TOTAL QUALITY

MANAGEMENT IN
HUMAN RESOURCES
MANAGEMENT

NAME: PRUTHVISINGH BAIS

BATCH: EMBA-15
SUB :HBO
WHAT IS TOTAL QUALITY MANAGEMENT?

• Total Quality Management, or TQM, is a management approach to

long-term success through customer satisfaction. All employees of a
company or organization employing a TQM approach participate in
improving processes, products, services, and the culture.
• TQM functions on the premise that the quality of the products and
processes is the responsibility of everyone who is involved with the
creation or consumption of the product or the services offered by an
organization.
PRINCIPLES OF TQM :
PRINCIPLES OF TQM :
• Be Customer focused: Whatever you do to foster quality improvement, training
employees, integrating quality into processes management, ONLY customers determine
whether your efforts were worthwhile.
• Insure Total Employee Involvement: You must remove fear from work place, then
empower employee…..you provide the proper environment.
• Process Centered: Fundamental part of TQM is to focus on process thinking.
• Integrated System: All employee must know the business mission and vision.
• Strategic & Systematic Approach: Strategic plan must integrate quality as core component.
• Continual Improvement: Using analytical, quality tools and creative thinking to
become more efficient and effective.
• Fact Based Decision Making: Decision making must be ONLY on data, not personal or
situational thinking.
• Communication: Communication strategy, method and timeliness must be well defined.
THE TOTAL QUALITY HUMAN RESOURCES STRATEGY :

• Traditionally, human resources plans were not integrated with the strategic plans. But
in the total quality organization, human resources plans should be integrated with
the strategic plans. In fact, HR strategies are given top priority in total quality
organizations. However, HR managers feel that HR strategies are not yet given due
importance even in total quality organizations.
• The Human resources role can be of four types, viz (i) strategic – high profile i.e.
change agent (ii) strategic – low profile, hidden persuader (iii) operation – high
profile, i.e. internal contractor (iv) operation – low profile i.e. facilitator.
HOW DOES HR FIT INTO THE TQM
STRATEGY/EFFORT?
• Managing the transition to the TQM strategy/effort
• Motivating staff to achieve total quality
• Aligning the TQM strategy with business strategy
• HR professionals act as internal consultants to other
departments
• Key role in building the TQM culture
TQM CASE STUDY :

• Several years ago, Dr. Stephen Nhuta wrote a case study on Kenya Airways and their adoption of a
Total Quality Management strategy. At first, the TQM strategy was failing the airline company.
Reasons for this included the lack of a declared purpose for the strategy and lack of commitment
from management. Often times, employees of the airline found “customers as a source of
unnecessary and uncalled for irritation”.
• In order to get the strategy back on the right flight path, leaders had to change the attitudinal
framework of the staff and transition those staff members to a more TQM-related frame of mind.
Leadership priorities also had to change. Leaders began to recognize, reward, and promote
employees.
• The airline also changed their culture. Leaders created the “Building Pride Together” course. It was
designed to be run by consultants with staff members acting as facilitators. The entire staff was
retrained. As a result, the airline saw an increase in morale and motivation from their employees.
CONCLUSION :
• While some consider total quality management to be an outdated approach,
there are some qualities still applicable in today’s environment.
• It, at its core, is a unifying practice in that it requires all staff members to
participate and move the company forward.
• Also consider the emphasis put on communication. The case study provided is a
perfect example.
• Before, there was a severe lack of communication at Kenya Airways and the
strategy suffered. When employees began to communicate with one another,
the direction of the strategy changed and the company began to succeed.