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The role of human resource management in implementation of TQM

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 International Journal of Computer Science and Management Research
The Role of Human Resource Management in
Implementation of TQM
Chandra Sekhar Patro
Department of Management Studies, VITS Group of Institutions, Visakhapatnam, A.P., India
patrocs@gmail.com
Abstract - Human resource management and total quality
management having been identified as “new” approaches have
attracted a great deal of practitioners’ interest. Total quality
management has become a frequently used term in discussions
concerning quality. The term used for today’s new concept of
quality is total quality management or TQM. TQM is considered
to be an important management philosophy, which supports the
organizations in their efforts to obtain satisfied customers. A
fundamental aspect of the soft dimensions of TQM is Human
Resource Management (HRM). Human resource management is
responsible for how people are treated in organizations. It is
responsible for bringing people into the organization, helping
them perform their work, compensating them for their labors,
and solving problems that arise. The TQM approach brings
changes in the attitudes and expectations of the managers about
the roles of human resource managers. TQM can avoid the
dangers of demotivating people but care should be taken to
ensure that TQM does not also became a recipe in which certain
visible techniques replace the substance of customer focus, team
work and decision-making.
This paper outlines the basic principles of Total Quality
Management. The main idea is to establish a relationship
between Human Resource Management and Total Quality
Management and the role of the human resource department to
an implementation of total quality management.
Keywords - Human Resource Management (HRM), Total Quality
Management (TQM), Quality, Implementation, Principles,
Improvement
I. INTRODUCTION
Total Quality Management
The introduction of total quality management (TQM) has
played an important role in the development of contemporary
management. Total Quality Management (TQM) is the
optimization and integration of all the functions and processes
of a business in order to provide for excited customers through
a process of continuous improvement. Total Quality is defined
as, a people-focused management system that aims at
continual increase in customer satisfaction at continually
lower cost. Dow et al. (1999) developed a TQM model in
order to explore the impact of TQM practices on the firm’s
quality performance. They indicated that quality practices can
be categorized into nine dimensions: workforce commitment,
shared vision, customer focus, use of teams, personnel
training, cooperative supplier relations, use of benchmarking,
advanced manufacturing systems, and use of just-in-time
principles. TQM can be defined as a set of techniques and
Chandra Sekhar Patro et.al.
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procedures used to reduce or eliminate variation from a
production process or service-delivery system in order to
improve efficiency, reliability, and quality (Steingrad &
Fitzgibbons, 1993). The old concept is reactive, designed to
correct quality problems after they occur and the new concept
is proactive, designed to build quality into the product and
process design. Total Quality Management (TQM) is a
continuous process of improvement for individuals, groups of
people and the total organization. TQM is about changing the
way things are done within the organization’s life time. People
must know what to do, how to do it, have the right methods to
do it and be able to measure the improvement of the process
and the current level of achievement in order to improve the
process.
Human Resource Management
Human Resource Management is one of the most
essential responsibilities of each and every manager in an
organization. It purely involves people for getting things done
through them in an organized manner. Human resource
management is defined as a strategic and coherent approach to
the management of an organization’s most valued assets – the
people working there who individually and collectively
contribute to the achievement of its objectives. According to
Edwin B. Flippo, “Human resource management is the
planning, organizing, directing and controlling of the
procurement, development, resources to the end that
individual and societal objectives are accomplished”. “HRM
is a managerial perspective which argues the need to establish
an integrated series of personnel policies to support
organizational strategy.” Buchanan and Huczynski (2004:
679). HRM is as a set of loosely related ideas, concepts, and
techniques held together by the common underlying premise
that, within any organization, maximization of the utilization
of human resources is crucial to maintain and enhance
competitiveness in a world where those who do not compete
successfully simply do not survive. 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. HRM is often associated with the introduction of new
and innovative forms of work organization. The management
interest in quality is not new but using quality as a key
element in the battle for competitive advantages is of recent
date.
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II. OBJECTIVE OF THE STUDY D. Process oriented: A fundamental concept of TQM is to

The overall aim is to study the challenges, role and the focus on process thinking. A process is a series of steps
aspects of the human resource department tasks in regard to an that take inputs from suppliers (internal or external) and
implementation of total quality management in an transforms them into outputs that are delivered to
organization. Certain recommendations are made for customers as per their expectations. The steps required
implementing TQM in any organization. to carry out the process are defined, and performance
measures should be continuously monitored in order to
III. PRINCIPLES OF TQM detect unexpected variation by the management.
Total Quality Management (TQM) is an approach that
E. Fact-based decision making: Decision making is an
seeks to improve quality and performance which will meet or
important element in TQM. In order to know how well
exceed customer expectations. This can be achieved by
an organization is performing, data on performance
integrating all quality-related functions and processes
measures are necessary. TQM requires that an
throughout the organization. TQM uses strategy, data, and
organization continually collect and analyze data in
effective communications to integrate the quality discipline
order to improve decision making accuracy, achieve
into the culture and activities of the organization. Different
consensus, and allow prediction based on the past data
organizations have different approaches to implement Total
or facts. The facts that are effecting the organization are
Quality Management. The following principles are common to
to be considered while taking any kind of decisions by
all the organizations which must be adhered for the successful
the HR manager.
TQM implementation.
F. Organizational Communication: During times of
A. Customer oriented: Total Quality means complying
organizational change, as well as part of day-to-day
with customer requirements i.e. both internal and
operation, effective communications plays an important
external customers, and quality oriented management
role in maintaining morale and in motivating the
will need to meet customer requirements. Different
employees at all levels. Communications involve
customers would be having different needs, preferences
strategies, method, and timeliness. Open
and expectations. Customer expectations for a design or
communication should be administered because
specifications must be transformed in order that the
without this, the informal grapevine would then be the
organization may adapt these expectations to activities
ultimate source of the company.
required for production. Design and specifications are
equally important. An organization may provide the
G. Organization Approach: A critical part of the
right design quality, a product which customers would
management of quality is the strategic and systematic
want to buy but could lose out by not having the right
approach to achieving an organization’s vision,
specifications required. Similarly, a product providing
mission, and goals. This process includes
the right specifications only may not meet customer
implementation of groups, commitment to quality,
design requirements.
planning of cross functional workgroups, changing staff
role towards a customer oriented role, teamwork and an
B. Total employee involvement: All employees in the
extended cooperation with suppliers about continuous
organization should participate in working towards the
quality improvements. The management of the
common goals. Total employee commitment and
organization needs quality planning as a component in
responsibility towards work can only be obtained after
their strategic planning.
fear has been driven from the workplace, when
empowerment has occurred, and management has
H. Measuring/Preventing: Measuring or monitoring the
provided the proper environment. The involvement of
cost of quantity and customer satisfaction denotes a
the employees in the organization will deliver high
recent effort in total quality management. The cost of
performance work systems and integrate continuous
quantity is a financial measure of the quality
improvement efforts with normal business operations.
performance and it can be monitored by preventing the
expenses like checking and testing incoming
C. Continuous Improvement: To comply with customer
components, inspecting products prior to their leaving
needs and requirements it involves continuous
the organization, routine inspection maintenance;
improvements of products and processes. The most
failure expenses waste, scrap, double work; inspection,
efficient method to create improvement is to let the
and estimate activities.
staff performing the particular work identify and
implement the particular improvement in their daily
work. Continuous improvement in the working
environment helps the employees to take the
responsibility for the development and a change in the
organization.

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 International Journal of Computer Science and Management Research
IV. HRM CHALLENGES ASSOCIATED WITH IMPLEMENTING
TQM
Implementation of total quality management may sound
like a well executed strategy in organisations, but it was not an
uncomplicated experience on the part of the human resource
department. The HR Department has to face certain challenges
during the implementation of TQM in an organization:
Globalization:
Globalization requires organizations to move people,
ideas, products and information around the world to meet
customer needs. New and important ingredients must be
added to the mix when making strategy: volatile political
situations, contentious global trade issues, fluctuating
exchange rates and unfamiliar cultures. Globalization is one of
the important challenges faced by the HR manager during the
implementation of TQM.
Motivating knowledge workers:
Motivating workers with high recognition needs in the
direction of total quality management required an
extraordinary effort on the part of human resource department.
The performance of the workers could be improved and
increased by proper motivation. It is however, necessary to
create an environment in which all the employees can
contribute to the limits of their ability. Subordinates must be
encouraged to participate in the process of decision making,
continuously broadening their self-direction and self-control.
These would not only lead to direct improvement in operating
efficiency but would also ensure them to groom for higher
responsibilities.
Employee satisfaction:
Satisfaction of employees is imperative to achieve total
quality management. In the organizations staff satisfaction is
elevated through various measures such as reward and
recognition schemes, a fair grievance handling scheme,
suggestion schemes, incentive schemes, group incentives,
maintenance of good working and environmental conditions,
etc. Some attempts are to be made by the human resource
department to build up confidence and generate optimism in
every employee so as to recognize that the job they are doing
will be worth the effort and will lead to the achievement of
total quality management.
Communication barriers:
In large organizations with an extremely wide network
of offices across the world, the success of implementation of
total quality management will critically depend on a
successful communication exercise. The HR department has
to take this as a serious challenge, and consequently
developed some communication exercises to communicate the
total quality management message to the organization
network. So that the issues related to the communication can
be resolved.
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Vastness of organization:
Total quality management is the responsibility of every
employee, and it has to be accomplished in all aspects of
action and work in the organization. If any employee fails to
achieve total quality, or total quality has not been achieved in
any activity or process, it has to be substantiated that total
quality management is a failure in the organization. This
would become a challenge to the managers, including those of
the human resource department.
Competitive markets:
A competitive market is a driving force behind many of
the other obstacles to quality. The HR manager has to face this
challenge while implementing the TQM in an organization.
One of the effects of a competitive market is to lower quality
standards to a minimally acceptable level. All the
organizational functions have an element of quality. If the
quality of works performed is poor, unnecessary cost is
incurred by the company. TQM should work by inspiring
employees at every level to continuously improve what they
do, thus rooting out unnecessary costs.
Lack of proper authority and leadership:
Leadership quality is an essential element in
implementing the TQM in any organization. Excess layers of
management in the organization would quite often lead to
duplication of duty and responsibility. This would make the
employees of an organization to leave the quality
implementation to be a management’s job. In addition, quality
has not been taken as a joint responsibility by the management
and the employees. As a result the employees who are directly
involved in the production of goods or delivery of services are
not motivated enough to incorporate quality issues that have
been raised by the customers they serve since they do not feel
as part of the continuous process of quality improvement.
Inadequate resources:
Many of the organizations do not involve quality in their
strategic plan. A little attention is paid to TQM in terms of
human and financial resources. Much of the attention is drawn
to increasing profit margins of the organization and little
attention on whether the expected quality is supplied to the
customer. A small budget allocation is made towards
employee training and development which is critical for total
quality management implementation. Employee training is
often viewed as unnecessary cost which belittles the profits
margins which is the primary objective for the existence of
businesses and as a result TQM has been neglected as its
implementation “may not necessarily bring gains to the
organization in the short term”.
Lack of customer focus:
Most strategic plans of organizations do not focus on
the customer needs. They tend to concentrate much on profit-
oriented objectives within a given time frame. A little market
research is done to ascertain the product or service
performance in the market relative to its quality, as such
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 International Journal of Computer Science and Management Research
surveys are regarded as costly by the organizations and thus
little concern is shown to quality improvement for consumer
satisfaction.
Lack of proper planning:
The absence of a sound strategic plan has often
contributed to ineffective quality improvement. It is observed
that a large number of organizations are either unable or
unwilling to plan effectively for quality improvement. Poor
planning and specifications lead to a project that costs more,
takes longer to complete, and causes more frustration than it
should. Companies using TQM should always strive towards
impressing upon the management the need to spend money
and time on planning. If management took reasonable time to
plan projects thoroughly the quality can be achieved.
Lack of management commitment:
A quality implementation program will succeed only if
top management is fully committed towards the customer
expectations. Lack of commitment in quality management
may stem from various reasons. Major obstacles include the
preoccupation with short-term profits and the limited
experience and training of many executives. Top management
should, therefore, embrace quality improvement programs no
matter how far reaching the programs may appear the
monetary implications therein. Competition alone should not
HRM Challenges

Globalization

Motivating knowledge workers

Employee satisfaction

Communication barriers

Vastness of organization

Competitive markets

Lack of proper authority and
leadership

Inadequate resources

Lack of customer focus

Lack of proper planning

Lack of management commitment

Deficiency of cultural dynamism
VI. STRATEGIC ROLE OF HRM IN IMPLEMENTING TQM
To implement TQM in the organization it needs support
from the top management and all staff members. The first
thing which the HR department should realise from the outset
is that TQM is a long-term business strategy. The role of the
HR manager in improving quality can be considerable as it is
a primary internal change. In developing TQM the
management should make a commitment to measure the
performance of a product relative to its quality through
customer surveys, which can help managers to identify design,
manufacturing or any other process that has a bearing on the
quality of a product or service, and therefore provide an
opportunity for continuous improvement.
Chandra Sekhar Patro et.al.
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be considered as the single factor that drives managers into
implementing quality initiatives.
Deficiency of cultural dynamism:
Every organization has its own unique way of doing
things. This is defined in terms of culture of the organization.
The processes, the philosophy, the procedures and the
traditions define how the employees and management
contribute to the achievement of goals and meeting of
organizational objectives. Indeed, sticking to organizational
culture is integral in delivery of the mission of the
organization. However, culture has to be reviewed and for that
matter re-adjustments have to be done in tune with the
prevailing economic, political, social and technological
realities so as to improve on efficiency. In adequate cultural
dynamism has made total quality implementation difficult
because most of the top level management of many
organizations are rigid in their ways of doing things.
V. FRAMEWORK TO MEET THE CHALLENGES OF HRM IN
IMPLEMENTING TQM
A Framework to meet the challenges associated with
human resource management in implementing TQM is as
follows:
Strategic Role of HRM

Recruitment and Selection Process

Training and Development

Employee Involvement

Recognition and Rewards

Leadership and Top Management
commitment

Education and Communication

Development of Total Quality People

Maintain employee relations

Performance Appraisal

Accredited quality management system

Measuring customer wants and
satisfaction

Quality control techniques
Recruitment and Selection Process
The first step in implementation of TQM in an
organization is it necessary to create a clear and concise
recruitment policy, which helps to ensure a sound recruitment
process. In today’s rapidly changing business environment, a
well defined recruitment process helps the organizations to
respond to its human resource requirements in time. A
recruitment and selection process of an organization should
focus on recruiting the best potential people at the right place
and ensure that every employee is treated equally with dignity
and respect. The selection should be transparent, task oriented
and merit based and approved by the competent authority.
Optimization of manpower at the time of selection process is
essential.
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Training and Development
HR Department has to undertake intensive training of
personnel in understanding the application of TQM methods
& its tools at all levels of the management. The organizations
have to realize the need and importance of corporate training
and development process. The principal objective of training
and development is to make sure the availability of a skilled
and willing workforce to an organization. The HR department
has to focus on analyzing the training needs and preparing the
budget for each department. The manger has to evaluate
effectiveness of training programs, providing
recommendations for improvement. Planning, developing, and
provide training and staff development programs, using
knowledge of the effectiveness of methods such as classroom
training, demonstrations, on-the-job training, meetings,
conferences, and workshops will help in increasing the
efficiency of the employees in the organization.
Employee Involvement
The HR department has to initiate that each and every
employee involve in TQM activity. It is very important that
the employee understands the quality requirements of his job
and the customer. This is possible provided his involvement in
the job is very high and he is a very committed and
empowered employee. HR has to facilitate the culture of team
work either in the form of quality circles, quality teams, task
force, suggestion schemes or any such others innovative
employee involvement schemes for TQM activity. 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. TQM emphasis on flexibility and teamwork may
also require a move away from detailed fixed job descriptions.
Recognition and Rewards
The HR manager has to place much emphasis on giving
rewards and recognizing the employees who perform well.
The manager of the organization has to communicate
regularly with employees about the developmental
opportunities being offered. They serve as a means of worker
recognition, which the company has to take seriously.
Recognition of individual employees and teams publicly for
their accomplishments, providing financial incentives or gifts
or awards for excellence performance beyond normal duties,
and seniority recognition programs would help in achieving
the quality in the management of an organization.
Leadership and Top Management commitment
The HR manager should have good leadership quality
while implementing the TQM in any organization. The top
management should also show commitment towards the
application of quality standards and techniques. The top
management’s job has to take the responsibility and organize
all the employees to maintain the quality in the organization
and motivate them in providing quality goods and services.
The HR manager has to continuously monitor the process of
quality improvement and fully committed towards the
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customer expectations. The management should take certain
initiatives such as proper training facilities, compensation and
rewards, performance appraisals, proper communication
during the implementation of TQM.
Education and Communication
Communication should definitely be one of the focus
points during the implementation of TQM. The organizations
place great emphasis on educating the employees about
maintaining the quality standards through a variety of
elements such as videos, magazines, newsletters, notice
boards, story boards and so on, so as to promulgate and
reinforce the quality. Open communication will help in
maintaining good relations with the employees and achieve
better quality. However it is inadequate for senior
management to express their commitment solely through
communicating vision and mission statements. Through
continuous communication and educating the HR department
can achieve the customer expectations.
Development of Total Quality People
Another important role of HR department is to see the
internal customer satisfaction. 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 initiative 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.
Maintain employee relations
One of the distinctive features of human resources
program in implementing TQM is that the management makes
no distinctions between exempt and nonexempt employees.
Employee Relations involves the body of work concerned
with maintaining employer-employee relationships that
contribute to satisfactory productivity, motivation, and
morale. Employee’s relations can be encouraged to improve
the quality and reduce the overall cost of the organization by
involving employees. The organization can survey the union
members about their opinions regardless of whether or not
they have any supervisory responsibility. It is important that
how HR manages the relation with employees so that
employee should feel proud and gain a sense of ownership.
Performance Appraisal
Performance appraisal is seen playing an important role
as a tool to communicate to managers whether quality
standards are being met, given the importance of the customer
evaluation of managerial performance in the overall appraisal.
Evaluating and rating the performance of the employees is
essential, as the management can focus more on their
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weaknesses and work to strengthen those areas. The
management should make the policy to issue performance
reviews while providing employees with the feedback that
they needs to perform better at their jobs. This will help in
motivating the employees and attain the quality at the
workplace.
Accredited quality management system
Many organizations consider ISO 9000 certification as
the first step in the implementation process of TQM. The ISO
9000 series certification can be defined as the starting point
for entering the competition; the ongoing journey towards
TQM must deliver the competitive advantage. A documented
quality system as part of a TQM strategy can contribute to
TQM by managing the organization’s processes in a
consistent manner. When an organization maintains the ISO
certified standards, it means it delivers quality products or
services according to the customer needs and expectations.
Measuring customer wants and satisfaction
Customers are an economic asset. Customer satisfaction
plays a central role in the company’s TQM. The
implementation of quality management in any organization
requires listening to the customers and trying to satisfy their
needs. The emphasis on customer satisfaction or customer-
driven quality is considered by many gurus and writers as a
major success of the quality management effort. A strategic
concept, customer satisfaction is concerned with such
achievements as customer retention and market penetration.
The main aim of the HR manager should be to retain the
customer and this is possible when the customer wants are
satisfied.
Quality control techniques
The HR department can use several statistical quality
control tools and techniques in achieving quality management
in the organization. Statistical process control is one of the
cornerstones of the model for TQM developed by the
European Centre for Total Quality Management. Statistical
Process Control is not only a tool kit; it is a strategy for
reducing variability, part of never-ending improvement. The
aim of statistical process control and control charts is first to
achieve a stable process and then to reduce successively
process variation. By using these tools the manager can
maintain quality in managing the organization.
VII. RECOMMENDATIONS
During the implementation of TQM the HR manager
has to act as a democratic leader. The HR department should
try to achieve the quality based on the customer expectations,
and at the same time the employees interest also. The
managers should adopt situational leadership style as well as
humanistic approach for leading the employees to achieve the
organization goals. Based on the several case studies the
following are few recommendations for HR department while
implementing the TQM policies:
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Vol 2 Issue 6 June 2013
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1. The HR department can create awareness about TQM
by arranging workshops, seminars and conducting
training classes.
2. The managers should focus on the succession and
contingency plans.
3. Create a clear and concise recruitment and selection
policy.
4. Develop and implement policies and activities
consistent with the culture.
5. Emphasis on customer satisfaction or customer-driven
quality should be made.
6. Ensure that the quality improvement process is
consistent with the other human resource activities.
7. Maintain employer-employee relationships that
contribute to satisfactory productivity, motivation and
morale.
8. Rewards and recognition is one of the best tools to
motivate employees and achieve quality.
9. Flow of Communication should be from top to
down that will help in making conducive
atmosphere within the organization.
10. Establish a senior HR council and executive operating
committee.
11. Develop a leadership programme that ensures that the
change clearly includes the top management.
12. Maintain the quality control techniques and ensure it is
quality accredited system.
VIII. CONCLUSION
The theoretical analysis reveals the implications there
are in building a quality culture. The analyze implies that
building a quality culture would require a matching human
resource strategy, which would involve the human resource
management, the organizations way of working as well as the
human resource policies and practices. There are certain
studies which reveal the different roles of the human resource
management and shows that the implementation of total
quality management has posed quite a lot of human resource
challenges to human resource employees such as, motivating
knowledge workers, obtaining employees satisfaction,
overcoming communication barriers, solving problems
associated with vastness of the organization.
A successful TQM program is unique, and it should
motivate middle management to focus on long-term strategies
rather than short-term goals. From the above study it is clear
that to implement TQM in the organization it needs support
from the top management and all staff members. Different
organizations can adopt different approaches to implement
Total Quality Management. By adopting certain strategies the
HR manager can overcome the barriers while implementing
the TQM in an organization.
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