The impact of human resource management practices on the implementation of total quality management

Abstract

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.

Total Quality Management in Higher Education in Kingdom of Saudi Arabia

“…TQM has helped in the production of qualified human resources this is to imply that TQM has produced well educated and skilled students who are ready to face their future careers and help in improving the economy of a particular country [14]. TQM has also assisted in the training of students for their future research careers such as being scientists and also researchers.…”

Major Factors Influencing the Performance of Local Private Third Party Logistics Service Providers in southern China

“…Many researchers claim that quality management factors influence customer satisfaction levels (Siddiqui and Rahman, 2007;Yang, 2006;Lin et al, 2005) and that customer focus may be the critical factor to increase customer satisfaction, competitive advantage and business profitability (Chong and Rundus, 2004;Crosby, 1996;Juran, 1992;Narver and Slater, 1990). ISSN 1941-899X 2012 www.macrothink.org/jmr 8 Hypothesis 3: The six quality management factors have a positive effect on the business process performance of local private logistics service providers in southern China.…”

Identifying the role of human resource management in increasing performance and implementation of six sigma projects using fuzzy cognitive maps

“…From the resource-based view of the firm, HRM contributes to sustained competitive advantage by facilitating the development of other organizational capabilities (Saá-Pérez & García-Falcón, 2002). The HRM system supports an organization's QM effort by reinforcing employee relationships and group consciousness of the need for customer satisfaction, raising employee competence, and helping to achieve culture change by involving members in quality decision making (Yang, 2006). The existing body of literature examining the relationship of HRM and QM provides a theoretical background to investigate HRM and Six Sigma.…”

“…The existing body of literature examining the relationship of HRM and QM provides a theoretical background to investigate HRM and Six Sigma. Prior studies have examined various HRM dimensions such as human resource planning, recruiting and selection, work design and analysis, training and education, job rotation, leadership development, performance appraisal, incentive compensation, benefits and profit sharing, employee development, employee security and health, communication, and the use of teams (e.g., Dean & Bowen, 1994;Bayo-Moriones & Merino-Dı́az de Cerio, 2001;Bou & Beltran, 2005;Flynn et al, 1995;Mayer, 2002;Yang, 2006). Among them, dimensions related to such practices as employee involvement, employee training, and employee performance recognition are suggested to have a particularly important impact on QM implementation (Bayo-Moriones & Merino-Dı́az de Cerio, 2001;Bou & Beltran, 2005;Flynn et al, 1995;Kaynak, 2003).…”