Role of HR in Quality Management

PROJECT REPORT
ON
“ ROLE OF HR IN QUALITY MANAGEMENT”
By
Name: KARNALA BHAVANI SAI
Roll no: 56183948
SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF

THE DEGREE OF
BACHELOR OF BUSINESS ADMISTRATION

2017-2020
DEPARTMENT OF BUSINESS ADMINISTRATION

R.B.V.R.R. WOMEN’S COLLEGE
(AUTONOMOUS)
AFFILIATED TO OSMANIA UNIVERSITY
HYDERABAD-500027
DECLARATION
I hereby declare that the project report titled “ROLE OF HR IN QUALITY

MANAGEMENT” carried out at “BIG BAZAAR- A FUTURE GROUP” is a
bonafide work undertaken by me and submitted to the Department of Business
Administration, RBVRR Women’s College, Osmania University. I also
declare that this project has not been submitted earlier in any other university or
institution for the award of any degree diploma/certificate.
Name of the students: Signature of the student

KARNALA BHAVANI SAI
ACKNOWLEDGEMENT
I take this opportunity to extend my profound thanks and deep sense of

gratitude to “B SAI KIRAN GOUD”(Company Head), for giving me the
opportunity to undertake this freelance project in their esteemed organization.
My sincere thanks to the Director MBA Programme, Prof. B. RENUKA

SAGAR and project guide Prof SELVARANI , for the kind encouragement ,
valuable guidance, co-operation and unstinted support during the course of my
project and constant support extended in completion of project work, from the
bottom of my heart.
I would like to thank our college, R.B.V.R.R. women’s college and all
my faculty members without whom this project would have been a distinct
reality. I am also thankful to all those who have incidentally helped me. I
also extend thanks to my family and well-wishers.
Student Name
KARNALA BHAVANI SAI
CHAPTER TITLE PAGE NO
1 INTRODUCTION
 NEED FOR THE
1
STUDY
 OBJECTIVE OF 7
STUDY
 RESEARCH 8
METHODOL
OGY
 SCOPE OF THE STUDY 8
 LIMITATIONS 9
2 COMPANY PROFILE 10
CONCEPTUAL
3 FRAMEWORK 18
4 DATA ANALYSIS
AND 24
INTERPRETATIO
N
5 FINDINGS &
SUGGESTIONS 40
AND
CONCLUSION
6 BIBILOGRAPHY 45
7 ANNEXTURE 47
CHAPTER - I
INTRODUCTION
ROLE OF HR IN QUALITY MANAGEMENT
INTODUCTION:
Quality Management is defined as a continues effort by management to

upgrade and improve the processes and system to ensure superior quality
products. Every organization has to take care of its customers. Their feedbacks
and essentials. Total Quality Management creates processes and systems based
on customer feedbacks and various researches which eventually help in the
development of organization.
Manager plays an important role in Total Quality Management. Initiating

and implementing Total Quality Management programs require great amount
of planning and research. The role of a manager is to act as a facilitator at the
workplace.
Why Quality Management?
 Projects or Products with unnecessary features can be too expensive to

meetthe business need
 Prevention is much cheaper than inspection, build quality in early to
minimize costs/maximize quality
How Do We Manage Quality?
• Three processes
– Plan Quality
• What is quality and how will we ensure it?
– Perform Quality Assurance
• Are we following the quality standards?
– Perform Quality Control
• Are we meeting the quality standards?
Perform Quality Assurance Perform Quality Control Plan Quality

1
WHAT IS PROJECT QUALITY MANAGEMENT?
Project quality management encompasses the processes and activities that are
used to figure out and achieve the quality of the deliverables of a project.
However, quality can be an elusive word.
What is quality? While we could go on forever about the “true” meaning of

quality and use the Socratic method to dialogue on its many possible meanings,
for project management the answer is more defined.
Quality is simply what the customer or stakeholder needs from the project
deliverables. By keeping the definition tied to the customer or stakeholder,
quality management can have a narrower focus, which means it’s more likely to
achieve its goals.
PROJECT QUALITY MANAGEMENT CONCEPTS
Project managers oversee implementing a project quality management plan. The

main idea, again, to deliver a product or service to the specifications of the
customer or stakeholder. Doing so requires knowing quality management
concepts.
CUSTOMER SATISFACTION
Without customer satisfaction there can be no quality. Even if a deliverable

meets all aspects of what the customer or stakeholder has required but is done
so where the process itself was not to satisfactory, then there’s a problem.
Of course, the deliverable must meet with agreed upon requirements or else the
project has failed because the product of the project and the management of the
project didn’t meet with the expectations of the customer or stakeholder.
2
That’s why implementing quality control means managing both process and
people. Meet with your customer or stakeholder regularly to keep them abreast
of the project’s progress. Get their feedback and make sure that you’re being
fully transparent with them to avoid issues arising later.
PREVENTION OVER INSPECTION
Quality doesn’t come free. The Cost of Quality (COQ) is the money spent
dealingwith issues during the project, and then after the project, to fix any
failures. These are broken up into two categories: cost of conformance and cost
of non conformance.
The cost of conformance can be considered a preventive cost. These costs are
primarily related to training, the documentation process, equipment needed, and
the time required to get the quality done right. Other costs related to this can
include testing, destructive testing loss and inspections.
The cost of non conformance refers to internal failure costs. These consist of
having to rework something or even scrap it entirely. Further costs can come
from liabilities, warranty work and lost business.
CONTINUOUS IMPROVEMENT
This concept of quality project management can be found in Six Sigma and
Total Quality Management (TQM) and is featured dominantly in the Prevention
Over Inspection concept.
This concept is, as explained in its title, an ongoing effort to address

improvements of the deliverables over time. Whether through small,
incremental changes or through large ones, the opportunity to identify and
address change is always present.
Applying this concept also means constantly monitoring and documenting any
3
issues that come up, so you can then use the lessons learned when managing
future projects. This way, you run a more efficient project and likely won’t
repeat mistakes.
HOW TO IMPLEMENT QUALITY PROJECT

MANAGEMENT
Once you have an idea of the different concepts, the next step is to implement a
project quality management plan. To do so, follow these three steps.
PLAN QUALITY
First identify the requirements for the quality of the deliverable and how the
project needs to be managed. Agree on how this process will be documented
and how that information will be delivered. Will you have regular meetings,
emails, etc.?
The plan will include these specifics as well as metrics for measuring the quality
while managing the project. This should include a quality checklist to collect
and organize the marks you need to hit during the project.
4
QUALITY ASSURANCE
Quality assurance, according to the American Society for Quality (ASQ) is

“the planned and systemic activities implemented in a quality system so that
quality requirements for a product or service will be fulfilled.”
Use quality assurance to make sure your processes are in fact working towards
making the project deliverables meet quality requirements. Two ways to
accomplish this is by using a process checklist and a project audit.
QUALITY CONTROL
Every process needs a policeman, so to speak, to make sure that the rules are
5
being following and that the expected quality is being met. Some ways to
ensure that the required quality of the deliverables is being achieved is through
peer reviews and testing.
It’s essential to check the quality of the deliverables during the project
management process in order to adjust the deliverables if they’re not meeting
the standards that have been set. This can be done at the end of the project, but
it’s not as efficient to redo rather than to readjust.
THE PROCESS OF PROJECT QUALITY MANAGEMENT
Managing the process of project quality involves many things, such as setting
quality targets for your team to meet, defining how to measure those quality
targets and reporting on them. Project management tools can prove helpful
with this.
6
OBJECTIVES OF THE STUDY:
 To study the Customer Focus by HR in Total Quality Management.

 To study continual improvement
 To identify the strategic role of HRM in implementing Total Quality
Management.
7
SCOPE OF THE STUDY:
Quality Management system needs to have a defined scope. This study

helps in understanding the basic concepts and principles of Quality
Management. Management should understand customer’s needs and
requirement. And establish unity of purpose and direction and create and
maintain an environment in which everyone can participate in achieving the
organization objectives. The role of HR manager in improving quality can be
considerable as it is a primary internal change.
RESEARCH METHODOLOGY:
Research methodology is a way to solve the research problem in a systematic

manner. It may understand as a science of studying how the research is done
significantly. The methodology may differ from problem to problem, yet the
basic approach towards the research remains the same. The sequence or steps
followed have been explained as under:
PRIMARY DATA:
Questionnaire method was used for collecting the data.
SECONDARY DATA:
It was collected from books, journals, records, annual reports and website of
the company.
SAMPLE SIZE:
100
SAMPLING TECHNIQUES:
Convinent sampling
8
LIMITATIONS:
1. Employees of the organization may hide the fact.
2. The management did not agree to disclose all the confidential data.
3. Numbers of respondents are very less, so clear conclusion can’t be drawn
9
CHAPTER – II
COMPANY PROFILE
10
PROFILES OF BIG BAZAAR AND TOTAL
In this chapter, an attempt is made to explain the working of Big Bazaar and
Total chains of hypermarket in India and also draw comparisons between them.
ABOUT BIG BAZAAR
The retail format of the Big Bazaar group includes Aadhar, Rural & Home-
Town retail chain, Ezone home-improvement chain, sportswear retailer, depot
and music chain.
This retail store is a subsidiary of Future group, Pantaloons Retail India Ltd. Big
Bazaar group offers more than 136 stores all over the country. Every Big Bazaar
outlet is owned by the company, and not franchised out to anyone to ensure
quick changes to its entire retail chain. Kishore Biyani, the promoter of the
group likes to address himself as ―Chief Knowledge Officer‖.
VISION
Future Group shall deliver Everything, Everywhere, Everytime for Every Indian
Consumer in the most profitable manner.
MISSION
We share the vision and belief that our customers and stakeholders shall be
served only by creating and executing future scenarios in the consumption space
leading to economic development.
We will be the trendsetters in evolving delivery formats, creating retail realty,

making consumption affordable for all customer segments – for classes and for
masses.
11
We shall infuse Indian brands with confidence and renewed ambition.
We shall be efficient, cost- conscious and committed to quality in whatever we

do.
We shall ensure that our positive attitude, sincerity, humility and united
determination shall be the driving force to make us successful.
CORE VALUES
 Indianness: confidence in ourselves.
 Leadership: to be a leader, both in thought and business.
 Respect & Humility: to respect every individual and be humble in our

conduct.
 Introspection: leading to purposeful thinking.
 Openness: to be open and receptive to new ideas, knowledge and

information.
 Valuing and Nurturing Relationships: to build long term

relationships.
 Simplicity & Positivity: Simplicity and positivity in our thought,

business and action.
 Adaptability: to be flexible and adaptable, to meet challenges.
 Flow: to respect and understand the universal laws of nature.
HISTORICAL RETROSPECT
The Future Group, which was earlier known as PRIL (Pantaloon Retail India
Limited) began as a trouser manufacturer in the mid 1980s. The Future Group is
divided into six verticals – Future Retail, Future Capital, Future Brands, Future
Space, Future Media and Future Logistics. The Future Group started operations
in the mid 1987s by incorporating the company as Manz Wear Private Limited.
12
The company went on to manufacture ready made trousers under the
―Pantaloons‖ brand name. It came out with a public issue in 1991 and later
changed their name to Pantaloon Fashions (India) Limited (PFIL).
The first exclusive men‘s store called Pantaloon Shoppe was inaugurated in
1992. Pantaloons went for a franchisee route to expand the number of retail
outlets and by 1995, it had reached a number of 70.
The first departmental store called Pantaloons was opened in Kolkata in 1997
with an investment of Rs 0.7 million. The store was a success and recorded
revenues of Rs 100 million within the first year of operations. In 1999, the
company‘s name was changed to Pantaloon Retail (India) Limited (PRIL).
The success of Pantaloons departmental stores encouraged PRIL to come up

with other retailing formats such as ―Big Bazaar‖ to retail low cost general
merchandising, and
―Food Bazaar‖ to retail food products. As of 2005, the Future Group has 3.5
million sq ft of retail space and over 136 stores across 34 cities in India. It
employs more than 12,000 people and has a customer base of more than 120
million.
AWARDS
2010
Coca-Cola Golden Spoon Awards 2010
 Most Admired Food & Grocery Retailer of the Year : Private Label –
Pantaloon Retail
13
2009
Images Fashion Forum 2009
 Most Admired Private Label - Pantaloons, lifestyle format
 Critics‘ Choice for Pioneering effort in Retail Concept Creation –

Central
2008
The Reid & Taylor Awards for Retail Excellence 2008
 Retailer of the Year: Home Products and Office Improvements:
Home Town
2007
Images Retail Awards
 Most admired retailer of the year: Home & office improvement:
Home Town
 Most admired Retail Company of the year: Pantaloon Retail (India)

Ltd.
National Retail Federation, New York

 International Retailer for the Year 2007 – Pantaloon Retail (India)
Ltd.
World Retail Congress, Barcelona

 Emerging Market Retailer of the Year 2007 – Pantaloon Retail (India)
Ltd
Hewitt Best Employers 2007

 Best Employers in India (Rank 14th) – Pantaloon Retail (India) Ltd
2006
Retail Asia Pacific Top 500 Awards, Singapore
 Asia Pacific Best of the Best Retailers – Pantaloon Retail (India) Ltd
14
 Best Retailer in India – Pantaloon Retail (India) Ltd
Asia money Awards

 Best Managed Company in India (Mid-cap) – Pantaloon retail (India)
Ltd.
2005
Images Retail Awards 2004
 PRIL- Most Admired Retailer of the Year
 Central-Retail Launch of the Year
DAKS London
 PRIL- Brand Builder of the Year
2004
Images Retail Awards 2004
 PRIL- Most Admired Retailer of the Year
 Central-Retail Launch of the Year

Reid & Taylor and DLF Awards
 PRIL - Retailer of the year
2003
Indian Express Award
 PRIL – Marketing Excellence and Excellence in Brand Building
Indusland Bank (India Brand Summit)
 PRIL - Excellence in Brand Building
REVIEW OF PERFORMANCE
The Company continued to grow its revenues and profit at a healthy pace,
despite the difficult economic environment. Income from operations went up
from Rs.7669 Crores in financial year 2008-09 to 9787 Crores in financial year
15
2009-10, recording a growth of 28 percent. PBDIT stood at Rs.952 Crores in
financial year 2009-10, an increase of 56% over the preceding year. PAT for
financial year 2009-10 was Rs.76 Crores. Net profit of the Company for the
year 2010 stood at ` 230.16 Crores as compared to ` 140.58 Crores in the
previous year, an increase of ` 89.58Crores and 63.72% over the previous year
as per the annual report of the company.
Sales for the last 3 years is given in Figure III-1.
Source: ANNUAL REPORT 2009 - 2010
Figure III-1 Sales of Big Bazaar
During 2010, with a limited amount of capital employed into the retail business,
the company managed a significant increase in the overall turnover. An
incremental turnover of nearly ` 2,500 Crores was achieved on a limited capital
employed of ` 620 Crores, translating into an incremental capital employed
ratio.
16
SWOT ANALYSIS
17
CHAPTER - III
CONCEPTUAL FRAMEWORK
18
PRINCIPLES OF TOTAL QUALITY MANAGEMENT:
Total Quality Management is an approach that seeks to improve quality
and performance which will meet or exceed customer expectations. This can
be achieved by integrating all quality-related functions and processes
throughout the organization. Total Quality Management uses strategy, data,
and effective communications to integrate the quality discipline into the
culture and activities of the organization.
Different organizations have different approaches to implement Total Quality
Management. The following principles are common to all the organizations
which must be adhered for the successful Total Quality Management
implementation.
1. CUSTOMER FOCUS
2. TOTAL EMPLOYEE MANAGEMENT
3. CONTINOUS IMPROVEMENT
4. PROCESS APPROACH
5. FACT-BASED DECISION MAKING
6. ORGANIZATIONAL COMMUNICATION
7. ORGANIZATIONAL APPROACH
8. MEASURING/PREVENTING
 Customer Focus: Total Quality means complying with customer

requirements
i.e, both internal and external customers, and quality oriented
management will need to meet customer requirements. Different
customers would be having different needs, preferences and
expectations. Customer expectations for a design or specifications must
be transformed in order that the organization may adapt these
expectations to activities required for production. Design and
19
specifications are equally important. An organization may provide the
right design quality, a product which customers would want to buy
but could lose out by not having the right specifications required.
Similarly, a product providing the right specifications only may not
meet customer design requirements.
 Total Employee involvement: All employees in the organization

should participate in working towards the common goals. Total
employee commitment and responsibility towards work can only be
obtained after fear has been driven from the workplace, when
empowerment has occurred, and management has provided the proper
environment. The involvement of the employees in the Organization
will deliver high performance work systems and integrate continuous
improvement efforts with normal business operations.
 Continuous Improvement: To comply with customer needs and

requirements it involves continuous improvements of products and
processes. The most efficient method to create improvement is to let
the staff performing the particular work identify and implement the
particular improvement in their daily work. Continuous improvement in
the working environment helps the employees to take the responsibility
for the development and a change in the organization.
 Process Approach: A fundamental concept of Total Quality

Management is to focus on process thinking. A process is a series of
steps that take inputs from suppliers (internal or external) and transforms
them into outputs that are delivered to customers as per their
expectations. The steps required to carry out the process are defined, and
performance measures should be continuously monitored in order to
detect unexpected variation by the management.
 Fact-based Decision Making: Decision making is an important

20
element in Total Quality Management. In order to know how well an
organization is performing, data on performance measures are
necessary. Total Quality Management requires that an organization
continually collect and analyze data in order to improve decision
making accuracy, achieve consensus, and allow prediction based on the
past data or facts. The facts that are effecting the organization are to be
considered while taking any kind of decisions by the HR manager.
 Organizational Communication: During times of organizational

change, as well as part of day-to-day operation, effective
communications plays an important role in maintaining morale and in
motivating the employees at all levels. Communications involve
strategies, method, and timeliness. Open communication should be
administered because without this, the informal grapevine would then be
the ultimate source of the company.
 Organizational Approach: A critical part of the management of quality

Is the strategic and systematic approach to achieving an organization’s
vision, Mission, and goals. This process includes implementation of
groups, commitment to quality, planning of cross functional
workgroups, changing staff role towards a customer oriented role,
teamwork and an extended cooperation with suppliers about continuous
quality improvements. The management of the organization needs
quality planning as a component in their strategic planning.
 Measuring/Preventing: Measuring or monitoring the cost of quantity

and customer satisfaction denotes a recent effort in total quality
management. The cost of quantity is a financial measure of the quality
performance and it can be monitored by preventing the expenses like
checking and testing incoming components, inspecting products prior to
21
their leaving the organization, routine inspection maintenance; failure
expenses waste, scrap, double work; inspection, and estimate activities.
This is Total Quality Management Project Report. Human resource is the most
important factor for any organization and success of any Organization is
depending upon its resource .If human resource of organization is not happy
with the organization. It will adversely affect the organization.
The higher degree of commitment toward work will improve productivity and
will decrease rejection cause due to human factor.
So to make the people happy is the responsibility of the organization. So this

study is helpful to measure the level of commitment toward work and to know
the factor affecting the commitment level.
QUALITY:
1. Quality means fitness for use.
2. Quality means productivity, competitive cost, and timely delivery, total
customer satisfaction.
3. Quality means conformance to specification and standard.
4. Conformance to requirements.
5. Quality is what the customer says
6. Quality means getting everyone to do what they have agreed to do and
to do it right the first time and every time.
TOTAL QUALITY:
It means all the people of the organization are committed to product quality by
doing right things right, first time, every time by employing organization
resource to provide value to customer.
22
TOTAL QUALITY MANAGEMENT:
It is the process designed to focus external/internal customer expectation
preventing problems building, commitment to quality in the workforce and
promoting to open decision making.
TOTAL:
Everyone associated with the company is involved in continuous
improvement, in all functional area, at all level.
QUALITY:
Customer express and implied requirement is met fully.
MANAGEMENT:
 Executive are fully committed

 Decision in a planned way.
 To maintain existing lever of quality.
 To improve existing lever of quality.
 Effective utilization of resource.
PRINCIPLES OF TQM:
1. Delight the customer
2. Management by fact
3. People based management
4. Continuous improvement
5. Strong leadership
6. Quality system measure& record
7. Team work, Team accountable, correct problem
8. People oriented technology, speed.
23
FOURC’S OF TQM:
 Commitment
 Competence
 Communication
 Continuous improvement
FACTOR AFFECTED THE COMMITMENT OF THE

EMPLOYEES:
1. General worker attitude toward the company.
2. General worker attitude toward the supervisor.
3. Lever of satisfaction toward job standard.
4. The lever of consideration the supervisor shows to his subordination.
5. The workload & work pressure level.
6. The treatment of individual by the management
7. The lever of worker’s satisfaction with the salaries
8. The level of worker pride in the company and its activity
9. Worker reaction to the formal communication network in the
organization.
10. Intrinsic job satisfaction level of the worker.
11. Worker attitude toward the fellow worker.
OPERATIONALIZATION OF THE CONCEPT:

I have studied on impact of employee’s commitment toward. I have explained
earlier.
In the company, they already have implemented TQM so through this study, I
measured the degree of implementation in the organization and what are the
factor that are affected the commitment lever and to check how much they are
satisfaction with the TQM implement.
24
CHAPTER-IV
DATA ANALYSIS AND
INTERPRETATION
25
1). Organiazation’s HR executives are fully aware of the business needs and
strategies.
a. Fully Agree
b. Agree
c. Neither agree nor disagree
d. Fully Disagree
OPTIONS RESPONSES PERCENTAGES %

Fully agree 25 25
Agree 37 37
Neither agree nor 23 23
disagree
Fully disagree 15 15
Total 100 100
Percentage
Fully agree Agree Neither agree nor disagree Fully disagree
1
Analysis:
(25%) of the respondents fully agree, (37%) of the respondents only agree,
(23%) of the respondents neither agree nor disagree and (15%) of the
respondents fully disagree.
Interpretation:
Most of the employees agree that hr executives are fully aware of the business
needs and strategies.
26
2. Efforts are taken to generate awareness amongst the employees about the
organizations’s financial position, customers needs quality of
products/services, cost etc.
a. Fully Agree
b. Agree
d. fully Disagree
Fully agree 33 33
Agree 27 27
disagree
Total 100 100
Percentages
Fully agree Agree Neither Agree nor disagree Fully Disagree
Analysis:
(33%) of the respondents fully agree, (27%) of the respondents agree, (22%) of
the respondents neither agree nor disagree and (18%) of the respondents fully
disagree.
INTERPRETATION:
Most of the employees fully agree that, efforts are taken to generate awareness
amongst the employees about the organizations financial position, customers
needs quality of products/services, cost etc,.
27
3) The organization’s Human resource requirements are systematically
ascertained and an appropriate plan is formulated for satisfying the
requirements. ( )
a. Fully agree
b. Agree
d. fully disagree
Fully agree 29 29
Agree 39 39
disagree
Total 100 100
Percentages
ANALYSIS:
disagree.
INTERPRETATION:
Most of the employees agree that Human resource requirements are
systematically ascertained and an appropriate plan is formulated for satisfying
28
the requirements.
4) All major jobs are subject to formal job analysis. ( )
a. Fully agree
b. Agree
d. fully disagree
Fully agree 36 36
Agree 34 34
disagree
Fully disagree 5 5
Total 100 100
Percentages
ANALYSIS:
disagree.
INTERPRETATION:
Most of the employees fully agree that, all major jobs are subject to formal job
analysis.
29
5) Performance standard are carefully developed on the basis of employees
opinion.
a. Fully agree
b. Agree
d. fully disagree
Fully agree 26 26
Agree 35 35
disagree
Total 100 100
Percentages
ANALYSIS:
disagree.
INTERPRETATION:
Most of the employees agree that, performance standard are carefully developed
on the basis of employees opinion.
30
6) Performance appraisal system is extended to all members of the
organization.
a. Fully agree
b. Agree
d. fully disagree
Fully agree 16 16
Agree 42 42
disagree
Fully disagree 8 8
Total 100 100
Percentages
ANALYSIS:
(16%) of the respondents fully agree, (42%) of the respondents agree, (32%)
Of the respondents neither agree nor disagree and (8%) of the respondents fully
disagree.
INTERPRETATION:
Most of the employees agree that, performance appraisal system is extended to
all members of the organization.
31
7) The organization has a wide network of computerized human resource
information system with the latest software.
a. Fully agree
b. Agree
d. fully disagree
Fully agree 24 24
Agree 37 37
disagree
Total 100 100
Percentages
ANALYSIS:
disagree.
INTERPRETATION:
Most of the employees agree that, organization has a wide network of
computerized human resource information system with the latest software.
32
8) The organization has a formal policy of career planning and
development.
a. Fully agree
b. Agree
d. fully disagree
OPTIONS RESPONSES PRECENTAGES %
Fully agree 26 26
Agree 43 43
disagree
Fully disagree 7 7
Total 100 100
Percentages
ANALYSIS:
(26%) of the respondents fully agree, (43%) of the respondents agree, (24%)
Of the respondents neither agree nor disagree and (7%) of the respondents fully
disagree.
INTERPRETATION:
Most of the employees agree that, the organization has formed policy of career
planning and development.
33
9) There are district career paths and internal promotion norms within the
organization.
a. Fully agree
b. Agree
d. fully disagree
Fully agree 33 33
Agree 56 56
disagree
Fully disagree 4 4
Total 100 100
Percentages
NALYSIS:
disagree.
INTERPRETATION:
Most of the employees agree that, there are district career paths and internals
and internal promotion norms within the organization.
34
10) Organization develops a plan to achieve lone-term objectives
effectively.
a. Fully agree
b. Agree
d. fully disagree
Fully agree 18 18
Agree 32 32
disagree
Fully disagree 4 4
Total 100 100
Percentages
ANALYSIS:
disagree.
INTERPRETATION:
Most of the employees neither agree nor disagree that organization develops a
plan to achieve long-term objectives effectively.
35
11) Organization assigns accountability for implementing the total quality
management plan.
a. Fully Agree
b. Agree
d. fully Disagree
OPTIONS RESPONSES PERCANTAGES %
Fully agree 18 18
Agree 32 32
disagree
Fully disagree 4 4
Total 100 100
Percentages
ANALYSIS:
the respondents neither agree nor disagree, and (4%) of the respondents fully
disagree.
INTERPRETATION:
Most of the employees neither agree nor disagree that, organization assigns
accountability for implementing the total quality management.
36
12) Organization gathers and reviews the data effectively from its
employees.
a. Fully Agree
b. Agree
d. fully Disagree
Fully agree 27 27
Agree 32 32
disagree
Total 100 100
Percentages
ANALYSIS:
agree.
INTERPRETATION:
Most of the employees agree that, organization gathers and reviews the data
effectively from its employees.
37
13) Organization develops a plan to achieve short-term goals effectively.
a. Fully Agree
b. Agree
d. fully Disagree
Fully agree 38 38
Agree 32 32
disagree
Fully disagree 4 4
Total 100 100
Percentages
ANALYSIS:
disagree.
INTERPRETATION:
Most of the employees fully agree that organization develops a plan to achieve
short-term goals effectively.
38
14) Organization develops ways to measure the success of the TQM
implementation.
a. Fully Agree
b. Agree
d. fully Disagree
Fully agree 15 15
Agree 45 45
disagree
Fully disagree 8 8
Total 100 100
Percentages
ANALYSIS:
disagree.
INTERPRETATION:
Most of the employees agree that organization develops ways to measure the
success of the TQM implementation.
39
CHAPTER – V
FINDING, SUGGESTION
& CONCLUSION
40
FINDINGS:
 Most of the employees agree (37%) that, organization’s hr executive are

fully aware of the business needs and strategies.
 Most of the employees fully agree (33%)

 that, efforts are taken to generate awareness amongst the employees about
the organization’s financial position, customer needs quality of
products/services, cost etc,.
 Most of the employees agree (39%) that, organization’s human resource

requirements are systematically ascertained and an appropriate plan is
formulated for satisfying the requirements.
 Most of the employees fully agree (36%) that, all major jobs are subject to
formal job analysis.
 Most of the employees agree (35%) that, performance standard are carefully
developed on the basis of employees opinion.
 Most of the employees agree (42%) that, performance appraisal system is

extended to all members of the organization.
 Most of the employees agree (37%) that, the organization has a wide
network of computerized human resource information system with the latest
software.
 Most of the employees agree (43%) that, the organization has a formal policy
of career planning and development.
41
 Most of the employees agree (56%) that, there are district career paths and
internal promotions norms within the organization.
 Most of the employees neither agree nor disagree (46%) that, organization
develops a plan to achieve long-term objectives effectively.
 Most of the employees neither agree nor disagree (46%) that, organization
assigns accountability for implementing the TQM plan.
 Most of the employees agree (32%) that, organization gathers and reviews
the data effectively from its employees.
 Most of the employees fully agree (38%) that, organization develops a plan
to achieve short-term goals effectively.
 Most of the employees agree (45%) that, organization develops to measure

the success of the TQM implementation.
42
SUGGESTIONS
1. The HR manager should focus on the succession and

contingency plans.
2. Create a clear and concise recruitment and selection policy.
3. Emphasis on customer-satisfaction or customer-driven quality

should be made.
4. Maintain employer-employee relationships that contribute to

satisfactory productivity, motivation and moral.
5. Rewards and recognition is one of the best tools to motivate

employees and achieve quality.
43
CONCLUSION
A successful total quality management program is unique. Ethics in

HRM leads to higher organization performance and gives a positive impact
upon overall total quality management. From the study it is clear that to
implement total quality management in organization it need support from
the top management and all staff members. They should motivate
management to focus on long term strategies rather than short term goals.
During the implementation of total quality management the HR manger
acts as a democratic leader. The HR department should try to achieve the
quality based on the customer expectations. The study investigated the
effect of influence HR practices on the implementation of total quality
management system and concluded that the practices of “Performance
Appraisal”, “Teamwork” and “Communication” produced the greatest
influences on total quality management performance.
44
CHAPTER- VI
BIBILIOGRAPHY
45
BIBILIOGRAPHY:
1. Rao, S.Subba and Raghu Nathan, T.S.(1999). Journal of Quality and Reliability
Management, Vol. 16 No 3, pp215-225
2. Rao, A.Carr, L.P.Kopp, R.J.Martin, J.Rafii, A Cross functional perspective, John
Wiley & Son, USA
3. Agarwal, S.K, and Vrat, p. 1996, quality management self assessment approach for
quality improvement.
4. Arora, K.C. 2002, “Total quality management”
5. https://www.researchgate.net/publication
6. https://www.methodology-journal.org
7. https://www.capgemini.com
46
CHAPTER-VII
ANNEXTURE
47
ANNEXTURE:
1. Organization’s HR executives are fully aware of the business needs and
strategies.
a. Fully Agree
b. Agree
d. fully Disagree
2. Efforts are taken to generate awareness amongst the employees about the
organizations financial position, customer needs quality of products/services,

cost etc.
a. Fully Agree
b. Agree
d. Fully Disagree
3. The organization’s Human resource requirements are systematically
ascertained and an appropriate plan is formulated for satisfying the

requirements.
a. Fully Agree
b. Agree
d. Fully Disagree
4. All major jobs are subject to formal job analysis.
a. Fully Agree
b. Agree
48
d. Fully Disagree
5. Performance standard are carefully developed on the basis of employees
opinion.
a. Fully Agree
b. Agree
d. Fully Disagree
6. Performance appraisal system is extended to all members of the
organization.
a. Fully Agree
b. Agree
d. Fully Disagree
7. The organization has a wide network of computerized human resource
information system with the latest software.
a. Fully Agree
b. Agree
d. Fully Disagree
49
8. The organization has a formal policy of career planning and development.
a. Fully Agree
b. Agree
d. Fully Disagree
9. There are district career paths and internal promotion norms within the
organization.
a. Fully Agree
b. Agree
d. Fully Disagree
10. Organization develops a plan to achieve lone-term objectives effectively.
a. Fully Agree
b. Agree
d. Fully Disagree
11. Organization assigns accountability for implementing the total quality
management plan.
a. Fully Agree
b. Agree
d. Fully Disagree
50
12. Organization gathers and reviews the data effectively from its employees.
a. Fully Agree
b. Agree
d. Fully Disagree
13. Organization develops a plan to achieve short-term goals effectively.
a. Fully Agree
b. Agree
d. Fully Disagree
14. Organization develops ways to measure the success of the TQM
implementation.
a. Fully Agree
b. Agree
d. Fully Disagree
51

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PROJECT REPORT

“ ROLE OF HR IN QUALITY MANAGEMENT”

Name: KARNALA BHAVANI SAI

Roll no: 56183948

SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF

BACHELOR OF BUSINESS ADMISTRATION

DEPARTMENT OF BUSINESS ADMINISTRATION

I hereby declare that the project report titled “ROLE OF HR IN QUALITY

Name of the students: Signature of the student

I take this opportunity to extend my profound thanks and deep sense of

My sincere thanks to the Director MBA Programme, Prof. B. RENUKA

Quality Management is defined as a continues effort by management to

Manager plays an important role in Total Quality Management. Initiating

Why Quality Management?

 Projects or Products with unnecessary features can be too expensive to

How Do We Manage Quality?

• What is quality and how will we ensure it?

– Perform Quality Assurance

• Are we following the quality standards?

– Perform Quality Control

• Are we meeting the quality standards?

Perform Quality Assurance Perform Quality Control Plan Quality

What is quality? While we could go on forever about the “true” meaning of

PROJECT QUALITY MANAGEMENT CONCEPTS

Project managers oversee implementing a project quality management plan. The

Without customer satisfaction there can be no quality. Even if a deliverable

PREVENTION OVER INSPECTION

This concept is, as explained in its title, an ongoing effort to address

HOW TO IMPLEMENT QUALITY PROJECT

Quality assurance, according to the American Society for Quality (ASQ) is

THE PROCESS OF PROJECT QUALITY MANAGEMENT

 To study the Customer Focus by HR in Total Quality Management.

Quality Management system needs to have a defined scope. This study

Research methodology is a way to solve the research problem in a systematic

Questionnaire method was used for collecting the data.

3. Numbers of respondents are very less, so clear conclusion can’t be drawn

ABOUT BIG BAZAAR

We will be the trendsetters in evolving delivery formats, creating retail realty,

We shall be efficient, cost- conscious and committed to quality in whatever we

 Leadership: to be a leader, both in thought and business.

 Respect & Humility: to respect every individual and be humble in our

 Introspection: leading to purposeful thinking.

 Openness: to be open and receptive to new ideas, knowledge and

 Valuing and Nurturing Relationships: to build long term

 Simplicity & Positivity: Simplicity and positivity in our thought,

 Flow: to respect and understand the universal laws of nature.

The success of Pantaloons departmental stores encouraged PRIL to come up

 Critics‘ Choice for Pioneering effort in Retail Concept Creation –

 Most admired Retail Company of the year: Pantaloon Retail (India)

National Retail Federation, New York

World Retail Congress, Barcelona

Hewitt Best Employers 2007

Asia money Awards

 Central-Retail Launch of the Year

 Central-Retail Launch of the Year

Sales for the last 3 years is given in Figure III-1.

Source: ANNUAL REPORT 2009 - 2010