TQM in HR Practices

8/10/2019 TQM in HR Practices

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Chapter 1: Introduction

1.1 Introduction to Total Quality Management:

Total Quality Management (TQM) is a strategy that embodies the belief that the management

process must focus on integrating the customer driven quality throughout an organization.TQM emphasizes continuous improvement of product quality and service delivery while takinginto perception, the need to address employee relations, as the customer cannot get thesatisfactory service delivery from ill- motivated employees. The philosophy underlying theimplementation of a TQM strategy is to see organizational customers and clients as the vital keyto organizational success. Organizations with TQM strategy see their business through the eyesof their customers and clients and then measure their organizations performance againstcustomer/client expectations.

Effective TQM strategy necessitates that the product/service must go beyond acceptability for agiven price range. For example, rather than leaving customers/clients satisfied that nothing wentwrong with the product or service, a product/service should give the customers/clients somedelightful surprises, or provide unexpected benefits. This means, therefore, that product/servicequality assurance requires more than just meeting customers/clients minimum standards. Thelevel of product quality is the degree, to which a product/service is equal to or greater thancustomers/clients expectations

Figure1. Human Resource Management

Introduction to Human Resource Management:

Human resource management (HRM orsimply HR ) is a function in organizations designedto maximize employee performance in service oftheir employers strategic objectives.[1] HR is

primarily concerned with how people are managedwithin organizations, focusing on policies andsystems

Service industries mainly involve direct/indirectinteraction with customers and greatly look uponits human resources to sustain in competitive

markets. To assure equivalence with customer desires, companies are shifting focus to theaxiom of customers know best. Hence, it can be said that human beings, which arindispensable assets of an organization, should be trained and empowered to optimum levels.To make Human Resource (HR) Practices more competent the concept of Human Resource
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Management (HRM) was evolved. HRM plays a major role in providing more systematictraining; facilitating training that empowers employees, instituting team-based rewards systemsand communicating to employees their role in quality. Here, we can see how HRM and TQMare essentially related in their values of empowerment and quality. This report attempts to drawthe bridge between TQM and HRM and discuss the benefits and procedures involved intravelling this bridge. The principal area of attention is the alignment of HR and quality

policies, such as creating and communicating the TQM vision, preparing the organization andemployees for TQM implementation and generating quality awareness among the employeesacross all levels, functions, and departments, should contribute to an increase company

performance.

1.3 Objectives of Study:

To understand the scope of Total Quality Management in the service sector with specialreference to Human resource Management.

To identify the apertures in the output of HR practices and evaluate by way of anintrospective questionnaire

To discuss possibility for gaining enhanced customer credibility by way of perpetual progress.

1.4 Overview and Problem Statement:

Since the very early years Total Quality Management principles are being utilized tostrategically manage and control businesses in almost every sector. As trade and industryflourished so did the substantial significance of TQM in the various industrial avenues.

Total Quality Management (TQM) is a holistic yet pragmatic concept which systematicallyenvelopes a number of well-known management principles into an articulate and coherentframework. It is the total integrated efforts employed for gaining competitive advantage bycontinuously improving every facet of organizational culture through the participation of alllevels and functions of the organization.

Pioneered by Edward Deming, TQM can effectively help companies to achieve high levels ofquality. Many leading manufacturing companies such as Motorola, Cadillac, and Xerox, whosestrategies require them to survive against the pressures of world-class competition, have appliedTQM.

Nevertheless, as is known by the current and past industrial state of affairs, the application ofTQM principles hasnt been explored to its truest potential in the Service industry. Service is an


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activity that has some element of intangibility associated with it and thereby can finely utilizethe principles of TQM such as benchmarking, articulation of strategic vision and continuousquality improvement. The main theme of conducting this study is to instigate a sense ofcontinuous approach and proceeding through a sequence of steps in Human ResourceManagement Practices.

TQM programs have the potential to increase the importance of the human resourcemanagement function. In this Study an in-depth analysis of the various dimensions has been

performed enabling a revolutionized outlook of Total Quality Human Resource Management!

1.5 Limitations of the Study:

TQM implementation in smaller organizations involves great difficulty and challenge, inspite of the powerful creative possibilities of the same. Hence, to explore this not-so-known and non-treaded area for satisfying outputs was tough.

Convincing people of the organization about TQM and its continuous improvement philosophy that urges them to go beyond their own limited vision of what is possible wasa challenge. The results of the same gave narrow insight in the reasonably short span ofthe study


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employees involvement in firms changing processes has been extensively reported academic and practitioner journals which strongly highlight its importance and potential onorganizational changes.. As enhanced by Gunasekaran and Kanji (1990), among others, Totalquality management may be defined as a management philosophy based on people and with astrong emphasis on continuous improvement seeking to achieve total quality through a full

participation of everyone in organizations.

2.3 Paul Boselie

(PhD student in the Department of Business and Organization at the Rotterdam School ofEconomics, The Netherlands)

Development of Total Quality in HRM:

There is a growing interest in theory and in practice with regard to the relationship between human resource management (HRM) and total quality management (TQM), as well asthe relationship between these two perspectives and business performance. Empirical researchsuggests significant effects of HRM/TQM on the performances of an organization. The majorityof research in this area is focused on the effects of HRM/TQM at the organizational level.Research on the perceptions of individual employees might obtain new insights for furtherdiscussion on the effectiveness of HRM/TQM in an organization. The authors had theopportunity to analyze a relatively large database with recent data of individual employee

perceptions from a knowledge intensive organization in The Netherlands. This analysis gives

new insight into concepts such as cooperation, information, leadership, salary, woconditions, and goal setting in relation toemployee satisfaction and the intention to leave the

organization.

2.4 Sanjay L. Ahire, Robert Landeros and Damodar Golhar(Department of Management, Haworth College of Business, Western Michigan University,Michigan, USA)Business excellence through integration of TQM and HRM

The relationship between TQM and HRM in relation with business excellence or performanceof the organization is the concerned area for many researchers. There are many theories andresearches, which explain this relationship and provide the practices, which are relevant for high

performance work systems or business excellence. In the TQM literature there are somecommon practices described by many authors that contribute and leads to the businessexcellence.
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Traditional HRM practices conflict with TQM and should be changed. Althoughorganizations have initially focused on a production-oriented perspective of quality, the recentliteratures have underlined the importance of HRM for success. In fact, the soft dimensions ofTQM (customer orientation, leadership, culture or HRM) as they have been described by manyauthors. TQM is a revolutionary approach to effective management. The research in TQM-HRM hasemerged from the practical needs of organizations embracing thisPhilosophy and the literature is mostly conceptual and practitioner oriented. There is a lack ofsound theoretical framework classifying past efforts and guiding future research. Dale (1999)explains that following TQM practices leads to the organizational excellence: leadership,training, involvement and participation of employees, co-operation and customer focus .


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Chapter 3: Research methodology:

Research is defined by Redman and Mory as a systematized effort to gain knowledge.

Research is often conducted using the hourglass model of research. The hourglass model starts

with a broad spectrum of data, focusing in on the required information through the method ofthe project (like the neck of an hourglass), then expands the research in the form of discussionand results.

3.1 There are various types of research:

1. Basic research2. Applied Research

a. Problem oriented research b. Problem solving research

3. Quantitative research4. Qualitative research

a. Phenomenology b. Ethnography

The type of research method adopted for this report is a combination of Applied problemsolving research, Quantitative and Qualitative phenomenal research.

Applied Problem solving research is designed to solve practical problems faced by acompany or organization which is the heavy workload due to increased cliental and

expanded business.

Quantitative refers to the systematic empirical investigation of social phenomena viastatistical, mathematical or computational techniques. The research design adopted isthat of case analysis of the organizations current operations by working full timefixed period and understanding the day-to-day problems faced by the organization.Based on this understanding of the field a descriptive study was carried out through ageneral questionnaire survey.

Qualitative Research was done was done using secondary tools of books, journals and adesktop study was undertaken by focusing in depth on similar circumstances in otherorganizations.

An element of Exploratory research is also involved in this study as it involvesinvestigate the scope of Total quality Management in the Human Resource practices ofthe organization, as a concept which hasnt been adopted yet.


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3.2 Sampling design The unrestricted, simple random sample is the simplest form of probability sampling.

Data Requiremento Primary data was collected by using Questionnaire method of collecting data.o Secondary data was collected with was available in TQM publications and

journals on Human Resource Management.

3.3 Research Instrument for data collection

The research instruments used for collecting data are: Questionnaire Method: A questionnaire consists of a number of questions printed or

typed in a definite order on a form or set of forms.

3.4 Sampling FrameworkSampling is the process of selecting a sufficient number of elements from the population,

so that a study of the sample and an understanding of its properties or characteristics wouldmake it possible for us to generalize such properties or characteristics to the populationelements and had been framed with two Hypothesis:

Null Hypothesis: Total Quality Management cannot be implemented in the organizationAlternative Hypothesis : Total Quality Management can be implemented in the organization

3.5 Sample size Sample size refers to the number of items to be collected for the research. Among the

employees in general, 132 are selected as the sample size for this research of improving quality.

3.6 Tools for Analysis:Analyzing the data with some statistical technique is called as data analysis.The tools for data analysis to be considered in this study are as follows:

Percentage method

Correlation

Weighted average method and

Percentage Analysis:

The percentage method is used to know the accurate percentages of the data we took, it iseasy to graph out through the percentages. The following are the formula

No of RespondentsPercentage of Respondent = x 100

Total no. Of Respondents


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Correlation:Correlation analysis deals with the association between two or more variables. It does

not tell anything about cause and effect relationship. Correlation is classified in two types aso Positive ando Negative Correlation.

Weighted Average Method:

Weighted average can be defined as an average whose component items are multiplied by certain values (weights) and the aggregate of the products are divided by the total ofweights. One of the limitations of simple arithmetic mean is that it gives equalimportance to all the items of the distribution. In certain cases relative importance of allthe items in the distribution is not the same. Where the importance of the items varies Itis essential to allocate weight applied but may vary in different cases. Thus weightage isa number standing for the relative importance of the items.


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Chapter 4: Company Profile

4.1 Refonte Key Facts

Created in 2007 to deliver scalable HR solutions to global customers 4 offices in India and 1 in UAE Successful relationships with one in five Fortune 500 companies Extensive experience across all major industry sectors and functions Consistent recognition from peers and clients including being recognized for Bread

Service in HRO Tomorrow

4.2 Company Overview

The organization delivers a full suite of comprehensive HR and Recruitment ProcessOutsourcing services, Refonte is a global industry leader in high-impact recruitment solutions;

offering fully customized, flexible strategies to help organizations meet specific workforceneeds.

It offers proven expertise, global processes and infrastructure, innovative sourcingstrategies, and a unique approach to measure and optimize business impact. The firm meets avariety of workforce requirements; from recruitment process outsourcing (RPO) and projectrecruitment, to single search and consulting, our solutions apply a truly world-class capability todeliver talent with impact and providing the experience and global reach to identify.

The company has over 150 customers and over 5,000 assignments, we are and imbibes

Flexible, Adaptable and Scalable practices clientsneeds. It works across a spectrum ofindustries and provide customized HR solutions such as Recruitment Process Outsourcing(RPO), Campus Hiring, Permanent hiring, Executive Search and Talent on Contract

Core Values

To guide and drive the conduct, work practices and relationships with clients,colleagues, partners and other stake holders.

Commitment to:

Ensuring a "no surprises" approach in all services and procedures Adhering to highest levels of personal and professional integrity Striving for professionalism and excellence in everything we do Focusing on creating long term value for clients Fostering an inclusive and non-hierarchical work atmosphere Always remembering that our work directly impacts human life


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Specialty Divisions

Information Technology:To staff all IT permanent & contract positions, and is comprised of both experiencedconsultants who appreciate the unique IT requirements of different clients, and researchers whocan communicate effectively to technology professionals.

Engineering:

Engineers Recruiting Engineers, to employ recruitment specialists with a strong professional and technical background to deliver highly qualified and skilled engineering professionals in full time employment across all disciplines for large international, multi-national and boutique companies. We are focused exclusively on placing

Crescendo Executive Search Circle:

The cornerstone of the business since the firm was founded in 2007,comprises of leading global professionals who offer clients a truly unique understanding oftheir needs inside and out


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Chapter 5: Data Analysis and Interpretation

A survey of 132 HR Employees in general, was taken to understand their views on Quality, itsrelevance to training, employee empowerment and other aspects.

5.1 Percentage Analysis (based on the Questionnaire)

5.1.1 Age level of the respondents:

1. Percentage analysis regarding the age of the employees who are aware of theconcept of Total Quality Human Resource Management

Age18 -25 26 35 36 -45 above 45

Table 4.1.1-Classification of respondents based on their age level

Age Group No. Of People Percentage18-25 33 2526-25 36 27.2736-45 32 24.25Above 45 31 23.47Total 132 100


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Chart 5.1.1- Classification of respondents based on their age level

Figure 2

Inference:

The above table 4.1.1 infers that, the age group classification is approximately on astratified basis with almost equal no. Of respondents from each group with maximum

proportion of respondents, that is 27 %, belonging to the age group of 26-35 years, followed by25% percent to the age group of 18-25 years, followed by 24% from the age group of 36-45years and 23% percent belonging to the age group of 36-45 years.

5.1.2 Educational Qualification of the respondents

2. Percentage analysis of the educational Qualification of the Respondents

Educational Qualification

< Higher Secondary Higher Secondary UG PG ITI or Others

22

23

24

25

26

27

28

18-25 26-25 36-45 above 45

Respondent based on age level


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Table 5.1.2-Classification of respondents based on their age level

Educational Qualification Number Of Respondents Percentage< Higher Secondary 9 6.82

Higher Secondary 23 17.43

UG 52 39.39

PG 35 26.52

ITI or Others 13 9.84

TOTAL 132 100

Chart 5.1.2- Classification of respondents based on their Educational Qualification

Figure 3

Inference:

From the above chart we can conclude that maximum no. Of respondents areUndergraduates ( 39%), after that the next highest number of respondents are having Post

6.82

17.43

39.39

26.52

9.84

Education Qualification of Respondents



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Graduation education, 17% are having higher secondary education, followed by below highersecondary and ITI qualified respondents.

5.1.3 Role of the Respondents

3. Percentage classification based on the designation of the Respondents:Designation in the current organization

Intern HR Assistant HR Manager VP of HR Others

Table 5.1.3-Classification of respondents based on the role

Chart 5.1.3-Classification of respondents based on the role

Role No. Of Respondents PercentageIntern 14 10.63HR Assistant 48 36.34HR Manager 32 24.26VP of HR 21 15.90Others 17 12.87Total 132 100


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Table 5.1.4-Classification of respondents Based on years of experience

Chart 5.1.4-Classification of respondents Based on years of experience

Figure 5

Inference:

As per the above table 4.1.4, we can find that 46 % of the respondents has 0-2 years ofexperience, second highest, 28 % has 3-5 years of experience, followed by least number ofrespondents 6-8 years of experience and 9% respondents with above 8 years of experience.

46.21

28.03

16.67

9.09

0

5

10

15

20

25

30

35

40

45

50

0-2 years 3-5 years 6-8 years Above 8 years

Years of experience No. Of Respondents Percentage0-2 years 61 46.21

3-5 years 37 28.036-8 years 22 16.67Above 8 years 12 9.09Total 132 100


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5.1.5 Understanding of the Job

5. Classification of respondents based on understanding the job

How well do you understand your job and the role it plays in achieving yourvision?

Not at all Not really Somewhat Pretty Much Totally

Table 4.1.5-Classification of respondents based on understanding the job

Level of understanding No. OfRespondents

Percentage

Not at all 2 1.51

Not really 6 4.54

Some what 15 11.37

Pretty Much 36 27.28

Totally 73 55.30

TOTAL 132 100


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Chart 5.1.5-Classification of respondents based on the role

Figure 6

Inference:

Its interesting to know that 55 % of the respondents totally understand the job wh27 % understand it pretty much and 11% understand somewhat of the job. 4 %of therespondents not really understand the job as per table 4.1.5

1.51

4.54

11.37

27.2855.3

Respondent's understanding of JobRole

Not at all Not really Some what Pretty Much Totally


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5.1.6 Suggestions given by respondent at workplace

6. Percentage Analysis of Suggestion giving choice and implementation atRespondents workplace

Do you give any suggestions for improvement in your work area and are they implemented?

Yes No

Table 5.1.6- Classification of suggestions at workplace by respondents

Suggestions and theirImplementation

No. Of respondents Percentage

Yes 115 87.13 No Suggestions Given 17 12.87Total 132 100

Chart 5.1.6-Classification of suggestions at workplace by respondents

Figure 7

Suggestions and theirImplementation

Yes No


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Inference:

The above chart indicates that majority of respondents give suggestions at their workplaces andthe same is implemented by the management compared to the few respondents who hesitate togive suggestions and inputs at their workplaces.

5.1.7 Effectiveness of employment empowerment techniques for the respondents

7. Percentage analysis of the effectiveness of employment empowermenttechniques for the respondents

Which of the following employee empowerment techniques is most effective according to you?

Delegating to employees- information and powerCommunicating confidence to employeesSetting goals for employeesInteract with employeesCoaching instead of only Supervising

Table 5.1.7- Classification on the basis of effectiveness of employment empowermenttechniques for the respondents

Employment empowermenttechniques

No. Of respondents Percentage

Delegating to employees -information and power

40 30.31

Communicating confidence

to employees

23 17.43

Setting goals for employees 16 12.12Interact with employees 22 16.66

Coaching instead of onlySupervising

31 23.48

Total 132 100


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Chart 5.1.7- Classification on the basis of effectiveness of employment empowermenttechniques for the respondents

Figure 8

0 5 10 15 20 25 30 35

Delegating

Communicating

Setting Goals

Interacting

Coaching


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5.2 Weighted Average Method

5.2 Analysis of the importance of Quality for the respondents

How important is Quality, according to you?

Not at all Not really Important Very Important

Table 4.2 Classification of respondents based on respondents importance for quality

LEVEL OFimportance

NUMBER OFRESPONDENTS

Point Weight (fw)

Not at all 5 1 5

Not really 16 2 32

Important 88 3 264

Very Important 23 4 92

TOTAL 132 393

Weighted Average = fw/f

= 393/ 132

= 2.97

Inference:

From the above result using weighted average (2.97) it can be inferred that most of theemployees have moderate level of importance towards quality. (check scale of importance andmeasurement in net for weighted cost method)


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5.3 Correlation:

Relationship between total years of experience of Respondents and Importance of

Quality for the respondents consequentiallyRelationship between

Total Years of Experience


(And)

How important is Quality, according to you?

Not at all Not really Important Very Important

Let X be the total experience of employees

Let Y be their understanding of quality

Null Hypothesis: There is no relation between the total experience of an employee andtheir understanding of quality

Alternative Hypothesis: there is a relation between the total experience of an employee

and their understanding of quality

Table 4.3 Correlation (Total Experience and Importance of Quality)

X Y Dx= x-x` Dy= y-y`

Dx Dy Dxdy

61 5 28 -28 784 784 78437 16 4 -17 16 289 6822 88 -11 55 121 3025 605

12 23 -21 -10 441 100 210X = 132 Y= 132 Dx = 0 Dy = 0 1362 4198 1667

X` = X = 132 = 33 N 4


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Y` = Y = 132 = 33 N 4

Correlation = N dxdy- dxdy Ndx2- (dx) 2 * Ndy2 (dy) 2

= 4 (1667-0*0)______ 4(1362- 02 * 4(4198- 02)

= 6668____

5448 * 16792

= 0.69

Comment:There is a moderate degree of correlation between the total years of experience of an

employee and importance of quality for that employeeHence, this hypothesis is accepted at a moderate level

Positive Correlation exists when one variable decreases, the other variable also decreases andvice versa. In statistics, a perfect positive correlation is represented by the value +1.00, while0.00 indicates no correlation and a -1.00 indicates a perfect negative correlation.


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5.4 Essay type Questions

Respondents gave dynamic individual answers to these questions and it expressed their

understanding of quality and errors handling at workplaces. A summary of these answers isas follows-

5.4.1 How do you describe quality?

________________________

Quality is a comparison with the best in the market and a benchmark for the scope of valueimprovement. Quality means being close to perfection. It is important in terms of work ethicsto be 100% compliant with your work. Quality is giving the product / service in the best way

possible through the eyes of the customer. It is the standard of something as measured againstother things of a similar kind of degree of excellence. Quality comes with will power anddedication and gives Output as required. It should be the value of money offered for the

product or service. It can also be described as the good feeling a customer gets after beingserviced. It is a distinctive attribute and always leads to perfection. With perfection one canget the best results and long lasting satisfaction. Quality is the perfection with which aservice or product is provided to the end user and it benchmarks how good the service is.Quality is most important factor to achieve a better brand value to the organization.

5.4.2 How are errors handled? ___________________

Errors are treated on a trial and error basis but there is no structured systemyet. The system is such that if mistakes happen there are alternatives in terms ofcorrection. There is nothing such as mistake in the sales industry. There is always scopefor improvement. Any errors done by one should have corrective action plan in order tohave minimum impact on service rendered to clients or customers. Warnings are given

to employees and they are given enough knowledge so as to not repeat them. Errors probably are taken care by the Director & HR dept. after consulting the culprit. Errorlogs, analysis are created. Team meets are conducted. With respective measuresmistakes are noted and corr ective measure is taken so that it wont be repeated. Throufeedback back system errors are discussed upon and worked on together. A moreeffective way to handle errors is to open a dialogue, build rapport, and restore the


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employee's performance so he or she can be retained as a productive member of theorganization.

Chapter 6: Findings

To study the current situation at the organization, various methods of TQM such ascause and effect analysis, idea writing, consensus reaching, benchmarking and mind mappingwere used. Based on a thorough research of the current situation at Refonte and the increasingclients it was found that it could greatly benefit from the implementation of TQM in its

practices. Total quality management, a modern management philosophy, has become a widelyused concept, linking the employers emphasis on quality to a wider industrial relationsapproach. The TQM approach puts the responsibility for product or service quality directly onto the workforce.

Currently, the main service offered by the company is that of Recruitment andoutsourcing Assistance. Refonte provides extensive training and experience to its employeesto enable them to handgrip the clients and candidates in an effective manner.

They ensure diligent position specification, to ensure the assemble of a team of consultantswith the subject-matter, functional and regional expertise to support the engagement. The teamdraws on its high-level professional networks, industry knowledge and internal researchresources to give it a broad reach in identifying potential candidates.

Case Study: TQM at Refonte

About Refonte: With expansion of clients, increasing workload higher performance is expected from every member of the organization. To know the opinion of thedifferent levels of the organization, a survey based on TQM aspects was designed. As for thesuccessful implementation of TQM, the readiness of the employees of the organization is verysignificant. From a combination of distinct methods of Total Quality Management derived fromthe results of an extensive survey carried out on all the levels of the organization could prove

beneficial in increasing the efficiency and effectiveness of the organization.

Results of the surveys:

Result from Top Management SurveyThe top management was asked about the main elements and features of the

organizations culture and in what ways has it improved in the past years. A studyinitiated to know how the senior managers and executives create a quality culture, the furtherimprovements that are planned,how well do the top management understand the concepts ofquality, quality control, quality assurance and TQM, how does the top management ensurethat the right person is working for the right job, are human resources reviewed and


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developed regularly, what strategies have been used to gather data on external customerneeds and expectations and how does the company fulfill its social obligations.

The results were that various quality initiations had been done and top managersactively reviewed the development of the quality culture in the organization. Butcomplex processes hindered the communication processes, staff alignment was needed.

Result from Middle Management SurveyThe middle level of management was check listed for awareness of the

organizations mission and vision and analysis were made how the middle conducts regular surveys to assess what the clients think of the quality of services andwork and if regular feedback is obtained through sufficient interaction withemployees and clients.

It was seen that on an average managers have a clear understanding of thecorporate culture, mission and values of the firm. Middle managers are eager to learn

more about TQM and are strongly committed to providing quality services and workto plan for the expansion activities.

Result from Lower Management SurveyA study was initiated to know if the lower level participated in discussions,

workshops and meetings and whether they have discussed individually or in groupsabout the goals and mission of the organization. They were asked to recall rewards andsupport given to them, their behavior and contribution to quality.

Based on these analysis, it was understood that employees are aware of theorganizations overall mission and quality improvement processes and are fairlyrewarded.

Summary:

A positive response and enthusiasm was gauged from the top level, middle level and lowerlevel management at the mention of TQM and its benefits. The staff has emphasized customersatisfaction and quality culture among its goals. Continuous reinforcement from topmanagement enables management theories to be put into practice.


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As per the research and study at the company, a proposal for TQM implementation for theservice of Recruitment Improvement is as follows:

Initiating and implementing a TQM Program in a service system is a major task. It requires athorough and systematic analysis of customer expectations, systems, processes and functions,defining and establishing quality parameters, developing and putting in place systems ofmeasurement and control and integrating all these with the business. The following steps are

proposed for TQM implementation at Refonte Recruitment services.

Steps for implementation of TQM

Figure 9

Develop Service QualityStrategy

Analyse service Process and defineall quality measures

Establish Process controlSystem

Investigate the process toIdentify improvement

opportunities

Improve process quality andmonitoring


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Step 4 investigate the process to identify improvement opportunities:

In this step internal problems affecting customer satisfaction and cause identified by

a) Developing cause-and- effect diagrams to identify causes of waste of poor quality ; b) Prioritizing causes of wastec) Determining chronic problem areasd) Deciding on improvement project

Step 5 Improve process quality:

Improvement stage helps to achieve and sustain a new levels of process performance. Thisrequires

a) Regular review of quality improvement and management opportunities with allemployees;

b) Identifying root causes Developing action plans, testing and implementing solutions, andc) Maintaining top management involvement and participation throughout the

organization.


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Chapter 7: Suggestions

In order to handle the additional business that the organization has received it is essential thatthe quality, of all kinds of means such as; data, information, decision, objectives, strategy,

people, materials, machinery, systems etc., is improved further. The TQM philosophyemphasizes flexibility, lateral-communication, group effectiveness, and responsibility for anentire process that has the outcome of customer satisfaction.

The following questionnaire is prepared for Client Feedback.

Client questionnaire: Measuring Quality6 How far is Refonte from your company?_____ km7 You had to wait for fulfillment of order for ____ days8 Your expectation was ____days9 If your order was delayed, what do you think was the reason?

a. Lack of staff attention b. Lethargy of staffc. Vendor service too crowdedd. Any other_______

Predictability:

1. How often do you hire vendor empanelment services?a. More than once a month

b. Once a quaterc. Once a yeard. Twice a year

2. How many times have you hired us this year?_______3. Will you hire Refonte again? A. Yes B. No4. If yes, what is the best aspect you found about the comapny?5. If no, what is the reason?_____ )google from TQM in HR consultancies6. Compared to the previous contract with us, this contract was?

a. Very satisfactory b. Satisfactoryc. Neither Satisfactory nor unsatisfactory

(Same as last time)d. Unsatisfactory


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e. Very unsatisfactory

Rating your satisfaction

A. Psychological expectations Actuala. Interaction with the Marketer ( /5 )b. Clarity of understanding ( /5 )

c. Recognition of the recruiter ( /5 )d. Follow up by the recruiter ( /5 )e. Efficiency of results ( /5 )

B. Ethicala. Behaviour and courtesy of the recruiter ( /5 )

b. Mail ettiquetes ( /5 )c. Line ups ( /5 )d. Turn out of candidates ( /5 )e. Quality of candidates ( /5 )f. Criteria assessement level by recruiter ( /5 )

The following is a detailed step by step evaluation of the tqm program, in the form of aquestionnaire for the top management mostly;

1. Quality Vision:A quality vision is a general statement of what your organization will becomeand how good your organization intends to be at that activity. For example, aim to be the best managed electric utility in India . A Quality vision creates acommon focus for the organization and a basis for strategy.Tick the box following the statement that describes your organization mostaccurately.A. We have a written Quality Vision that is the basis for strategic planning anddecisions throughout the organization.

B we have a written quality vision that is the basis for the implementation of Qualityinitiatives, but it is not the basis for broader strategyC. We have a written quality vision, but it is not the basis for strategy orimplementation.D. We have no written quality vision, but there is general agreement among the topleadership on where we are headed with quality.E. We have no idea what our quality vision is.


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1. Strategy where customer focusA quality strategy is based on vision, information on what is important to customers,and how customers view quality.A Quality strategy is usually expressed as part of the strategic plan for overall

business. Tick the box following the statement that describes your organization mostaccurately.A. We have a clear written strategy for quality. Integral to our strategy, it is based

on solid, scientific information about our customer needs satisfaction.B. We have a clear written strategy for quality. It is based on solid, scientific

information about our customer needs satisfaction.C. We have a clear written strategy for quality. It is based on limited information

about our customer needs satisfaction.D. We have a written strategy for quality. Data on customer needs satisfaction have

not yet been included in developing it. We have no written strategic plan forquality.

2. Quality goalsQuality goals are specific, measurable and related to the quality of the goods andservices provided by the organization. Some people refer the term, objectives, forthis concept. Quality goals maybe set on a number of different basis: the needs andsatisfaction of your customers; your performance compared to your competitors;specific performance defects, or cause of poor quality. Tick the box following thestatement that describes your organization most accurately.

A. The total organization has long term quality goals based on reliable data aboutcurrent quality performance and customer needs satisfaction.

B. We have long term quality goals based on data on quality performance, customerneed satisfaction. Current status measurements not included.

C. The total organization has specific, measurable Quality goals with respect to itscustomers and/or its own internal operations

A. We have quality goals that relate only to the quality process, training teams, etc.B. We have no Quality goals.

3. Deployed GoalsGoals are divided into smaller objectives, and specific individuals must be assignedthe responsibility and the resources to meet every objective. These assignments may

be made to organizational units or cross-functional quality teams. Only people(either collectively or individually) can complete the activities needed to achieve aspecific goal. You must plan explicitly for who will do the work and what resources


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they will receive. Tick the box following the statement that describes yourorganization most accurately.A. Components have quality goals set through negotiation and data analysis.

Meeting these will result in the organization reaching its goals.B. Components have quality goals set through negotiation.C. Each Component has its own set of quality goals.D. Individual Components of the organization have arbitrary quality goals set by the

top management.E. Individual Components of the organization do not haves specific quality goals.

4. Monitoring Process toward GoalsThe results, with respect to each goal, must be measured regularly for the totalorganization and for each relevant component. The top management must assignclear responsibility for action when actual performance is not meeting the goals.

Tick the box following the statement that describes your organization mostaccurately.A. Progress against quality goals is routinely measured. Results reviewed regularly

at all levels of management. Corrective action is prompt.B. Progress against quality goals is routinely measured throughout the organization.

Results are reviewed regularly at all levels of management.C. Progress against quality goals is routinely measured. The top management

reviews results only occasionally.D. Progress against quality goals is measured infrequently or for only some goals or

for only some parts of the organization. Progress against the quality goals is not

measured.

5. Quality CouncilThe top management must lead the quality effort. The names may differ, but somesort of quality council or steering committee is needed to perform the functionsrequired of top managers jointly. Quality councils have several responsibilities. Thenext four benchmarks highlight the most critical sets of priorities, establish cross-functional teams and provide resources such as training and time and review

progress. Tick the box following the statement that describes your organization mostaccurately.A. Our top managers meet as a group on a regular basis at least monthly to review

the status of quality and take action.B. Our top managers meet as a group on a regular basis, but less frequently than

monthly, to review the status of quality and take action.C. Our top managers meet about quality on a regular basis, but there is little

constructive action.


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D. Our top managers meet infrequently on an ad hoc basis to review, plan and leadquality.

E. We have no quality council meetings.

6. Set PrioritiesQuality improvement occurs only project by project, so it is obvious that the mostimportant project receives priority. Top managers set these priorities in quality justas they set priorities in othe r areas. Youre expending this money on quality becauyou need to rid the organization of the losses from poor quality or because you haveadopted a strategy to satisfy your customer by these ends. You must work on thoseitems that have the greatest effect on quality and those that affect customersatisfaction the most. It is absolutely necessary to use data for prioritization so thatthe right items are prioritized. Tick the box following the statement that describesyour organization most accurately.

A.

Selection of quality projects is based on customer data on computer evaluation of performance, deficiencies in goods, costs of poor quality and due culture.B. Selection of priority quality projects is based on reliable data entries for the four

categories in statement A.C. Selection of priority quality projects is based on reliable data or either customer

evaluation of performance of costs of poor due.D. Top managers select priority quality projects without totally reliable data.E. Top managers do not select priority quality projects.

7. Establish Cross-Functional TeamsThe most important quality projects almost always require Functional Teams fortheir success. Planning the quality of new and replacement of old services alsorequire Cross-Functional Teams. These teams need to follow the various mandatedstructured processes. Tick the box following the statement that describes yourorganization most accurately.A. We have formal Cross-Functional Teams solving quality problems and planning

the quality of new and replacement of old servicesB. We have many Cross- Functional Teams solving quality problems, but they don

yet plan the quality of new or replacement services.C. We have a number of Cross-Functional Quality Teams assigned by the top

management, but we probably need more.D. We have very few Cross-Functional Teams assigned by the top management.E. We have no Cross-Functional Quality Teams assigned by the top management.

8. Provide Resources:


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The success of quality teams depends on the resources used to do the work. Themost critical resources include follow- on training, time for meetings, data collectionand analysis, facilitator support and data analysis support. Tick the box following thestatement that describes your organization most accurately.A. All teams are supported adequately with all the above resources.B. Most teams are supported adequately with all the above resources.C. Most teams have adequate resource support, except that they generally need

more of the following resources (please fill in) D. We need to provide most of our teams with better resource support.E. No specific formal provision for resource support.

9. Review ProgressThe top management must provide a constructive effective review for ongoingquality projects that they have established. These reviews consider questions such as:

is the team following the established methodology? Is the team following anydifficulty that the top management can alleviate? What limitations do the data have?What does the team plan to context? The approach should always be one of supportand encouragement. Tick the box following the statement that describes yourorganization most accurately.A. The top management receives monthly short status reports, has at least three

progress reviews of a project and offers constructive reviews.B. Although less frequent than in management A, the top management does conduct

regular, constructive and supportive reviews.C. Top management receives are constructive and supportive, but they are not on

established schedule.D. Top management receives frequently second guess or criticize the team.E. There are no top management reviews.

10. Customer DataQuality leadership requires data on the following items: Identification of customers;customer needs expressed in terms of benefits sought; the relative importance ofeach need; customer evaluation of organizations quality; customer evaluation ocompetitions quality; measure of the competitions goods and services services). Data on these items are adequate if they are prepared using appropriatestatistical methods and scientific samples that include both current customers and

potential customers. They must have been prepared recently enough to reflectcurrent conditions. Tick the box following the statement that describes yourorganization most accurately.

A. We have data that fulfill all of the above.


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B. We have data that fulfill all of the above, except that some of the information is out ofdate.

C. We lack adequate data on one or two of the six elements listed above.D. We have adequate data on one or two of the six elements listed above.E. Most of our information fails to meet the above conditions for adequate data.

11. Costs of Poor QualityThe costs of poor quality are all the costs that would disappear if all the work wereto be performed perfectly every time. These include the costs of looking fordeficiencies; the costs of repairing replacing or doing work all over again; the costsof taking care of the customer who has suffered from the deficiency. Reasonablyreliable, systematic estimates are sufficient. The only precision needed is thatrequired is that for decision making. Tick the box following the statement thatdescribes your organization most accurately.

A. Our data relate to all activities in the organization and have sufficient detail to bethe basis for selecting quality improvement projects.

B. Our data can be used to identify specific improvement opportunities, but thecover only some activities in the organization.

C. Our data lack sufficient detail for identifying specific projects, but they are stillhelpful.

D. Our data lack sufficient detail to be helpful.E. We have no data on costs of poor quality

It was found through these evaluations that even though the company was functioning atits full swing there was still scope to implement a more integrated total quality systeminto the existing practices!

The employees must be given enough time and training to go through the transition phase of TQM

Quality ideologies must be inculcated into the core practices of the organization by breaking them into minute rules and benchmarks such as customer care, punctuality ofdelivery etc.


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Chapter 8: Conclusion

The importance of a proper service philosophy and strategy is crucial to establishing highquality and continually improving services. Application of quality improvement programs hasnot yet received much attention in the Recruitment services industry until recently, but effortsaimed at spreading them are increasing rapidly. Understanding the basic service philosophy anddeveloping a strategy for continual growth are necessary requirements for future service qualitygoals. The role of HR service systems in the global economy is changing. Managing suchsystems successfully requires an orientation towards conceptualizing the philosophies andessentials of TQM and coupling them with implementation for providing better quality of life tothe society at large.

Total quality management is becoming a maxim of good management that human factors arethe most important dimension in quality and productivity improvement. TQM has far-reachingimplications for the management of human resources. It emphasizes self-control, autonomy, andcreativity among employees and calls for greater active cooperation rather than just compliance.

Human resource management and total quality management having been identified as approaches have attracted a great deal of practitioners interest. Environmental pressuchange, for example, turbulent market conditions and heightened competition, have leftorganizations little choice to introduce novel approaches in human resource management(HRM) and total quality management (TQM) in every company


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Annexure

Total Quality in Human Resource Management

I, a student of BBM, Department of Commerce, Manipal University, am executing the project titled ADetailed study to assess the scope of Total Quality Management in Human Resource Practices A special reference to Refonte Techology & Consulting Pvt. Ltd. I request your good self tospare a few minutes regarding the survey and give us your valuable inputs

Name________________ Occupation_____________________ Place_________________

1. Please specify your Age

18 -25 25-35 36 -45 Above 45

2. Please select your Educational Qualification


3. Please select your role in your current organization

Intern HR Assistant HR Manager VP of HR Others

4. Please select your Total Years of Experience


5. How well do you understand your job and the role it plays in achieving yourvision?

Not at all Not really Somewhat Pretty Much Totally

6. Do you give any suggestions for improvement in your work area and are theyimplemented?

Yes No


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7. Which of the following employee empowerment techniques is most effectiveaccording to you?

Delegating to employees- information and powerCommunicating confidence to employeesSetting goals for employeesInteract with employeesCoaching instead of only Supervising

8. How do you describe quality ?

9.

How are errors handled?

10. If you have any comments or suggestions, please tell us-


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