A project report on

ROLE OF H.R.IN TQM

Submitted to: Submitted

by

S.N. NANDI sir

Manisha (131)
In developing TQM training programs, efforts should be
aimed at an integrated approach to the instruction
process. Training objectives should be directed at helping
employees’ reach the goals set forth for their individual
Implementing a total quality management system has
become the preferred approach for improving quality and
productivity in organizations. TQM, which has been
adopted by leading industrial companies, is a
participative system empowering all employees to take
responsibility for improving quality within the
organization. Instead of using traditional bureaucratic
rule enforcement, TQM calls for a change in the corporate
culture, where the new work climate has the following
characteristics:
(1) An open, problem-solving atmosphere;
(2) Participatory design making;
(3) Trust among all employees (staff, line, workers,
managers);
(4) A sense of ownership and responsibility for goal
achievement and problems solving
(5) Self-motivation and self-control by all Beyond
communicating the TQM philosophy, the specific training
and development needs for making TQM a practical
reality must be assessed. Basically HR professionals must
decide the following: What knowledge and skills must be
taught? How? What performance (behaviors) will be
recognized, and how will we reward them? HRM has
faced these questions before and can best confront them
in the TQM process. Training and development that does
not fit within the realm of these questions will more than
likely encounter heavy resistance. However, training and
development does fall within the realm of these
questions jobs and the overall goals of the organization.
Making quality improvements was once thought to be the
sole responsibility of specialists (quality engineers,
product designers, and process engineers). Today,
developing quality across the entire firm can be an
important function of the human resource management
(HRM) department. A failure on HRM's part to recognize
this opportunity and act on it may result in the loss of
TQM implementation responsibilities to other
departments with less expertise in training and
development. The ultimate consequence of this loss is an
ineffective peacemaking of the TQM strategy. Thus, HRM
should act as the pivotal change agent necessary for the
successful implementation of TQM. HRM can act as senior
management's tool in implementing TQM in two
fundamental ways. First, by modeling the TQM philosophy
and principles within its departmental operations, the HR
department can serve as a beachhead for the TQM
process throughout the company. Second, the HR
department, with senior management's support, can take
the TQM process company-wide by developing and
delivering the long-term training and development
necessary for the major organizational culture shift
required by TQM. The HR department also has major
strengths in terms of recruitment, selection, appraisal,
and reward system development to institutionalize a
quality-first orientation. An appreciation of the
capabilities of HRM to model and institutionalize TQM
begins with an understanding of the TQM philosophy.

Conclusion
The international focus on quality, combined with
increasing costs of materials, equipment, labor and
training, are driving the implementation of TQM as a
competitive strategy in all types of organizations. These
forces for change also provide an opportunity for an
expanded role of human resource management in
making TQM Quality can no longer be viewed as the
responsibility for one department. It is a company-wide
activity that permeates all departments, at all levels. The
key element of any quality and productivity improvement
program is the employee. Consequently, employee
commitment to a TQM program is essential. Because of
its fundamental employee orientation, HRM should seek
the responsibility for implementing TQM programs rather
than risk losing their influence over the key element of
TQM -- the employee.