Chapter No. Topics Page No.

Declaration
Preface
Acknowledgement
I
Introduction
Significance of the study
Review of Existing Literature
Conceptualization
Focus of the Problem
Objective & Hypothesis
II
Research Methodology
• Research Design
• Data Collection
• Sampling Procedure
III
Data Compilation & Interpretation
Finding of the study
IV
Conclusion
V
Suggestions & Recommendations
VI
Limitation
VII
Annexure
Questionnaire
Bibliography
CHAPTER
FIRST
 INTRODUCTION

Total Quality Management (TQM) 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 company. TQM looks at the overall quality
measures used by a company including managing quality design and
development, quality control and maintenance, quality improvement, and
quality assurance. TQM takes into account all quality measures taken at all
levels and involving all company employees.

Total Quality Management (TQM) 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 company. TQM looks at the overall quality
measures used by a company including managing quality design and
development, quality control and maintenance, quality improvement, and
quality assurance. TQM takes into account all quality measures taken at all
levels and involving all company employees.

Globalization in the business theater is driving companies toward a

new view of quality as a necessary tool to compete successfully in
worldwide markets. A direct outcome of this new emphasis is the
philosophy of total quality management (TQM). In essence, TQM is a
company-wide perspective that strives for customer satisfaction by seeking
zero defects in products and services.

ORIGINS OF TQM

Total quality management has evolved from the quality assurance methods
that were first developed around the time of the First World War. The war
effort led to large scale manufacturing efforts that often produced poor
quality. To help correct this, quality inspectors were introduced on the
production line to ensure that the level of failures due to quality was
minimized.
After the First World War, quality inspection became more commonplace in
manufacturing environments and this led to the introduction of Statistical
Quality Control (SQC), a theory developed by Dr. W. Edwards Deming.
This quality method provided a statistical method of quality based on
sampling. Where it was not possible to inspect every item, a sample was
tested for quality. The theory of SQC was based on the notion that a
variation in the production process leads to variation in the end product. If
the variation in the process could be removed this would lead to a higher
level of quality in the end product.

After World War Two, the industrial manufacturers in Japan produced poor
quality items. In a response to this, the Japanese Union of Scientists and
Engineers invited Dr. Deming to train engineers in quality processes. By the
1950’s quality control was an integral part of Japanese manufacturing and
was adopted by all levels of workers within an organization.

By the 1970’s the notion of total quality was being discussed. This was seen
as company-wide quality control that involves all employees from top
management to the workers, in quality control. In the next decade more non-
Japanese companies were introducing quality management procedures that
based on the results seen in Japan. The new wave of quality control became
known as Total Quality Management, which was used to describe the many
quality-focused strategies and techniques that became the center of focus for
the quality movement.

PRINCIPLES OF TQM

TQM can be defined as the management of initiatives and procedures that

are aimed at achieving the delivery of quality products and services. A
number of key principles can be identified in defining TQM, including:

• Executive Management – Top management should act as the main

driver for TQM and create an environment that ensures its success.
• Training – Employees should receive regular training on the methods
and concepts of quality.
• Customer Focus – Improvements in quality should improve customer
satisfaction.
• Decision Making – Quality decisions should be made based on
measurements.
 • Methodology and Tools – Use of appropriate methodology and tools
ensures that non-conformances are identified, measured and
responded to consistently.
• Continuous Improvement – Companies should continuously work
towards improving manufacturing and quality procedures.
• Company Culture – The culture of the company should aim at
developing employees ability to work together to improve quality.
• Employee Involvement – Employees should be encouraged to be pro-
active in identifying and addressing quality related problems.

THE TQM PHILOSOPHY

Implementing a total quality management system has become the preferred

approach for improving quality and productivity in organizations. TQM,
which has been adopted by leading industrial companies, is a participative
system empowering all employees to take responsibility for improving
quality within the organization. Instead of using traditional bureaucratic rule
enforcement, TQM calls for a change in the corporate culture, where the
new work climate has the following characteristics:

(1) An open, problem-solving atmosphere;

(2) Participatory design making;

(3) Trust among all employees (staff, line, workers, managers);

(4) A sense of ownership and responsibility for goal achievement and

problems solving; and,

(5) Self-motivation and self-control by all employees.

The TQM approach involves more than simply meeting traditional rejection
rate standards. The end result of TQM is the efficient and effective use of all
organizational processes in providing consistent quality at a competitive
price. The TQM philosophy is a long-term endeavor that links people and
processes in a system that alters the corporate culture to become one where
quality is the core aspect of business strategy.

In cultivating the TQM philosophy, strategy implementation must involve a

focused effort on the part of every employee within the organization. It
cannot be applied successfully on a piecemeal basis. TQM requires that
management, and eventually every member of the organization, commit to
the need for continual improvement in the way work is accomplished.
Business plans, strategies, and management actions require continual
rethinking in order to develop a culture that reinforces the TQM perspective.
The challenge is to develop a robust culture where the idea of quality
improvement is not only widely understood across departments, but
becomes a fundamental, deep-seated value within each function area as well.

HRM can jumpstart the TQM process by becoming a role model. This
means that HRM has two specific tasks: "Serving our customers, and
making a significant contribution to running the business." This emphasis on
customeroriented service means that the HR department must see other
departments in the firm as their customer groups for whom making
continuing improvements in service becomes a way of life.

In their efforts to achieve total quality management, HRM can demonstrate

commitment to TQM principles by soliciting feedback from its internal
customer groups on current HR services. HRM should include suggestions
from its customers in setting objective performance standards and measures.
In other words, there are a number of specific TQM principles that the HR
department can model.

To institute total quality management as a philosophy within an

organization, all employees must come to realize that satisfying customers is
essential to the long-run well-being of the firm and their jobs. No longer is
the customer-driven focus exclusive to the marketing department. But
customer satisfaction can only be achieved after first defining the customer
groups. The new perspective here is that all employees exist to serve their
customer groups, some internal and some external to the firm. The human
resources department has internal customers to satisfy, which indirectly
provides ultimate satisfaction to external customers.

In addition to identifying customer groups, there are other essential TQM

customer issues. Clarifying what products and services will provide
maximum customer satisfaction, measuring satisfaction, and continually
monitoring and improving the level of customer satisfaction are all
fundamental to the TQM philosophy. For the HR department, applying these
TQM issues would translate into identifying the expectations of senior
management -- their principal internal customer -- regarding TQM, and
spearheading the TQM program's implementation on the basis of those
expectations. TQM in practice for HRM might also mean periodic surveys,
both formal and face-to-face, to monitor senior management's levels of
satisfaction as the TQM process unfolds.

The TQM approach entails identifying the wants and needs of customer
groups and then propelling the entire organization toward fulfilling these
needs. A customer's concerns must be taken seriously, and organizations
should make certain that its employees are empowered to make decisions
that will ensure a high level of customer satisfaction. This can be achieved
by promoting an environment of self-initiative and by not creating a
quagmire of standard operating procedures and company policies. Flexibility
is the key, especially in a business environment that is diverse and
constantly changing, as most are today. In modeling these aspects of the
TQM process, the HR department would need to identify human resource
concerns of other departments and undertake to continually improve its
performance, especially in any trouble areas that come to light.

Based on this "customer first" orientation, organizational members are

constantly seeking to improve products or services. Employees are
encouraged to work together across organizational boundaries. Underlying
these cooperative efforts are two crucial ideas. One is that the initial contact
with the customer is critical and influences all future association with that
customer. The other idea is that it is more costly to acquire new customers
than to keep the customers you already have. Exemplifying TQM here
would mean that the HR department would need to train itself, focusing on
being customer-driven toward other departments.

Quality improvement programs typically involve the directed efforts of

quality improvement (QI) teams. Using teams and empowering employees
to solve quality-related issues using such tools as statistical process control.
(SPC) represent fundamental changes in how many businesses operate. The
Focus of SPC, also known as statistical quality control (SQC), is defect
prevention as opposed to defect correction. Defect prevention results from
continuously monitoring and improving the process. In this context
"process" refers to service delivery as well as manufacturing. To ensure that
output meets quality specifications, monitoring is performed by periodically
inspecting small samples of the product. SPC alone will not ensure quality
improvement; rather, it is a tool for monitoring and identifying quality
problems.
The effective use of quality improvement teams, and the TQM system as a
whole, can be reinforced by applying basic principles of motivation. In
particular, the recognition of team accomplishments as opposed to those of
individuals, and the effective use of goal setting for group efforts, are
important in driving the TQM system. The HR department is in a position to
help institutionalize team approaches to TQM by designing appraisal and
reward systems that focus on team performance.

For many companies, the philosophy of TQM represents a major culture

shift away from a traditional production-driven atmosphere. In the face of
such radical operational makeovers, a determined implementation effort is
vital to prevent TQM from becoming simply platitudinal and the team
approach just another management fad. Senior management must take the
lead in overt support of TQM.

SENIOR MANAGEMENT AND TQM

TQM system must be wholeheartedly accepted by top management, who, in

turn, must convey their commitment to all organizational members. The
policy for implementation and maintenance of the TQM system should be
set forth in writing and incorporated into the organization's mission and
goals statements. The key elements of senior management's role in
implementing TQM are:

* Institutionalizing the TQM structure as established by stated goals and

formal policies and procedures; and

* Providing leadership as demonstrated by top management's explicit

expectations and behavior in everyday activities.

As previously mentioned, it is essential that top management set

organizational priorities and goals of the organization. The process of setting
goals and allocating authority, responsibility, and resources must be
continued throughout every level in the organization. The intent is to have
every employee's work support the organizational priorities and to have each
person know what to do, in measurable terms, to accomplish the goals. In
addition, progress must be monitored regularly, according to agreed upon
checkpoints, and employees must be rewarded for attaining specified goals.

In summary, top management's responsibilities in the TQM implementation

process include:
1. Initiating agreement on goals and measures that cascade throughout the
organization;

2. Providing the agreed resources (people, money, training, machines, etc.);

3. Assigning authority and establish deadlines to put resources into motion;

4. Monitoring progress in achieving goals, not to apportion blame, but to

aim for improvement; and,

5. Measuring improvement and reward both the achievement of goals and

the ways they are achieved.

Beyond modeling TQM, the HR department, with senior management's

support, can play a leading role in implementing a quality strategy across the
firm.

THE COMPANY-WIDE ROLE OF HRM IN INSTITUTING A TQM

CULTURE

Human resource management can plan a vital role in implementing and

maintaining a total quality management process. HR managers are
responsible for recruiting high-quality employees, the continual training and
development of those employees, and the creation and maintenance of
reward systems. Thus, TQM controls processes that are central to achieving
the dramatic cultural changes often required for TQM to succeed. Tailoring
the TQM cultural development program to the firm's circumstances is
essential in overcoming resistance to change and moving beyond simple
compliance toward a total commitment to TQM.

Holding a major liaison role between top management and employees, HRM
has many opportunities to establish communication channels between top
management and other members of the organization. Using these channels,
HR personnel can ensure that employees know they are the organization's
number one priority in implementing TQM. Building trust through an open
exchange of ideas can help allay fears regarding the work-role changes that
TQM requires. This can provide the foundation for all employees to be
trained to consider their peers in other departments as internal customers.
Here again, HRM has the opportunity to emphasize this new outlook by
example. By exemplifying a customer-first orientation, HRM can help
establish a departmental view of service throughout the entire organization.

Part of HRM's functional expertise is its ability to monitor and survey

employee attitudes. This expertise can be particularly important for a TQM
program, since getting off to a good start means having information about
current performance. Thus, a preparatory step is to administer an employee
survey targeting two primary concerns. One involves identifying
troublesome areas in current operations, where improvements in quality can
have the most impact on company performance. The other focuses on
determining existing employee perceptions and attitudes toward quality as a
necessary goal, so that the implementation program itself can be fine-tuned
for effectiveness.

Obtaining cooperation from other departments in the use of surveys largely

depends on their perception of HRM's role in the survey process. The
challenge is to establish that HRM is not usurping departmental
prerogatives, but is instead a helpful collaborator assisting each department
in making their own quality improvements. Emphasizing HRM's
collaborator role can be accomplished in the participative spirit of the TQM
philosophy by involving other departments in the development of the survey
instrument itself. This involvement begins the process of helping each
department own the TQM program which will follow. Thus, using a cross-
functional TQM survey development team provides an early opportunity for
HRM to exemplify the TQM team philosophy and dispel territorial fears
about how survey results will be used.

To be successful implementing TQM, an organization must concentrate on

the eight key elements. You need to have all these elements in order for the
process of TQM to work well. These elements can be divided into four
groups according to their function. The groups are:
I. FOUNDATION - It includes: Ethics, Integrity and Trust.
II. BUILDING BRICKS - It includes: Training, Teamwork and Leadership.
III. BINDING MORTAR - It includes: Communication.
IV. ROOF - It includes: Recognition.
I. FOUNDATION

TQM is built on a foundation of ethics, integrity and trust. It fosters

openness, fairness and sincerity and allows involvement by everyone. This is
the key to unlocking the ultimate potential of TQM. These three elements
move together, however, each element offers something different to the
TQM concept.

1. ETHICS - Ethics is the discipline concerned with good and bad in any
situation. It is a two-faceted subject represented by organizational and
individual ethics. Organizational ethics establish a business code of ethics
that outlines guidelines that all employees are to adhere to in the
performance of their work. Individual ethics include personal rights or
wrongs.

2. INTEGRITY - Integrity implies honesty, morals, values, fairness, and

adherence to the facts and sincerity. The characteristic is what customers
(internal or external) expect and deserve to receive. People see the opposite
of integrity as duplicity. TQM will not work in an atmosphere of duplicity.
3. TRUST - Trust is a by-product of integrity and ethical conduct. Without
trust, the framework of TQM cannot be built. Trust fosters full participation
of all members. It allows empowerment that encourages pride ownership and
it encourages commitment. It allows decision making at appropriate levels in
the organization, fosters individual risk-taking for continuous improvement
and helps to ensure that measurements focus on improvement of process and
are not used to contend people. Trust is essential to ensure customer
satisfaction. So, trust builds the cooperative environment essential for TQM.

II.BRICKS
Basing on the strong foundation of trust, ethics and integrity, bricks are
placed to reach the roof of recognition. It includes:

4. TRAINING - Training is very important for employees to be highly

productive. Supervisors are solely responsible for implementing TQM
within their departments, and teaching their employees the philosophies of
TQM. Training that employees require are interpersonal skills, the ability to
function within teams, problem solving, decision making, job management
performance analysis and improvement, business economics and technical
skills. During the creation and formation of TQM, employees are trained so
that they can become effective employees for the company.

5. TEAMWORK - To become successful in business, teamwork is also a

key element of TQM. With the use of teams, the business will receive
quicker and better solutions to problems. Teams also provide more
permanent improvements in processes and operations. In teams, people feel
more comfortable bringing up problems that may occur, and can get help
from other workers to find a solution and put into place. There are mainly
three types of teams that TQM organizations adopt:

A. Quality Improvement Teams or Excellence Teams (QITS) - These are

temporary teams with the purpose of dealing with specific problems that
often re-occur. These teams are set up for period of three to twelve months.

B. Problem Solving Teams (PSTs) - These are temporary teams to solve

certain problems and also to identify and overcome causes of problems.
They generally last from one week to three months.

C. Natural Work Teams (NWTs) - These teams consist of small groups of

skilled workers who share tasks and responsibilities. These teams use
concepts such as employee involvement teams, self-managing teams and
quality circles. These teams generally work for one to two hours a week.

6. LEADERSHIP - It is possibly the most important element in TQM. It

appears everywhere in organization. Leadership in TQM requires the
manager to provide an inspiring vision, make strategic directions that are
understood by all and to instill values that guide subordinates. For TQM to
be successful in the business, the supervisor must be committed in leading
his employees. A supervisor must understand TQM, believe in it and then
demonstrate their belief and commitment through their daily practices of
TQM. The supervisor makes sure that strategies, philosophies, values and
goals are transmitted down through out the organization to provide focus,
clarity and direction. A key point is that TQM has to be introduced and led
by top management. Commitment and personal involvement is required
from top management in creating and deploying clear quality values and
goals consistent with the objectives of the company and in creating and
deploying well defined systems, methods and performance measures for
achieving those goals.

III. BINDING MORTAR

7. COMMUNICATION - It binds everything together. Starting from

foundation to roof of the TQM house, everything is bound by strong mortar
of communication. It acts as a vital link between all elements of TQM.
Communication means a common understanding of ideas between the
sender and the receiver. The success of TQM demands communication with
and among all the organization members, suppliers and customers.
Supervisors must keep open airways where employees can send and receive
information about the TQM process. Communication coupled with the
sharing of correct information is vital. For communication to be credible the
message must be clear and receiver must interpret in the way the sender
intended.There are different ways of communication such as:

A. Downward communication - This is the dominant form of

communication in an organization. Presentations and discussions basically
do it. By this the supervisors are able to make the employees clear about
TQM.
B. Upward communication - By this the lower level of employees are able
to provide suggestions to upper management of the affects of TQM. As
employees provide insight and constructive criticism, supervisors must listen
effectively to correct the situation that comes about through the use of TQM.
This forms a level of trust between supervisors and employees. This is also
similar to empowering communication, where supervisors keep open ears
and listen to others.

C. Sideways communication - This type of communication is important

because it breaks down barriers between departments. It also allows dealing
with customers and suppliers in a more professional manner.

IV. ROOF

8. RECOGNITION - Recognition is the last and final element in the entire

system. It should be provided for both suggestions and achievements for
teams as well as individuals. Employees strive to receive recognition for
themselves and their teams. Detecting and recognizing contributors is the
most important job of a supervisor. As people are recognized, there can be
huge changes in self-esteem, productivity, quality and the amount of effort
exhorted to the task at hand. Recognition comes in its best form when it is
immediately following an action that an employee has performed.
Recognition comes in different ways, places and time such as,

• Ways - It can be by way of personal letter from top management.

Also by award banquets, plaques, trophies etc.
• Places - Good performers can be recognized in front of departments,
on performance boards and also in front of top management.
• Time - Recognition can given at any time like in staff meeting, annual
award banquets, etc.
CONCEPTUALIZATION
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 fit ness 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 every one 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.

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.

ROLE OF HR IN TQM
 1. TQM AND TRAINING AND DEVELOPMENT.

In general, HRM is responsible for providing training and development.

With their background, HR departments are well-positioned to take the
leading role in providing such programs consistent with the TQM
philosophy. HR managers have an important opportunity to communicate a
history of their organization's TQM program and its champions. Equally
important, HRM can tell stories of employees who are currently inspiring
the TQM philosophy. As corporate historian, the HR department should be
primarily responsible for relaying the TQM culture to members of the
organization in employee orientation training.

Beyond communicating the TQM philosophy, the specific training and

development needs for making TQM a practical reality must be assessed.
Basically HR professionals must decide the following: What knowledge and
skills must be taught? How? What performance (behaviors) will be
recognized, and how will we reward them?

HRM has faced these questions before and can best confront them in the
TQM process. Training and development that does not fit within the realm
of these questions will more than likely encounter heavy resistance.
However, training and development does fall within the realm of these
questions probably will be accepted more readily.

In practice, the authors' current experience with TQM suggests that

employees require three basic areas of training and development in the TQM
process:

(1) Instruction in the philosophy and principles of TQM;

(2) Specific skills training such as in the use of statistical process control
(SPC); and,

(3) Interpersonal skills training to improve team problem-solving abilities.

In developing TQM training programs, efforts should be aimed at an

integrated approach to the instruction process. Training objectives should be
directed at helping employees reach the goals set forth for their individual
jobs and the overall goals of the organization.
In creating a training and development format for any of these areas,
employees respond better to training they can relate to and apply
immediately in their daily work activites. Thus, whenever feasible, TQM
training efforts should deal with specific issues related to the employee's
immediate job.

If trainers are selected from outside the organization, they should have a
practical knowledge of the organization's operations as well as a theoretical
background in TQM. If possible, trainers should come from both outside and
inside the organization to provide a good mix of diversity and practicality.

Whether the source of training is internal or external, the HR department

needs to be involved early in quality improvement teams. Once trained,
these teams focus on productivity-related problems where the issues are
complex; for example, identifying and solving bottlenecks in the required
time to complete a specific business activity. In many instances, these teams
eventually become self-managing. Where this has occurred, the teams
exercise great autonomy, scheduling their own work, conducting their own
training, and setting and controlling sick leave and vacation policy, for
example. In addition, they are often involved in the selection of future team
members.

Whether the source of training is internal or external, the HR department

needs to be involved early in quality improvement teams. Once trained,
these teams focus on productivity-related problems where the issues are
complex; for example, identifying and solving bottlenecks in the required
time to complete a specific business activity. In many instances, these teams
eventually become self-managing. Where this has occurred, the teams
exercise great autonomy, scheduling their own work, conducting their own
training, and setting and controlling sick leave and vacation policy, for
example. In addition, they are often involved in the selection of future team
members.

The use of quality improvement teams, whether self-managing or not, means

that middle managers accustomed to solving problems and giving directions,
must be trained in new roles as coaches who guide and support quality
improvement team efforts. This major shift in the way business is conducted
requires much training for the long term. To gain maximum benefit from a
team approach to quality improvement, the HR department can deliver
training in areas such as conflict resolution, negotiations, and interpersonal
skills.

2. TQM AND EMPLOYEE INVOLVEMENT

Further, HR has to initiate employee involvement in TQM activity.

Ultimately , quality is physically produced by the operator on the shop floor.
It is therefore very important that he understands the quality requirements of
his job. This is possible provided his involvement in the job is very high and
he is a very committed and empowered worker. It is in this context that
Japanese have introduced Quality Circles which have generated high level of
commitment of workers and finally helped Japan to become as world leader
in the business. Quality circles are based on the fundamental principles of
collaboration, involvement & empowerment. HR has to facilitate the culture
of team work either in the form of Quality Circles, Quality Teams, Task
force, CFT, Suggestion schemes or any such others innovative employee
involvement schemes for TQM activity.

3. TQM AND RECRUITMENT AND SELECTION.

HRM's responsibility in implementing TQM should extend beyond the

training and development of existing employees. HRM must take the lead in
attracting, retaining and motivating a high quality work force. Successful
recruitment and selection of employees with the proper knowledge, skills,
abilities, and attitudes compatible with a TQM philosophy can be a driving
force supporting continued program effectiveness. In recruiting for all
departments and for all organizational levels, the HR department can
identify people who will promote the TQM philosophy. Candidate qualities
to target in recruiting include a willingness to receive new training and to
expand job roles, to try new ideas and problem-solving techniques, to work
patiently in teams within and across departments, and to be enough of a team
player to be evaluated and rewarded on a team basis.

4. TQM AND PERFORMANCE EVALUATION AND REWARD

STRUCTURES.

Another of the fundamental influences HRM can have on the TQM process
is in the development of performance evaluation and reward systems that
reinforce the TQM team philosophy. These systems can be conceived of and
patterned to be consistent with the fundamental tenets of a TQM culture
regarding customer satisfaction.

In addition, HRM can have a great deal of influence in developing

promotion policies that are consistent with the overall goals of the
organization. In so doing, HRM can be instrumental in the promotion of
employees who believe in and totally support the TQM philosophy, to
positions of influence.

With patient senior management and much training, quality improvement

teams frequently move toward self-managed teams. For these mature teams,
one type of performance evaluation system that is consistent with TQM
philosophy and participatory management approach is team appraisal. Such
appraisals, which may include self-evaluations and peer ratings, concentrate
on the acquisition of new team skills and on their successful application on
the job.

The HR department has the ability to help design the evaluation system so
that quality improvement teams conduct performance appraisals of one
another, interview and select team members, schedule the team's work, and
set performance goals. As a follow-up, peer evaluations by the team
members can be reviewed by the team chairperson or an HR specialist so
that the evaluations are reliable and contain no unnecessary harsh language.

In rewarding team efforts for quality improvement, HR managers can keep

both management and employees informed about TQM achievements and
can identify opportunities to feature outstanding accomplishments of team
members who deserve recognition and rewards. Many companies publish
TQM newsletters that recognize team achievements and feature customer
council meetings, future training schedules, and other pertinent information.

TQM IMPLEMENTATION STAGES.

The foundation of the entire TQM process is an employee's awareness that

quality is vitally necessary and a top organizational priority. Building this
foundation begins with extensive "quality awareness" training for all
organization members. Sensitivity to quality starts with senior management
training followed by the training of middle- and lower-level managers. The
development of participatory leadership styles needs to follow in close order.
Managers must be taught to feel comfortable with the nontraditional roles of
coach and team facilitator, since quality teams now decide what's wrong and
how to fix it. Management monitors, instead of directs, team efforts.
Authoritarian leadership styles can spell the death knell for a TQM program.
Therefore, unlearning of old behaviors may have to take place before new
behaviors can be adapted. Management training must dovetail with that of
quality teams. The end result is a synergy between the quality team and the
manager that produces solutions to quality problems.

After training in quality awareness is completed, the second stage of

implementation focuses on training managers and quality teams in the
techniques (tools) for achieving quality improvements, such as statistical
process control. This training is immediately followed by meetings with
customers to define their satisfaction requirements. The overall goal of the
initial training sessions is to develop employee understanding of all facets of
TQM.

The third implementation stage is the promotion of employee involvement

and commitment by establishing employee suggestion systems and quality
improvement teams. These actions can stimulate, either through formal or
informal channels, a cooperative effort among different functional
departments that must work together to produce a product or service. This is
the essence of cross-functional teamwork: a collaboration where different
functional groups work together toward improving total quality.

This need for participation and cooperation extends beyond company

boundaries and provides the basis for a fourth implementation stage. To
emphasize a customer-centered focus, many companies have set up
customer and supplier councils, which seek to develop better relationships
between a firm and its customers and suppliers. For example, a group of
employees from both the firm and a key supplier may meet on a regular
basis to discuss and solve various problems regarding quality, delivery,
pricing, product design, materials specifications, and packaging. The face-
to-face feedback and free flow of advice and opinions may solve problems
before they occur and also builds trust between the parties. Some
organizations have even offered TQM training to their suppliers to assure
raw materials that meet the firm's quality specifications. Motorola goes a
step further, requiring their suppliers to prove themselves by applying for the
Malcolm Baldrige National Quality Award.
CONCLUSION

The international focus on quality, combined with increasing costs of

materials, equipment, labor and training, are driving the implementation of
TQM as a competitive strategy in all types of organizations. These forces for
change also provide an opportunity for an expanded role of human resource
management in making TQM succeed.

Quality can no longer be viewed as the responsibility for one department. It

is a company-wide activity that permeates all departments, at all levels. The
key element of any quality and productivity improvement program is the
employee. Consequently, employee commitment to a TQM program is
essential. Because of its fundamental employee orientation, HRM should
seek the responsibility for implementing TQM programs rather than risk
losing their influence over the key element of TQM -- the employee.

Organizations with a solid reputation for providing high customer

satisfaction have a common viewpoint: consistently taking care of the
smaller duties is just as important as the larger concerns. Just as they attempt
to instill an overall quality philosophy across the company, HRM can
emphasize consistent quality in its own operations. The day-to-day delivery
of basic HR services can be just as important as developing strategic
programs that may have higher visibility and supposedly greater long-term
consequences.

As a guardian of such functions as recruitment and selection, training and

development, performance evaluation and reward systems, the HRM
professional is best able to take charge of these important functions as they
relate to a TQM strategy. The full potential of the entire work force must be
realized by encouraging commitment, participation, teamwork, and learning.
HRM is best suited to accomplishing this by modeling these qualities.

Leading by example, the HR department could then sustain the long-term

TQM process company-wide. A by-product of setting a TQM example can
be the improved standing of the HR department in the eyes of other,
traditionally more influential departments.(10) But, the primary end result
can be total quality management as a successful competitive strategy for
organizational survival.
 RECOMENDATIONS

The suggestions I have given for the betterment are explained below:

=> It is very important to provide the opportunity to the employees of the

organization to express their ideas or whatever they want to express.

=> Management should clear their vision mission and goals towards the
employees in the organization.

=> Management should involve the workers representatives in managerial

activities so that the transparency could be maintained and through this they
can win the confidence of the employees.

=> Management should give due importance to mental relaxation &social

cultural development of an employees who strives hard for the company.

=> Reward or Praise/appreciation works as magic for an individual and

motivates them for work.

=> Role clarity of each position should be defined and based on that
individuals can plan their work accordingly.

=> Self-potential system should be encouraged.

=> There are regular review and comparison of current & past performance
to detect gradual deterioration in the strategy.

=> Proper cooperation should be necessary in the company.

 QUESTIONNAIRE

Dear Sir/Madam,
I am doing a research work on “ROLE OF HR IN TQM”. I would request
you to kindly spare some time to fill up this questionnaire.

Thank you very much for your cooperation.

Name --------------------------------------------------
Designation-------------------------------------------
Department-------------------------------------------

Section I
Q1. Please mention your age
20-25
25-30
Above 30
Q2. Sex:
Male
Female
Q3. Marital Status:
Single
Married
Divorced
Q4. No. of years of experience:
Less than 3 years
3 to 5 years
More than 5 years
Q5. Is this your first organization?
Yes
No

Section II
NOTE: Please tick mark (ü) the option you feel is most appropriate as
per the following:
Rate on a scale of 1-6 to indicate your option, 1 being
strongly disagree and 6 being strongly agree

Q1. You know what is expected of 1 2 3 4 5 6

you at work.

Q2. You have the materials and 1 2 3 4 5

6
Equipment that you need to
do your everyday work.
Q3. The work you do has appropriate 1 2 3 4 5
6
task variety.

Q4.You are performing a job that 1 2 3 4 5

6
matches your skills.

Q5.You are given ample flexibility to 1 2 3 4 5

6
perform your job.

Q6.The organization clarifies how its 1 2 3 4 5

6
culture is evident through
employee behavior.

Q7.The organization rewards or 1 2 3 4 5

6
recognizes such employee behavior.

Q8.You feel comfortable working with 1 2 3 4 5

6
your team members.

Q9.Your organization has created a 1 2 3 4 5

6
professional, attractive work area
that is functional and promotes
productivity

Q10.The company provides you a safe 1 2 3 4 5

6
work environment by accident
prevention & safety programs.

Q11.Your work interferes with your 1 2 3 4 5 6

personal relationships & family
responsibilities.
Q12.Your salary is fair, equitable 1 2 3 4 5
6
and competitive.

Q13.Rewards in your organization are 1 2 3 4 5

6
immediate and appropriate.

Q14.Performance goals are behavioral, 1 2 3 4 5

6
result-oriented and achievable.

Q15.Performance is regularly tracked 1 2 3 4 5

6
and measured.

Q16.Performance is appropriately rewarded 1 2 3 4 5

6
with raises, incentives, rewards
and recognition.
Q19.Performance measurement is used 1 2 3 4 5 6
as criteria for promotions.
Q20.You are a part of a supportive and 1 2 3 4 5 6
productive team.
Q21.A variety of training & development 1 2 3 4 5 6
programs are offered to improve skills
Q22.You feel attached with your company, 1 2 3 4 5 6
team & other employees.
Q23.You have the opportunity to grow and 1 2 3 4 5 6
prosper with the organization.
Q24.You work in a trusting and ethical 1 2 3 4 5 6
environment
Q25.You have a supervisor who is 123456
respectful and one who inspires you

Do you think the organization is quality conscious toward employees?

YES NO
Does the organization have the certification of ISO 9000?

YES NO

Is the organization providing quality assurance system & operation?

YES NO

Does the organization have quality circle?

YES NO

How many people are involved in quality circle?

Below 10 above 10 above 15 can’t say

How frequently the organizations have the meeting of quality circle?

Weekly biweekly monthly yearly

Do you about the agenda of information or any other information?

YES NO

Are the organization is going for the quality audit?

YES NO can’t say

Does your organization have quality information system?

YES NO can’t say

Are the information system is regularly updated?

YES NO can’t say

Do you think the organization used bench marking, if any, please tell me the
name of the benchmark organization?

YES NO can’t say

If yes, then

Org. Area

a.

b.

Does the organization is going for the brain storming session?

YES NO don’tknow

Are you practicing the 5’s Japanese philosophy ?

YES NO
Does the organization have the certification of ISO 14000 or any other, if
any please mention?

YES NO don’tknow

Are you practicing the six sigma for the error control?

YES NO don’tknow

A formal career planning process exist in the organization

Strongly Agree Strongly disagree

Don’t know Agree Disagree

There is a shared vision of where your business is growing?

Strongly Agree Strongly disagree

Don’t know Agree Disagree

Employees are kept updated with changes in job skills & job designs?

Strongly Agree Strongly disagree

Don’t know Agree Disagree

Formal or informal method is followed for employees feedback and acting

on that feedback?
 Strongly Agree Strongly disagree

Don’t know Agree Disagree

Does the organization provide right environment to apply your knowledge

from new programs to the job?

Very much Some whatLittle

Not at all

Do you feel that the organization is a good place to work?

Yes No Sometimes

Do you feel comfortable with rules and policy of the organization?

Yes No Sometimes

What types of relations are you having with your superior, peers and
subordinates?

Good Average Poor

If bad then why it is so?

 They are not cooperating.

 Their behavior is not good

 There is no proper communication.

 All above
Do you feel that you can get ahead in the org. if you make an effort?

Yes No Sometimes

Do you get any reward on your good performance?

Yes No Sometimes

Do you find that your performance is properly measured in the

organization?

Yes No Sometimes

Do you find that your job makes the best use of your abilities?

Yes No Some Times

Thank you for your kind co-operation.