IMPACT OF HUMAN RESOURCES MANAGEMENT ON TOTAL QUALITY MANAGEMENT
Need help with a related project topic or New topic? Send Us Your Topic
DOWNLOAD THE COMPLETE PROJECT MATERIAL
IMPACT OF HUMAN RESOURCES MANAGEMENT ON TOTAL QUALITY MANAGEMENT
Part One
INTRODUCTION
1.1 Background of the Study
The concept of quality has been around for a long time, yet its definition has altered and evolved. In the early twentieth century, quality management entailed evaluating products to verify they met specifications.
Quality took on a more statistical character in the 1940s, during World War II. Quality was evaluated using statistical sample techniques, while the production process was monitored using quality control charts.
With the support of so-called “quality gurus,” the concept expanded in the 1960s. Quality came to be considered as something that affected the entire organisation, not just the manufacturing process.
Because all functional areas were accountable for product quality and shared the consequences of poor quality, quality was viewed as a concept that affected the entire organisation.
According to Wilkinson (2008), the definition of quality in enterprises shifted drastically in the late 1970s. Previously, quality was considered as something that needed to be inspected and corrected.
However, throughout the 1970s and 1980s, several US businesses lost market share to foreign competitors; for example, in the auto industry, manufacturers such as Toyota and Honda rose to prominence.
Toshiba and Sony were among the leaders in the consumer products market. These overseas competitors were manufacturing lower-cost products of significantly superior quality.
The word used to describe today’s new concept of quality is total quality management, or TQM. As you can see, the prior strategy was reactive, aiming to remedy quality issues after they occurred.
Employees in a service organisation, particularly those who have regular client interactions, typically represent both the organisation and their products or services to the customer at the point of contact. The overall service experience will be evaluated based on the quality of service provided and the satisfaction of the customer.
Employees who are empowered in an organisation might present either a positive or negative image to clients. Given that a pleased consumer and employee are valuable assets to the organisation
it is the responsibility of management to implement a system that will eventually generate either satisfaction or discontent from their customers and employees.
Employees have an important part in determining whether a consumer will appreciate the experience or seek better alternatives from competition.
According to Baruch (1998), this causes organisations to rethink their strategy” because, as Zeithaml (2006) points out, corporations today recognise that they may compete more successfully by differentiating themselves in terms of service quality and customer happiness.
Developments in clinical processes, technologies, and laws have prompted hospitals to seek out new methods and structures. Decreasing markets, rising demand, shifting customer attitudes, regulations, and increased worldwide competition in recent years have all contributed to change in the marketplaces on which hospitals compete.
Product and service quality are high, with both private and public enterprises offering quality certificates and implementing whole quality management as a result of this progress. Wilkinson (1998).
Others have seen quality development as the end of mass production and the beginning of a new production paradigm based on flexible specialisation, citing Piore and Sabel (1984).
Given the current trend, better service quality and a higher level of consumer liability are no longer just options; they are required if market share is to be retained and expanded.
According to Oakland (1993), the competitive environment drives quality management, which is common for all types of organisations:” Whatever type of organisation you work in
– Competition is frequent in hospitals, universities, banks, insurance companies, airline companies, students, and any other firm where you work.Competition for clients, resources, and so on. Very few organisations do not view quality as the most crucial factor in the pursuit of competitive advantages.”
Management’s interest in quality is not new, but employing quality as a fundamental component in the pursuit of competitive advantages is. According to Oakland (1989), we are currently in the midst of a quality revolution, following the industrial and computer revolutions of the early 1980s.
Surveys undertaken by several organisations have showed a rise in quality movements. These include the trend known as total quality management, which is largely regarded as a significant advance in management theory.
However, the strategy or concept of total quality management is not immediately clear.Even Deming said that he had no idea what it meant precisely Boje (1993). There are several causes for this ambiguity. The first issue is to define the concept quality. Second, the large variation.
Need help with a related project topic or New topic? Send Us Your Topic