The Impact of Human Resources and Total Quality Management on the Enterprise

Izvercian, Monica; Radu, Alina; Ivaşcu, Larisa; Ardelean, Ben-Oni

doi:10.1016/j.sbspro.2014.02.456

Cited by 42 publications

(39 citation statements)

References 10 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Some other authors like M. de Menezes et al [20], Obeidat et al [21] and Alkhazali et al [22] also explored the relationship between QMS and HPWS but the potential impact of integrated practices of QMS and HPWS on organizational effectiveness remained unanswered. Few researchers have simply presented some theoretical frameworks of QMS and HPWS while considering QMS as a single-level construct and HPWS as a group of individual HR practices [23,24]. The objective of this study is to develop an integrated framework of QMS and HPWS such that: (1) the relationship within QMS practices can be investigated at two distinct levels i.e.…”

Section: Introductionmentioning

confidence: 99%

Do they really coexist? An empirical analysis of a conjoint implementation of Quality Management System and High Performance Work System on organizational effectiveness

et al. 2020

View full text Add to dashboard Cite

Over the past few decades, Quality Management System (QMS) and High Performance Work System (HPWS) have emerged as key concepts to enhance organizational effectiveness. All over the globe, majority of contemporary manufacturing and services organizations have applied at least one of these development strategies or even both. This study proposes an integrated framework of QMS and HPWS and empirically investigates the relationship between QMS and HPWS practices and their direct and indirect effects on organizational effectiveness using structural equation modelling (SEM). This research makes a number of significant contributions: (1) The black box of the conjoint implementation is opened up for better appreciation of the interplay of QMS and HPWS practices and their influence on organizational effectiveness (2) The key QMS practices recognized as contributing factor of performance have been classified and examined at two distinct levels i.e. QMS Top Level practices and QMS Core practices (3) The mediating and interaction effects of QMS Core practices and HPWS practices on the relationship of QMS-Top Level practices and organizational effectiveness have been thoroughly investigated. The proposed framework is tested through cross-sectional data from 90 Technical Services Organizations (TSO) operating in Pakistan. The research hypotheses are supported by the test results of the SEM. The findings and implications are discussed along with limitations and future research guidelines.

show abstract

Section: Introductionmentioning

confidence: 99%

Do they really coexist? An empirical analysis of a conjoint implementation of Quality Management System and High Performance Work System on organizational effectiveness

et al. 2020

View full text Add to dashboard Cite

show abstract

“…In actualizing all out quality administration forms in an association, the human resource department assumes a significant job in a few territories. Such regions are creating and conveying the TQM vision, setting up the authoritative subtleties for the usage of TQM strategies, and offering important help to keep up the eagerness about TQM (Izvercian, Radu, Ivascu, & Ardelean, 2014). (Kumar, 2012) Stated that TQM impacts the strategy process at all levels.…”

Section: Total Quality Management Practices and Competitive Advantagementioning

confidence: 99%

Human Resource Management, Total Quality Management and Competitive Advantages: Evidence from Pakistani Banking Industry

Ahmed

Siddiqui

2020

HRR

View full text Add to dashboard Cite

This study aimed to investigate the relationship between human resource management (HRM) practices, total quality management (TQM) practices and competitive advantages in banking industry of Pakistan. HRM practices included Recruitment & Selection, Training & Development, Performance Appraisal, and Compensation & Reward. TQM practices consist of Leadership, Continuous Improvement, Customer Satisfaction, Employee Empowerment, and Strategic Planning. And lastly, competitive advantages is represented by Cost Leadership, and Differentiation. We applied (Obeidat, Yousef, Tawalbeh, & Masa'deh, 2018) model to banking sector of Pakistan. An Adopted questionnaire was designed and distributed over a sample of 300 employees. The research hypotheses were tested by using structured equation modeling. The result shows that Compensation & Reward positively and significantly affect all TQM practices as well as cost leadership. Similarly, Performance Appraisal also produce a significant positive impact on Strategic Planning, and Leadership dimensions of TQM, Hoverer, negatively affect cost leadership. Recruitment & Selection positively affect cost leadership. Strategic planning an importance factor, significantly affect both competitive advantage factors. Interestingly, Training & Development have a significant but negative effect on TQM factors namely Continuous Improvement, Leadership, and Strategic Planning. The findings imply that in banking industry, the effect on HRM factors on TQM is not equal, some are even negative, hence should be used diligently with the prospective of both TQM and competitive advantages.

show abstract

“…Without innovation and adaptation to new information technology, a company cannot quickly become competitive (Crouch, 2011;Izvercian et al, 2014;Verbonu et al, 2016).…”

Section: Responsibility Of the Organizing Committee Of The Conferencementioning

confidence: 99%

The Link Between Competitiveness And Sustainability Of Enterprises

Ambrus¹

2017

The European Proceedings of Multidisciplinary Sciences

Self Cite

View full text Add to dashboard Cite

Sustainability and competitiveness are directions addressed by national and international organizations. Sustainability implies the use of resources in a balanced manner so that the organization can carry on its activity for as long as possible. Competitiveness can be defined as the organizational capacity to be the best in the industry in which it operates. The link between the two concepts involves an analysis of specialized literature and organizational practices. The work needed to be performed to achieve these levels of competitiveness and sustainability are not clearly defined. Competitiveness and sustainability are two tangential directions that can or cannot be achieved by companies. Being sustainable contributes to achieving competitiveness. But being competitive does not mean that the company is also sustainable. This research aims to identify the link between competitiveness and sustainability in today's economy. Also the dimensions that contribute to the competitiveness of an enterprise and the directions of sustainable development are presented. Analysing the literature, different views that help shape a framework for competitiveness and sustainability of organizations are presented. The purpose of this paper is to identify the elements that contribute to sustainable development and the elements that contribute to organizational competitiveness, to present the link between the two concepts and to develop a theoretical framework for organizational competitiveness and sustainability.

show abstract

The Impact of Human Resources and Total Quality Management on the Enterprise

Cited by 42 publications

References 10 publications

Do they really coexist? An empirical analysis of a conjoint implementation of Quality Management System and High Performance Work System on organizational effectiveness

Do they really coexist? An empirical analysis of a conjoint implementation of Quality Management System and High Performance Work System on organizational effectiveness

Human Resource Management, Total Quality Management and Competitive Advantages: Evidence from Pakistani Banking Industry

The Link Between Competitiveness And Sustainability Of Enterprises

Contact Info

Product

Resources

About