Total Quality Management and Human Resource Management
Total Quality Management (TQM) has been the most preferred management technique by several organizations in the past few decades. The application of TQM is based on improving quality management, customer satisfaction, improving competitiveness, increasing productivity as well as lowering the cost of production. Human Resource Management (HRM), on the other hand, is founded on human relationships. Organizations utilize HRM to improve group awareness, allow employees to showcase their potential as well as to advocate for culture change in the workplace. Generally, HRM and TQM operate in collaboration to ensure the success of a workplace. TQM and HRM have remained to be important topics in researches associated with management and organizations have been keen to embrace the two techniques. Human resource management is used as a tool to enhance the achievement of the objectives of total quality management in an organization.
The impact of implementing TQM challenging to evaluate and thus, its relationship with HRM is not supported with a lot of academic evidence. Researchers who have engaged in research the relationship end up revolving around a few links that are crucial in the relationship between the two aspects. First, the achievement of organizations’ objectives depends on the effectiveness of their TQM and HRM departments (Alkhazali, Aldabbagh & Rumman, 2019). Generally, organizations are founded to produce world-class goods and services. The combination of clever TQM and HRM techniques leads to an easier achievement of such goals. Besides, quality management awards have been going to organizations that have managed to improve their customer relationships, and stakeholder organization and TQM has been behind most of the improvements. Also, the failure rate of organizations in terms of enhancing their quality has been essential in raising concern over the relationship between TQM and HRM. Moreover, the implementation of TQM involves several stages that are made successful by effective implementation of HRM practices.
The success of TQM depends on several stages that are made successful by effective implementation of HRM practices. The first stage of TQM is the recruitment process that depends on the HRM department. The recruitment process involves assessing the ability of individuals to fit specific job vacancies in the organization. Generally, the recruitment process involves several stages, such as the selection process. When applications are made, the organization has to do a selection process to pick out qualified individuals to invite them for interviews. The procedures involved in the selection are highlighted by the HRM departments, and the organization is saved from the risk of blocking out early stages. Also, the competence in the HRM department ensures that an organization only builds an employees’ network of productive individuals who work reluctantly towards achieving the objectives of the organization. Moreover, the case of Carcom was sufficient to explain a possible application of the link between TQM and HRM.
The change of ownership of Carcom would present a need for TQM and HRM strategies in solving the potential challenges. When the Japanese partner bought the firm, the immediate implication was that the employees were concerned about their future in the workplace. The Japanese firm was also in a position to decide whether to recruit new employees or to take over with the existing workforce. Generally, the decision on whether or not to hire new employees depends on several factors and the HRM department is responsible for assessing the most feasible decision for the firm. Also, the cost of either choice will be crucial in either of the decision that the firm will make. Generally, the new owner of Carcom joins several other firms that have to make difficult choices concerning the employees of a company that has been bought.
HRM functions are essential in assessing the contribution of personnel in the success of TQM. When a firm buys another firm, several factors are involved. For example, the underperformance of the workers could have contributed to the inability of the firm to operate on its own (Nankervis, Baird, Coffey & Shields, 2016). In such a situation, the personnel should be assessed only to retain the employees who are crucial in the transition of the company from the previous owner to the new owner. Another case may happen where the firm’s management was inefficient and underutilized the available personnel to achieve the objectives of the firm. In the second case, the new owner may decide to improve the strategies that will enable the firm to enjoy maximum returns from the available research. Besides, employing new personnel leads to additional costs and may not be the best decision to make. Therefore, the achievement of the goals of the firm depends on the application of HRM functions towards implementing the TQM goals. Moreover, the transfer of positive workplace qualities from one firm to another, or one department to another is essential in the success of TQM functions.
When a firm is taken over by new management, several changes are bound to occur. First, the personnel composition may change, either partially or wholly. Also, the employment of technological know-how may vary significantly between the former and present managements (Obeidat, Tawalbeh & Akour, 2019). TQM is based on the spirit of teamwork and the ability of the workforce to solve the challenges facing the firm without difficulties. Besides, quality management and customer relations are dependent on the way the workplace team works collaboratively to overcome the challenges that may come with a change of management. Generally, a firm faces the risk of losing on the loyal customer network if the trust is not maintained during the transition. Therefore, teamwork is needed to ensure that the company maintains a smooth transition between the managements. Generally, HRM links to TQM in that the activities leading to an effective TQM technique depend on HRM functions.
TQM is based on several general principles. The first work done should be top quality and no excuses should be made as to why quality is not achieved. Also, the customers are the highest priority and thus focus on them (Kwan, 2016). The main objective is always to have an approach to improve all the aspects of the firm’s activities. Furthermore, the firm should improve continuously while developing the spirit of mutual respect and teamwork. The application of TQM principles is based on the success of the HRM department, which has shown consistency for the few years it has been in operation. For example, the management asks for the highest possible quality of goods even when the process is on trial. Also, the employees are motivated to improve continuously, whereas teamwork is the norm of every day in the workplace. Moreover, TQM has several implications on industrial relations, and my workplace is a case in hand.
The firm has not been operation for many months since the take-over. However, the impacts of TQM on industry relations are already felt. First, brand marketing has become a significant goal of the current management. The company’s image is under construction and customers are promised to have the best experience dealing with the new management. Also, teamwork is encouraged among the employees with initiatives being launched to increase the interaction between employees hence increasing the positivity of workers. Generally, TQM implementation has been an awakening strategy in the workplace.
Part B
A natural control chart pattern generally appears when the firm is under control. Generally, the data may be streaming continuously without time to pay attention to processes. However, the availability of advanced systems makes it possible to come up with control charts showing the progress of the production process. Generally, a smooth flow of the production process means that the process does not involve extraneous activities that could negatively impact production (Zhao et al. 2017). Usually, a natural control chart pattern implies that the firm is operating within the expected standards. For example, A shift in the control chart of Carcom could have been associated with the need to sale the company to another company for safety. Generally, an unnatural control chart pattern calls for an investigation to find the cause for the shift. Moreover, a company that has been operating on unnatural control chart pattern could be required to investigate when a natural control chart pattern appears. Several factors could cause the appearance of a natural control chart pattern.
A natural control chart pattern from a firm that has been operating under an unnatural pattern could be a cause for concern. Generally, firms tend to adapt to their ways of carrying out their activities despite the type of control chart pattern appearing. Although a natural control chart pattern could imply positive news for the firm, the pattern may also imply that the firm is not adding extra efforts towards the achievement of its objectives. For example, a change in the management of a firm could lead to a natural control chart pattern when the change impacts the activities.
Process capability involves a statistical approach to measure the variability of a process given the available characteristics. For example, the availability of exact data is always a problem for most firms. Therefore, estimates are used to come up with projections about the future (Hindle & Konolfingen, 2016). Process capability is mostly applicable when a firm is going through a quality improvement process. The return expected from various activities may become a significant issue of concern for the organization in question since every decision is seen to pose a risk. The estimation is, however, not a one-time process and has to be done through statistical processes. The empirical rule offers a method of coming up with the estimates for the firm’s expectations. The relationship between standard deviations and the expected variations form a more accurate method of coming up with reliable estimates.
Quality and productivity are standard terms that appear in the production process. Generally, firms have a primary goal of producing high quality goods as well as maintaining high productivity. Although some firms have tried to lower the quality of the products to increase productivity, the results have not been positive. Also, lowering the productivity of a company in bid to improve on quality may not be the best option in business. Besides, the primary goal of engaging in business is to make profits. Therefore, both quality and productivity are equally important in the production process. Moreover, the relationship between productivity and quality is a positive one and firms have been investing in ways of improving both aspects.
Productivity is positively related to quality in that the improvement of quality leads to increased productivity. However, increased productivity is not always associated with increased quality, and thus, a firm should pay attention to quality instead of productivity. The relationship holds in that the production of high-quality goods avoids the need for additional corrections and fixing that may lead to additional costs. The costs that would be used for repairs is instead used to improve the productivity of the firm. Also, quality is always improved through TQM, which has improving productivity as one of its objectives. Therefore, the improvement of quality is positively associated with productivity.
In sum, human resource management is used as a tool to enhance the achievement of the objectives of total quality management in an organization. The implementation of TQM involves several stages that are made successful by effective implementation of HRM practices. Generally, HRM links to TQM in that the activities leading to an effective TQM technique depend on HRM functions. The application of TQM principles is based on the success of the HRM department, which has shown consistency for the few years it has been in operation. Moreover, quality and productivity are positively related. The relationship holds in that the production of high-quality goods avoids the need for additional corrections and fixing that may lead to additional costs.
References
Alkhazali, Z., Aldabbagh, I., & Abu-Rumman, A. (2019). TQM POTENTIAL MODERATING ROLE TO THE RELATIONSHIP BETWEEN HRM PRACTICES, KM STRATEGIES AND ORGANIZATIONAL PERFORMANCE: THE CASE OF JORDANIAN BANKS. Academy of Strategic Management Journal, 18(3).
Hindle, S., & Konolfingen, N. P. (2016). How many data for “process capability”?.
Kwan, L. S. (2016). Applying TQM Principles in Safety Management A Study on the Effectiveness of Total Safety Management. International Journal of Business and Social Science, 7(11).
Nankervis, A. R., Baird, M., Coffey, J., & Shields, J. (2016). Human resource management: strategy and practice. Cengage AU.
Obeidat, B., Tawalbeh, H. F., & Akour, M. A. (2019). Reviewing the Literature among Human Resource Management (HRM) Practices, Total Quality Management (TQM) Practices and Competitive Advantages. Journal of Social Sciences (COES&RJ-JSS), 8(2), 327-358.
Zhao, C., Wang, C., Hua, L., Liu, X., Zhang, Y., & Hu, H. (2017). Recognition of control chart pattern using improved supervised locally linear embedding and support vector machine. Procedia engineering, 174, 281-288.