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PurposeThe perceived advantages of the implementation of TQM are generating improved quality and efficiency, increasing customer satisfaction, thus improving competitiveness. However, there is a high failure rate in the implementation of TQM. The key issue in this regard is that companies have devoted relatively little attention to human resources management (HRM). Several academics and practitioners have asserted that synergy and congruence among HRM practices are critical to the implementation of TQM. However, there is relatively little empirical evidence to support this contention. The purpose of this research is to conduct an empirical study on high‐tech firms, in order to analyse the impacts of HRM practices on the implementation of TQM.Design/methodology/approachIn this study, a research framework related to HRM practices, TQM practices, and quality performances was developed. Based on the framework, a questionnaire was designed and sent to the HR managers or chief executive officers (CEOs) of high‐tech companies in Taiwan to investigate the effect of HRM practices on the implementation and practice of TQM.FindingsThe study confirms that HRM significantly affects TQM practices. The study concluded that HRM practices have a significantly positive effect on the implementation of TQM. Implementing HRM practices can also have a significant effect on employee and customer satisfaction. It also positively affected “employees' quality awareness” and “corporate image”. The quality performances were also significantly affected by the implementation of TQM.Research limitations/implicationsThe research limitation is that the empirical study was on high‐tech firms in Taiwan only. However, the framework can be easily extended to other industries if survey results are available.Practical implicationsOverall, successful implementation of TQM can lead to an increase in customer satisfaction, and then benefit corporate image. It can also improve the satisfaction and quality awareness of employees. Enterprises that devote themselves to the implementation of TQM also need to perform HRM aggressively, if they are to increase the firm's performance significantly.Originality/valueIn this research, a conceptual framework related to HRM practices and TQM practices was developed, which is a valuable reference for future research. This study confirms the impacts of HRM practices on the implementation of TQM, and several key practices can be investigated.

Purpose-Most studies on higher education focus on students as customers, and evaluate student levels of satisfaction/dissatisfaction with their programs, while generally neglecting teacher work satisfaction. Thus, this study evaluates how employee dissatisfaction with various investment items determines the improvement priority. Design/methodology/approach-This study used the academic literature to establish a satisfaction model for higher education employees. The model is divided into six dimensions: organisation vision, respect, result feedback and motivation, management system, pay and benefits, and work environment. Using a questionnaire based on the model, 248 teachers were surveyed to investigate and analyze their importance-satisfaction level. The importance-satisfaction model (I-S model) was then applied to place each quality attribute into the IS model, and thus determine the improvement strategy. Findings-The analytical results showed that higher education employees focus on high salaries and fair promotion systems. Investigations of the job satisfaction of college teachers in Europe and America have produced similar results. Originality/value-The employee satisfaction model for the higher education sector not only considers satisfaction levels but also degrees of importance in deciding the improvement strategy.

Purpose -The purpose of this paper is to develop an evaluation model considering the qualitative and quantitative criteria for supplier selection in an outsourcing manufacturing organization. Design/methodology/approach -In this paper, the authors propose an integrated model by combining the analytical hierarchy process (AHP) and grey relational analysis (GRA) into a single evaluation model. The model is illustrated with a case study of a notebook computer manufacturer to demonstrate the effectiveness of this integrated model. Findings -Through the proposed model, it is possible to effectively integrate the specialized knowledge and experience of each dispersed evaluator, and the quantitative data to select the best suppliers for cooperation. Originality/value -The decision-aiding software (AHP-GRA model) has been implemented in Excel to automate the supplier selection process. This can widely apply the integrated model for the industry.

The improvement of service quality has become a major strategy for improving competitiveness. The identification of customers’ requirements and the measurement of satisfaction levels are therefore two crucial activities for enterprises. However, firms frequently fail to understand customer requirements, and the usual methods for measuring customer satisfaction are incomplete. The present research establishes an integrated model for achieving multiple targets in measuring service quality, i.e. to identify the important quality attributes that are identified by customers; to understand customer satisfaction levels with respect to these quality attributes; to discover the difference between employees’ perceptions and the customers’ perceptions of these quality attributes; to use the analytic results to improve service quality; and to identify the categories of Kano’s model of each quality attribute that can be used as critical reference on quality decisions. This integrated model is valuable for practical implementation in industries, and as an important reference for academic research on service quality.