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Chapter No. Topics Page No.DeclarationPrefaceAcknowledgement

IIntroductionSignificance of the studyReview of Existing LiteratureConceptualizationFocus of the ProblemObjective & Hypothesis

II

Research Methodology Research Design Data Collection Sampling Procedure

IIIData Compilation & InterpretationFinding of the study

IVConclusion

VSuggestions & Recommendations

VILimitation

VIIAnnexureQuestionnaireBibliography


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CHAPTERFIRST


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INTRODUCTION

Total Quality Management (TQM) is an approach that seeks to improvequality and performance which will meet or exceed customer expectations.This can be achieved by integrating all quality-related functions and

processes throughout the company. TQM looks at the overall qualitymeasures used by a company including managing quality design anddevelopment, quality control and maintenance, quality improvement, andquality assurance. TQM takes into account all quality measures taken at alllevels and involving all company employees.

Total Quality Management (TQM) is an approach that seeks to improve

quality and performance which will meet or exceed customer expectations.This can be achieved by integrating all quality-related functions and processes throughout the company. TQM looks at the overall qualitymeasures used by a company including managing quality design anddevelopment, quality control and maintenance, quality improvement, andquality assurance. TQM takes into account all quality measures taken at alllevels and involving all company employees.

Globalization in the business theater is driving companies toward anew view of quality as a necessary tool to compete successfully in

worldwide markets. A direct outcome of this new emphasis is the philosophy of total quality management (TQM). In essence, TQM is acompany-wide perspective that strives for customer satisfaction by seekingzero defects in products and services.

ORIGINS OF TQM

Total quality management has evolved from the quality assurance methodsthat were first developed around the time of the First World War. The war effort led to large scale manufacturing efforts that often produced poor quality. To help correct this, quality inspectors were introduced on the

production line to ensure that the level of failures due to quality wasminimized.


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After the First World War, quality inspection became more commonplace inmanufacturing environments and this led to the introduction of StatisticalQuality Control (SQC), a theory developed by Dr. W. Edwards Deming.This quality method provided a statistical method of quality based onsampling. Where it was not possible to inspect every item, a sample wastested for quality. The theory of SQC was based on the notion that avariation in the production process leads to variation in the end product. If the variation in the process could be removed this would lead to a higher level of quality in the end product.

After World War Two, the industrial manufacturers in Japan produced poor quality items. In a response to this, the Japanese Union of Scientists andEngineers invited Dr. Deming to train engineers in quality processes. By the1950s quality control was an integral part of Japanese manufacturing and

was adopted by all levels of workers within an organization.

By the 1970s the notion of total quality was being discussed. This was seenas company-wide quality control that involves all employees from topmanagement to the workers, in quality control. In the next decade more non-Japanese companies were introducing quality management procedures that

based on the results seen in Japan. The new wave of quality control becameknown as Total Quality Management, which was used to describe the manyquality-focused strategies and techniques that became the center of focus for the quality movement.

PRINCIPLES OF TQM

TQM can be defined as the management of initiatives and procedures thatare aimed at achieving the delivery of quality products and services. Anumber of key principles can be identified in defining TQM, including:

Executive Management Top management should act as the maindriver for TQM and create an environment that ensures its success.

Training Employees should receive regular training on the methodsand concepts of quality.

Customer Focus Improvements in quality should improve customer satisfaction.

Decision Making Quality decisions should be made based onmeasurements.


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Methodology and Tools Use of appropriate methodology and toolsensures that non-conformances are identified, measured andresponded to consistently.

Continuous Improvement Companies should continuously work towards improving manufacturing and quality procedures.

Company Culture The culture of the company should aim atdeveloping employees ability to work together to improve quality.

Employee Involvement Employees should be encouraged to be pro-active in identifying and addressing quality related problems.

THE TQM PHILOSOPHY

Implementing a total quality management system has become the preferredapproach for improving quality and productivity in organizations. TQM,

which has been adopted by leading industrial companies, is a participativesystem empowering all employees to take responsibility for improvingquality within the organization. Instead of using traditional bureaucratic ruleenforcement, TQM calls for a change in the corporate culture, where thenew work climate has the following characteristics:

(1) An open, problem-solving atmosphere;

(2) Participatory design making;

(3) Trust among all employees (staff, line, workers, managers);

(4) A sense of ownership and responsibility for goal achievement and problems solving; and,

(5) Self-motivation and self-control by all employees.

The TQM approach involves more than simply meeting traditional rejectionrate standards. The end result of TQM is the efficient and effective use of allorganizational processes in providing consistent quality at a competitive

price. The TQM philosophy is a long-term endeavor that links people and processes in a system that alters the corporate culture to become one wherequality is the core aspect of business strategy.

In cultivating the TQM philosophy, strategy implementation must involve afocused effort on the part of every employee within the organization. Itcannot be applied successfully on a piecemeal basis. TQM requires that


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management, and eventually every member of the organization, commit tothe need for continual improvement in the way work is accomplished.Business plans, strategies, and management actions require continualrethinking in order to develop a culture that reinforces the TQM perspective.The challenge is to develop a robust culture where the idea of qualityimprovement is not only widely understood across departments, but

becomes a fundamental, deep-seated value within each function area as well.

HRM can jumpstart the TQM process by becoming a role model. Thismeans that HRM has two specific tasks: "Serving our customers, andmaking a significant contribution to running the business." This emphasis oncustomeroriented service means that the HR department must see other departments in the firm as their customer groups for whom makingcontinuing improvements in service becomes a way of life.

In their efforts to achieve total quality management, HRM can demonstratecommitment to TQM principles by soliciting feedback from its internalcustomer groups on current HR services. HRM should include suggestionsfrom its customers in setting objective performance standards and measures.In other words, there are a number of specific TQM principles that the HR department can model.

To institute total quality management as a philosophy within anorganization, all employees must come to realize that satisfying customers isessential to the long-run well-being of the firm and their jobs. No longer isthe customer-driven focus exclusive to the marketing department. Butcustomer satisfaction can only be achieved after first defining the customer groups. The new perspective here is that all employees exist to serve their customer groups, some internal and some external to the firm. The humanresources department has internal customers to satisfy, which indirectly

provides ultimate satisfaction to external customers.

In addition to identifying customer groups, there are other essential TQMcustomer issues. Clarifying what products and services will providemaximum customer satisfaction, measuring satisfaction, and continuallymonitoring and improving the level of customer satisfaction are allfundamental to the TQM philosophy. For the HR department, applying theseTQM issues would translate into identifying the expectations of senior management -- their principal internal customer -- regarding TQM, andspearheading the TQM program's implementation on the basis of those


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expectations. TQM in practice for HRM might also mean periodic surveys, both formal and face-to-face, to monitor senior management's levels of satisfaction as the TQM process unfolds.

The TQM approach entails identifying the wants and needs of customer groups and then propelling the entire organization toward fulfilling theseneeds. A customer's concerns must be taken seriously, and organizationsshould make certain that its employees are empowered to make decisionsthat will ensure a high level of customer satisfaction. This can be achieved

by promoting an environment of self-initiative and by not creating aquagmire of standard operating procedures and company policies. Flexibilityis the key, especially in a business environment that is diverse andconstantly changing, as most are today. In modeling these aspects of theTQM process, the HR department would need to identify human resource

concerns of other departments and undertake to continually improve its performance, especially in any trouble areas that come to light.

Based on this "customer first" orientation, organizational members areconstantly seeking to improve products or services. Employees areencouraged to work together across organizational boundaries. Underlyingthese cooperative efforts are two crucial ideas. One is that the initial contactwith the customer is critical and influences all future association with thatcustomer. The other idea is that it is more costly to acquire new customersthan to keep the customers you already have. Exemplifying TQM herewould mean that the HR department would need to train itself, focusing on

being customer-driven toward other departments.

Quality improvement programs typically involve the directed efforts of quality improvement (QI) teams. Using teams and empowering employeesto solve quality-related issues using such tools as statistical process control.(SPC) represent fundamental changes in how many businesses operate. TheFocus of SPC, also known as statistical quality control (SQC), is defect

prevention as opposed to defect correction. Defect prevention results from

continuously monitoring and improving the process. In this context"process" refers to service delivery as well as manufacturing. To ensure thatoutput meets quality specifications, monitoring is performed by periodicallyinspecting small samples of the product. SPC alone will not ensure qualityimprovement; rather, it is a tool for monitoring and identifying quality

problems.


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The effective use of quality improvement teams, and the TQM system as awhole, can be reinforced by applying basic principles of motivation. In

particular, the recognition of team accomplishments as opposed to those of individuals, and the effective use of goal setting for group efforts, areimportant in driving the TQM system. The HR department is in a position tohelp institutionalize team approaches to TQM by designing appraisal andreward systems that focus on team performance.

For many companies, the philosophy of TQM represents a major cultureshift away from a traditional production-driven atmosphere. In the face of such radical operational makeovers, a determined implementation effort isvital to prevent TQM from becoming simply platitudinal and the teamapproach just another management fad. Senior management must take thelead in overt support of TQM.

SENIOR MANAGEMENT AND TQM

TQM system must be wholeheartedly accepted by top management, who, inturn, must convey their commitment to all organizational members. The

policy for implementation and maintenance of the TQM system should beset forth in writing and incorporated into the organization's mission andgoals statements. The key elements of senior management's role inimplementing TQM are:

* Institutionalizing the TQM structure as established by stated goals andformal policies and procedures; and

* Providing leadership as demonstrated by top management's explicitexpectations and behavior in everyday activities.

As previously mentioned, it is essential that top management setorganizational priorities and goals of the organization. The process of settinggoals and allocating authority, responsibility, and resources must becontinued throughout every level in the organization. The intent is to haveevery employee's work support the organizational priorities and to have each

person know what to do, in measurable terms, to accomplish the goals. Inaddition, progress must be monitored regularly, according to agreed uponcheckpoints, and employees must be rewarded for attaining specified goals.

In summary, top management's responsibilities in the TQM implementation process include:


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1. Initiating agreement on goals and measures that cascade throughout theorganization;

2. Providing the agreed resources (people, money, training, machines, etc.);

3. Assigning authority and establish deadlines to put resources into motion;

4. Monitoring progress in achieving goals, not to apportion blame, but toaim for improvement; and,

5. Measuring improvement and reward both the achievement of goals andthe ways they are achieved.

Beyond modeling TQM, the HR department, with senior management'ssupport, can play a leading role in implementing a quality strategy across thefirm.

THE COMPANY-WIDE ROLE OF HRM IN INSTITUTING A TQMCULTURE

Human resource management can plan a vital role in implementing andmaintaining a total quality management process. HR managers areresponsible for recruiting high-quality employees, the continual training anddevelopment of those employees, and the creation and maintenance of reward systems. Thus, TQM controls processes that are central to achievingthe dramatic cultural changes often required for TQM to succeed. Tailoringthe TQM cultural development program to the firm's circumstances isessential in overcoming resistance to change and moving beyond simplecompliance toward a total commitment to TQM.

Holding a major liaison role between top management and employees, HRMhas many opportunities to establish communication channels between topmanagement and other members of the organization. Using these channels,HR personnel can ensure that employees know they are the organization'snumber one priority in implementing TQM. Building trust through an openexchange of ideas can help allay fears regarding the work-role changes thatTQM requires. This can provide the foundation for all employees to be


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trained to consider their peers in other departments as internal customers.Here again, HRM has the opportunity to emphasize this new outlook byexample. By exemplifying a customer-first orientation, HRM can helpestablish a departmental view of service throughout the entire organization.

Part of HRM's functional expertise is its ability to monitor and surveyemployee attitudes. This expertise can be particularly important for a TQM

program, since getting off to a good start means having information aboutcurrent performance. Thus, a preparatory step is to administer an employeesurvey targeting two primary concerns. One involves identifyingtroublesome areas in current operations, where improvements in quality canhave the most impact on company performance. The other focuses ondetermining existing employee perceptions and attitudes toward quality as anecessary goal, so that the implementation program itself can be fine-tuned

for effectiveness.

Obtaining cooperation from other departments in the use of surveys largelydepends on their perception of HRM's role in the survey process. Thechallenge is to establish that HRM is not usurping departmental

prerogatives, but is instead a helpful collaborator assisting each departmentin making their own quality improvements. Emphasizing HRM'scollaborator role can be accomplished in the participative spirit of the TQM

philosophy by involving other departments in the development of the surveyinstrument itself. This involvement begins the process of helping eachdepartment own the TQM program which will follow. Thus, using a cross-functional TQM survey development team provides an early opportunity for HRM to exemplify the TQM team philosophy and dispel territorial fearsabout how survey results will be used.

To be successful implementing TQM, an organization must concentrate onthe eight key elements. You need to have all these elements in order for the

process of TQM to work well. These elements can be divided into four groups according to their function. The groups are:

I. FOUNDATION - It includes: Ethics, Integrity and Trust.II. BUILDING BRICKS - It includes: Training, Teamwork and Leadership.III. BINDING MORTAR - It includes: Communication.IV . ROOF - It includes: Recognition.


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I. FOUNDATION

TQM is built on a foundation of ethics, integrity and trust. It fosters

openness, fairness and sincerity and allows involvement by everyone. This isthe key to unlocking the ultimate potential of TQM. These three elementsmove together, however, each element offers something different to theTQM concept.

1. ETHICS - Ethics is the discipline concerned with good and bad in anysituation. It is a two-faceted subject represented by organizational andindividual ethics. Organizational ethics establish a business code of ethicsthat outlines guidelines that all employees are to adhere to in the

performance of their work. Individual ethics include personal rights or wrongs.

2. INTEGRITY - Integrity implies honesty, morals, values, fairness, andadherence to the facts and sincerity. The characteristic is what customers(internal or external) expect and deserve to receive. People see the oppositeof integrity as duplicity. TQM will not work in an atmosphere of duplicity.


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3. TRUST - Trust is a by-product of integrity and ethical conduct. Withouttrust, the framework of TQM cannot be built. Trust fosters full participationof all members. It allows empowerment that encourages pride ownership andit encourages commitment. It allows decision making at appropriate levels inthe organization, fosters individual risk-taking for continuous improvementand helps to ensure that measurements focus on improvement of process andare not used to contend people. Trust is essential to ensure customer satisfaction. So, trust builds the cooperative environment essential for TQM.

II.BRICKSBasing on the strong foundation of trust, ethics and integrity, bricks are

placed to reach the roof of recognition. It includes:

4. TRAINING - Training is very important for employees to be highly

productive. Supervisors are solely responsible for implementing TQMwithin their departments, and teaching their employees the philosophies of TQM. Training that employees require are interpersonal skills, the ability tofunction within teams, problem solving, decision making, job management

performance analysis and improvement, business economics and technicalskills. During the creation and formation of TQM, employees are trained sothat they can become effective employees for the company.

5. TEAMWORK - To become successful in business, teamwork is also akey element of TQM. With the use of teams, the business will receivequicker and better solutions to problems. Teams also provide more

permanent improvements in processes and operations. In teams, people feelmore comfortable bringing up problems that may occur, and can get helpfrom other workers to find a solution and put into place. There are mainlythree types of teams that TQM organizations adopt:

A. Quality Improvement Teams or Excellence Teams (QITS) - These aretemporary teams with the purpose of dealing with specific problems thatoften re-occur. These teams are set up for period of three to twelve months.

B. Problem Solving Teams (PSTs ) - These are temporary teams to solvecertain problems and also to identify and overcome causes of problems.They generally last from one week to three months.

C. Natural Work Teams (NWTs) - These teams consist of small groups of skilled workers who share tasks and responsibilities. These teams use


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concepts such as employee involvement teams, self-managing teams andquality circles. These teams generally work for one to two hours a week.

6. LEADERSHIP - It is possibly the most important element in TQM. Itappears everywhere in organization. Leadership in TQM requires themanager to provide an inspiring vision, make strategic directions that areunderstood by all and to instill values that guide subordinates. For TQM to

be successful in the business, the supervisor must be committed in leadinghis employees. A supervisor must understand TQM, believe in it and thendemonstrate their belief and commitment through their daily practices of TQM. The supervisor makes sure that strategies, philosophies, values andgoals are transmitted down through out the organization to provide focus,clarity and direction. A key point is that TQM has to be introduced and led

by top management. Commitment and personal involvement is required

from top management in creating and deploying clear quality values andgoals consistent with the objectives of the company and in creating anddeploying well defined systems, methods and performance measures for achieving those goals.

III. BINDING MORTAR

7. COMMUNICATION - It binds everything together. Starting fromfoundation to roof of the TQM house, everything is bound by strong mortar of communication. It acts as a vital link between all elements of TQM.Communication means a common understanding of ideas between thesender and the receiver. The success of TQM demands communication withand among all the organization members, suppliers and customers.Supervisors must keep open airways where employees can send and receiveinformation about the TQM process. Communication coupled with thesharing of correct information is vital. For communication to be credible themessage must be clear and receiver must interpret in the way the sender intended.There are different ways of communication such as:

A. Downward communication - This is the dominant form of communication in an organization. Presentations and discussions basicallydo it. By this the supervisors are able to make the employees clear aboutTQM.


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B. Upward communication - By this the lower level of employees are ableto provide suggestions to upper management of the affects of TQM. Asemployees provide insight and constructive criticism, supervisors must listeneffectively to correct the situation that comes about through the use of TQM.This forms a level of trust between supervisors and employees. This is alsosimilar to empowering communication, where supervisors keep open earsand listen to others.

C. Sideways communication - This type of communication is important because it breaks down barriers between departments. It also allows dealingwith customers and suppliers in a more professional manner.

IV. ROOF

8. RECOGNITION - Recognition is the last and final element in the entiresystem. It should be provided for both suggestions and achievements for teams as well as individuals. Employees strive to receive recognition for themselves and their teams. Detecting and recognizing contributors is themost important job of a supervisor. As people are recognized, there can behuge changes in self-esteem, productivity, quality and the amount of effortexhorted to the task at hand. Recognition comes in its best form when it isimmediately following an action that an employee has performed.Recognition comes in different ways, places and time such as,

Ways - It can be by way of personal letter from top management.Also by award banquets, plaques, trophies etc.

Places - Good performers can be recognized in front of departments,on performance boards and also in front of top management.

Time - Recognition can given at any time like in staff meeting, annualaward banquets, etc.


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1. TQM AND TRAINING AND DEVELOPMENT.

In general, HRM is responsible for providing training and development.With their background, HR departments are well-positioned to take theleading role in providing such programs consistent with the TQM

philosophy. HR managers have an important opportunity to communicate ahistory of their organization's TQM program and its champions. Equallyimportant, HRM can tell stories of employees who are currently inspiringthe TQM philosophy. As corporate historian, the HR department should be

primarily responsible for relaying the TQM culture to members of theorganization in employee orientation training.

Beyond communicating the TQM philosophy, the specific training anddevelopment needs for making TQM a practical reality must be assessed.

Basically HR professionals must decide the following: What knowledge andskills must be taught? How? What performance (behaviors) will berecognized, and how will we reward them?

HRM has faced these questions before and can best confront them in theTQM process. Training and development that does not fit within the realmof these questions will more than likely encounter heavy resistance.However, training and development does fall within the realm of thesequestions probably will be accepted more readily.

In practice, the authors' current experience with TQM suggests thatemployees require three basic areas of training and development in the TQM

process:

(1) Instruction in the philosophy and principles of TQM;

(2) Specific skills training such as in the use of statistical process control(SPC); and,

(3) Interpersonal skills training to improve team problem-solving abilities.

In developing TQM training programs, efforts should be aimed at anintegrated approach to the instruction process. Training objectives should bedirected at helping employees reach the goals set forth for their individual

jobs and the overall goals of the organization.


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In creating a training and development format for any of these areas,employees respond better to training they can relate to and applyimmediately in their daily work activites. Thus, whenever feasible, TQMtraining efforts should deal with specific issues related to the employee'simmediate job.

If trainers are selected from outside the organization, they should have a practical knowledge of the organization's operations as well as a theoretical background in TQM. If possible, trainers should come from both outside andinside the organization to provide a good mix of diversity and practicality.

Whether the source of training is internal or external, the HR departmentneeds to be involved early in quality improvement teams. Once trained,these teams focus on productivity-related problems where the issues are

complex; for example, identifying and solving bottlenecks in the requiredtime to complete a specific business activity. In many instances, these teamseventually become self-managing. Where this has occurred, the teamsexercise great autonomy, scheduling their own work, conducting their owntraining, and setting and controlling sick leave and vacation policy, for example. In addition, they are often involved in the selection of future teammembers.

Whether the source of training is internal or external, the HR departmentneeds to be involved early in quality improvement teams. Once trained,these teams focus on productivity-related problems where the issues arecomplex; for example, identifying and solving bottlenecks in the requiredtime to complete a specific business activity. In many instances, these teamseventually become self-managing. Where this has occurred, the teamsexercise great autonomy, scheduling their own work, conducting their owntraining, and setting and controlling sick leave and vacation policy, for example. In addition, they are often involved in the selection of future teammembers.

The use of quality improvement teams, whether self-managing or not, meansthat middle managers accustomed to solving problems and giving directions,must be trained in new roles as coaches who guide and support qualityimprovement team efforts. This major shift in the way business is conductedrequires much training for the long term. To gain maximum benefit from ateam approach to quality improvement, the HR department can deliver


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training in areas such as conflict resolution, negotiations, and interpersonalskills.

2. TQM AND E MPLOYEE INVOLVEMENT

Further, HR has to initiate employee involvement in TQM activity.Ultimately , quality is physically produced by the operator on the shop floor.It is therefore very important that he understands the quality requirements of his job. This is possible provided his involvement in the job is very high andhe is a very committed and empowered worker. It is in this context thatJapanese 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. Quality circles are based on the fundamental principles of collaboration, involvement & empowerment. HR has to facilitate the cultureof team work either in the form of Quality Circles, Quality Teams, Task force, CFT, Suggestion schemes or any such others innovative employeeinvolvement schemes for TQM activity.

3. TQM AND RECRUITMENT AND SELECTION.

HRM's responsibility in implementing TQM should extend beyond thetraining and development of existing employees. HRM must take the lead inattracting, retaining and motivating a high quality work force. Successful

recruitment and selection of employees with the proper knowledge, skills,abilities, and attitudes compatible with a TQM philosophy can be a drivingforce supporting continued program effectiveness. In recruiting for alldepartments and for all organizational levels, the HR department canidentify people who will promote the TQM philosophy. Candidate qualitiesto target in recruiting include a willingness to receive new training and toexpand job roles, to try new ideas and problem-solving techniques, to work

patiently in teams within and across departments, and to be enough of a team player to be evaluated and rewarded on a team basis.

4. TQM AND PERFORMANCE EVALUATION AND REWARDSTRUCTURES.

Another of the fundamental influences HRM can have on the TQM processis in the development of performance evaluation and reward systems thatreinforce the TQM team philosophy. These systems can be conceived of and


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patterned to be consistent with the fundamental tenets of a TQM cultureregarding customer satisfaction.

In addition, HRM can have a great deal of influence in developing promotion policies that are consistent with the overall goals of theorganization. In so doing, HRM can be instrumental in the promotion of employees who believe in and totally support the TQM philosophy, to

positions of influence.

With patient senior management and much training, quality improvementteams frequently move toward self-managed teams. For these mature teams,one type of performance evaluation system that is consistent with TQM

philosophy and participatory management approach is team appraisal. Suchappraisals, which may include self-evaluations and peer ratings, concentrate

on the acquisition of new team skills and on their successful application onthe job.

The HR department has the ability to help design the evaluation system sothat quality improvement teams conduct performance appraisals of oneanother, interview and select team members, schedule the team's work, andset performance goals. As a follow-up, peer evaluations by the teammembers can be reviewed by the team chairperson or an HR specialist sothat the evaluations are reliable and contain no unnecessary harsh language.

In rewarding team efforts for quality improvement, HR managers can keep both management and employees informed about TQM achievements andcan identify opportunities to feature outstanding accomplishments of teammembers who deserve recognition and rewards. Many companies publishTQM newsletters that recognize team achievements and feature customer council meetings, future training schedules, and other pertinent information.

TQM IMPLEMENTATION STAGES.

The foundation of the entire TQM process is an employee's awareness thatquality is vitally necessary and a top organizational priority. Building thisfoundation begins with extensive "quality awareness" training for allorganization members. Sensitivity to quality starts with senior managementtraining followed by the training of middle- and lower-level managers. Thedevelopment of participatory leadership styles needs to follow in close order.


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Managers must be taught to feel comfortable with the nontraditional roles of coach and team facilitator, since quality teams now decide what's wrong andhow to fix it. Management monitors, instead of directs, team efforts.Authoritarian leadership styles can spell the death knell for a TQM program.Therefore, unlearning of old behaviors may have to take place before new

behaviors can be adapted. Management training must dovetail with that of quality teams. The end result is a synergy between the quality team and themanager that produces solutions to quality problems.

After training in quality awareness is completed, the second stage of implementation focuses on training managers and quality teams in thetechniques (tools) for achieving quality improvements, such as statistical

process control. This training is immediately followed by meetings withcustomers to define their satisfaction requirements. The overall goal of the

initial training sessions is to develop employee understanding of all facets of TQM.

The third implementation stage is the promotion of employee involvementand commitment by establishing employee suggestion systems and qualityimprovement teams. These actions can stimulate, either through formal or informal channels, a cooperative effort among different functionaldepartments that must work together to produce a product or service. This isthe essence of cross-functional teamwork: a collaboration where differentfunctional groups work together toward improving total quality.

This need for participation and cooperation extends beyond company boundaries and provides the basis for a fourth implementation stage. Toemphasize a customer-centered focus, many companies have set upcustomer and supplier councils, which seek to develop better relationships

between a firm and its customers and suppliers. For example, a group of employees from both the firm and a key supplier may meet on a regular

basis to discuss and solve various problems regarding quality, delivery, pricing, product design, materials specifications, and packaging. The face-

to-face feedback and free flow of advice and opinions may solve problems before they occur and also builds trust between the parties. Someorganizations have even offered TQM training to their suppliers to assureraw materials that meet the firm's quality specifications. Motorola goes astep further, requiring their suppliers to prove themselves by applying for theMalcolm Baldrige National Quality Award.


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CONCLUSION

The international focus on quality, combined with increasing costs of materials, equipment, labor and training, are driving the implementation of TQM as a competitive strategy in all types of organizations. These forces for change also provide an opportunity for an expanded role of human resourcemanagement in making TQM succeed.

Quality can no longer be viewed as the responsibility for one department. Itis a company-wide activity that permeates all departments, at all levels. Thekey element of any quality and productivity improvement program is theemployee. Consequently, employee commitment to a TQM program isessential. Because of its fundamental employee orientation, HRM shouldseek the responsibility for implementing TQM programs rather than risk

losing their influence over the key element of TQM -- the employee.

Organizations with a solid reputation for providing high customer satisfaction have a common viewpoint: consistently taking care of thesmaller duties is just as important as the larger concerns. Just as they attemptto instill an overall quality philosophy across the company, HRM canemphasize consistent quality in its own operations. The day-to-day deliveryof basic HR services can be just as important as developing strategic

programs that may have higher visibility and supposedly greater long-termconsequences.

As a guardian of such functions as recruitment and selection, training anddevelopment, performance evaluation and reward systems, the HRM

professional is best able to take charge of these important functions as theyrelate to a TQM strategy. The full potential of the entire work force must berealized by encouraging commitment, participation, teamwork, and learning.HRM is best suited to accomplishing this by modeling these qualities.

Leading by example, the HR department could then sustain the long-termTQM process company-wide. A by-product of setting a TQM example can

be the improved standing of the HR department in the eyes of other,traditionally more influential departments.(10) But, the primary end resultcan be total quality management as a successful competitive strategy for organizational survival.


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RECOMENDATIONS

The suggestions I have given for the betterment are explained below:

=> It is very important to provide the opportunity to the employees of theorganization to express their ideas or whatever they want to express.

=> Management should clear their vision mission and goals towards theemployees in the organization.

=> Management should involve the workers representatives in managerialactivities so that the transparency could be maintained and through this theycan win the confidence of the employees.

=> Management should give due importance to mental relaxation &socialcultural development of an employees who strives hard for the company.

=> Reward or Praise/appreciation works as magic for an individual andmotivates them for work.

=> Role clarity of each position should be defined and based on thatindividuals can plan their work accordingly.

=> Self-potential system should be encouraged.

=> There are regular review and comparison of current & past performanceto detect gradual deterioration in the strategy.

=> Proper cooperation should be necessary in the company.


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QUESTIONNAIRE

Dear Sir/Madam,I am doing a research work on ROLE OF HR IN TQM. I would requestyou to kindly spare some time to fill up this questionnaire.

Thank you very much for your cooperation.

Name --------------------------------------------------Designation-------------------------------------------Department-------------------------------------------

Section IQ1. Please mention your age

20-2525-30Above 30

Q2. Sex:MaleFemale

Q3. Marital Status:

SingleMarriedDivorced

Q4. No. of years of experience:Less than 3 years3 to 5 yearsMore than 5 years

Q5. Is this your first organization? YesNo

Section IINOTE: Please tick mark () the option you feel is most appropriate asper the following:Rate on a scale of 1-6 to indicate your option, 1 beingstrongly disagree and 6 being strongly agree

Q1. You know what is expected of 1 2 3 4 5 6


24/30

you at work.

Q2. You have the materials and 1 2 3 4 56

Equipment that you need to

do your everyday work.Q3. The work you do has appropriate 1 2 3 4 56

task variety.

Q4.You are performing a job that 1 2 3 4 56

matches your skills.

Q5.You are given ample flexibility to 1 2 3 4 56

perform your job.Q6.The organization clarifies how its 1 2 3 4 5

6culture is evident throughemployee behavior.

Q7.The organization rewards or 1 2 3 4 56

recognizes such employee behavior.

Q8.You feel comfortable working with 1 2 3 4 56your team members.

Q9.Your organization has created a 1 2 3 4 56

professional, attractive work areathat is functional and promotesproductivity

Q10.The company provides you a safe 1 2 3 4 5

6work environment by accidentprevention & safety programs.

Q11.Your work interferes with your 1 2 3 4 5 6personal relationships & familyresponsibilities.


25/30

Q12.Your salary is fair, equitable 1 2 3 4 56

and competitive.

Q13.Rewards in your organization are 1 2 3 4 5

6immediate and appropriate.

Q14.Performance goals are behavioral, 1 2 3 4 56

result-oriented and achievable.

Q15.Performance is regularly tracked 1 2 3 4 56

and measured.

Q16.Performance is appropriately rewarded 1 2 3 4 56with raises, incentives, rewardsand recognition.Q19.Performance measurement is used 1 2 3 4 5 6as criteria for promotions.Q20.You are a part of a supportive and 1 2 3 4 5 6productive team.Q21.A variety of training & development 1 2 3 4 5 6programs are offered to improve skillsQ22.You feel attached with your company, 1 2 3 4 5 6

team & other employees.Q23.You have the opportunity to grow and 1 2 3 4 5 6prosper with the organization.Q24.You work in a trusting and ethical 1 2 3 4 5 6environmentQ25.You have a supervisor who is 1 2 3 4 5 6respectful and one who inspires you

Do you think the organization is quality conscious toward employees?

YES NO


26/30

Does the organization have the certification of ISO 9000?

YES NO

Is the organization providing quality assurance system & operation?

YES NO

Does the organization have quality circle?

YES NO

How many people are involved in quality circle?

Below 10 above 10 above 15 cant say

How frequently the organizations have the meeting of quality circle?

Weekly biweekly monthly yearly

Do you about the agenda of information or any other information?

YES NO

Are the organization is going for the quality audit?

YES NO cant say


27/30

Does your organization have quality information system?

YES NO cant say

Are the information system is regularly updated?

YES NO cant say

Do you think the organization used bench marking, if any, please tell me thename of the benchmark organization?

YES NO cant say

If yes, then

Org. Area

a.

b.

Does the organization is going for the brain storming session?

YES NO dontknow

Are you practicing the 5s Japanese philosophy ?

YES NO


28/30

Does the organization have the certification of ISO 14000 or any other, if any please mention?

YES NO dontknow

Are you practicing the six sigma for the error control?

YES NO dontknow

A formal career planning process exist in the organization

Strongly Agree Strongly disagree

Dont know Agree Disagree

There is a shared vision of where your business is growing?



Employees are kept updated with changes in job skills & job designs?



Formal or informal method is followed for employees feedback and actingon that feedback?


29/30



Does the organization provide right environment to apply your knowledgefrom new programs to the job?

Very much Some whatLittle

Not at all

Do you feel that the organization is a good place to work?

Yes No Sometimes

Do you feel comfortable with rules and policy of the organization?

Yes No Sometimes

What types of relations are you having with your superior, peers andsubordinates?

Good Average Poor

If bad then why it is so?

They are not cooperating.

Their behavior is not good

There is no proper communication.

All above


30/30

Do you feel that you can get ahead in the org. if you make an effort?

Yes No Sometimes

Do you get any reward on your good performance?

Yes No Sometimes

Do you find that your performance is properly measured in theorganization?

Yes No Sometimes

Do you find that your job makes the best use of your abilities?

Yes No Some Times

Thank you for your kind co-operation.

Documents

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