Assuring effectiveness of TQM infrastructure 3. Some of them may be: 1. 2. Contributing to leading the preparation of annual TQM reports. Preparing and administrating employee attitude surveys on TQM Application Stage: Finally and to some extent in conjunction with each of these stages. Review Stage: HR may also be able to make contribution to TQM at the review level either on regular basis or part of ongoing procedure for evaluating progress. HR function can apply to TQM to review their own activities along the lines of the undertaken by the internal contractors as analysed earlier. Ensuring that training in tools. Renuka Kuchipudi Reg No: 200327410 . 3. Ensuring the methods of rewarding success are established. Preparing offer and contract letters within a specified time. The precise list of practices depends on organisation and function involved. systems and processes continues to be provided within the organisation. 4. 2. Continual review of its activities using the people related criteria in EFQM model and MBNQA.
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