2

ROLE OF HRM IN TQM AMONG THE EMPLOYEES IN MALABAR CEMENTS LIMITED 1

Chapter I

Introduction

LEAD COLLEGE OF MANAGEMENT, PALAKKAD


Introduction
This study taken up to identify the Role of Human Resource Management in Total
Quality Management in Malabar Cements Limited. 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. Training objectives should be directed at helping employees‘ reach the goals set
forth for their individual Implementing a total quality management system has become the
preferred approach for improving quality and productivity in organizations. TQM, which has
been adopted by leading industrial companies, is a participative system empowering all
employees to take responsibility for improving quality within the organization. Instead of
using traditional bureaucratic rule enforcement, TQM calls for a change in the corporate
culture. where the new work climate has the following characteristics: (1) An open, problem-
solving atmosphere; (2) Participatory design making; (3) Trust among all employees (staff,
line, workers, managers); (4) A sense of ownership and responsibility for goal achievement
and problems solving (5) Self-motivation and self-control by all Beyond communicating the
TQM philosophy, the specific training and development needs for making TQM a practical
reality must be assessed. 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.



1.1 Organization profile
Malabar Cements Limited, a fully owned Government of Kerala undertaking, is the
only major integrated cement-manufacturing unit in the State. The Company was
incorporated on 11th April 1978 and commenced production in April 1984 at its Walayar
plant. The company has a paid up equity of Rs.26 crores and capital outlay of Rs.68 crores. It
is rated to produce 4.2 lakh tons of cement per annum at its Walayar plant. As part of
expansion programme it has commissioned a 2.0 lakh tons clinker-grinding unit at Cherthala
in Alappuzha district in August 2003. Thus the total installed capacity of MCL is 6.2 lakh
tons. This ISO 9001:2000 Company meets about 10% of total cement consumption in Kerala.

Malabar Cements contributes to the developmental activities of the State by
supplying a basic construction material. The presence of 'Malabar' in the market helps to
control the cement price to some extent. MCL has the largest dealer network in Kerala for
cement sales. Only Malabar Cements can reach its cement 'factory fresh' without any
deterioration in the original strength either due to moisture or humidity, within 12 hrs
anywhere in Kerala. Company has systems to educate the consumers about effective usage of
cement and provide after-sales services.
Malabar Cements Ltd., the only Portland cement manufacturer in Kerala. The
company incorporated in April 1978, commenced commercial production in 1984, with
capital outlay of Rs. 680 million and paid up equity capital of Rs. 260 million, is owned fully
by the Government of Kerala. The 1200 TPD plant at Walayar is continuously running in
profit. The Geological Survey of India has identified a cement grade limestone deposit in the
Walayar reserve forest way back in 1961-62. The Mineral Exploration Corporation Limited
confirmed its efficacy.
MCL is the first public sector company to receive ISO Certification & to win the
National Award for best achievement in Energy Conservation. Till date, MCL has
experienced no loss of production due to labour unrest. In just over 15 years of
commissioning, Malabar Cements has been able to meet about 10% of total cement
consumption in Kerala



The Company has following infrastructure.

Limestone reserve of about 10 million tones.

Modern 110 TPH Closed Circuit Cement Mill.
Strict Quality Control system to ensure quality of the product.

Most modern Instrumentation & Control system for efficient process engineering.
Modern dry process manufacturing technology with four-stage suspension pre -

heater system

Elaborate pollution control system to meet pollution control standards.

1.1.1 Board of Directors

Sri V. Somasundaran Chairman
IAS,Additional Chief Secretary to
Govt.of.Kerala
Sri K. Padmakumar Managing Director

Other Board Directors
Sri Elias George IAS Special Commissioner,
NewDelhi.
Sri M. Gireesh Kumar, IAS Finance Dept ., Govt of
Kerala
Sri. T.K Mohanachandran General Manager, DIC
Palakkad
Sri. M.C.Kamarudheen Edachakkal PO, Kasargode
Adv. Abdul Rasheed Koyikkal House, Alappuzha



1.1.2 ABOUT THE PRODUCTS

MALABAR SUPER

Malabar super is fabulous in every sense: Super in
strength, Wonderful in workability, Incredible in aging,
Implausible in durability, and Fantastic in strength
gain. An AMAZING performer! Tests carried out by Bureau of Indian Standards
have established unshakeable credentials of Malabar Super. Super strength
accelerated setting time and fine finish. Malabar super is superior in strength to
ordinary '43' grade cement. It attains the 28 days' strength required as per IS just
in 7 days‘ time.

MALABAR CLASSIC
Malabar classic offers better setting properties delayed
initial set and early final set; so offering better working
time and reduced observation time. It is a superior class
of its own among cements. The structures achieve
excellent dimensional stability with the heat resistant properties of MALABAR
CLASSIC. It also reduces heat generation during hydration, making it a better
workable finished product absolutely reliable. The extra fineness welded into it
allows MALABAR CLASSIC better coverage and finish in wall and roof
plastering. This in turn, reduces paint consumption.



MALABAR AISWARYA

Malabar Aiswarya brings prosperity in many ways.
It increases the life of your structures by
safeguarding against sulphate attack. Aiswarya offers
high quality at reduced price. Aiswarya generate less
heat of hydration, reduces the formation of getting cracks. This product is best
studied for constructions in soil and water with excess alkali metals, sulphates,
alumina, iron and acidic waters. To obtain the best quality cement, only glassy
granulated slag is used for product manufacturing. With very low magnesium
oxide content this provides shape stability for concrete structures



1.1.3 MISSION, VISION, OBJECTIVES AND
QUALITY POLICY

Mission: -
To provide quality products & services to the public through effective
intervention in the market.

Vision:-
To help in building a better habitable Kerala by providing best solutions
in the field of constructions.

Objectives:-
Manufacture and sell best quality cement at affordable price to general
public of the state and to be an important part in the socio-economic
development of the state

Quality Policy

Every employee of Malabar Cements Ltd commits to comply with all requirements to
continually improve the effectiveness of the Quality Management System and strives:

To identify various groups of customers serviced by him
To understand their respective needs and desires either stated or not stated
To ensure best possible quality in products and services
To meet and exceed their expectations.



1.1.4 WORK FLOW MODEL
Malabar Cements contributes to the developmental activities of the State by supplying a basic
construction material. MCL has the largest dealer network in Kerala for cement sales.
Company has systems to educate the consumers about effective usage of cement and provide
after-sales services. MCL manufactures cement through the most modern dry process
method based on world-renowned German technology. The major raw materials for cement
manufacture are limestone and late rite, which are natural minerals obtained within the state.
These raw materials provide all necessary ingredients of cement like lime, silica, alumina and
iron oxide. The entire manufacturing process is computer controlled from a central control
room and stringent quality control measures are applied at all stages of production. They are
in the process of installing X - Ray Analyzer for better quality control.. The process generally
involves three stages of production.

1. Raw meal production.

The limestone obtained from captive mines is enriched with higher quality limestone
procured from nearby states as and when required. The raw mix normally contains 95%
limestone and 5% laterite. The raw materials are crushed to around 20-25 mm size and the
proportioned raw materials are ground in a ball mill in dry condition to a very fine powder.
The resultant product is called raw meal and is stored in concrete silos where it is
pneumatically homogenized to get a uniform product.

2. Clinker production

Clinker is produced in a rotary kiln, which is a cylindrical steel shell of 65m length and
diameter 4.2m, lined with refractory bricks. The kiln is inclined at 3% and set rotating at a
speed of 2 – 2.2 rpm. It is provided with a 4-stage multi cyclone pre-heater system through
which the homogenized raw meal is fed to the kiln inlet by means of belt bucket elevators.
The Kiln is fired with pulverized coal and maintained at a temperature of about 1450oC. In
the pre-heater and kiln, the raw meal undergoes a series of physical as well as chemical
changes giving rise to the cement minerals. The resultant product in nodular form obtained



from the kiln is called clinker. Clinker is immediately quenched in the clinker cooler to
stabilize its properties and stored in the clinker stockpile.

3. Cement production.
Cement is produced by grinding clinker with 3-5% gypsum in a closed circuit ball mill to
required fineness. Gypsum is added to control the setting properties of cement. Grinding
clinker and gypsum produces ordinary Portland cement (OPC). Fly ash / Slag at required
proportion is ground along with clinker and gypsum to produce Portland Pozzolana cement
(PPC) / Portland slag cement (PSC). The ground cement is stored in concrete silos and
packed in 50 Kg bags using electronic packing machines.

1.1.5 CERTIFICATIONS AND ACHIEVMENTS

ISO CERTIFICATION
IS/ISO 9002: 1994 certification obtained in November 1996.
Changed over to the revised standard ISO 9001: 2000 in August 2003.

Awards

 Kerala State Pollution Control Board Award - 1990-91
 Secured first State award for Energy conservation – 1992
 VSSC Rolling Trophy for safety measures - 1994 & 1995
 NCBM National Award for the Best improvisation
in energy – 1998
 Kerala State Energy Conservation Award – 1998
 Govt. of Kerala awarded for outstanding
achievement in Pollution abatement – 2007
 Introduced ERP system for integrated operation of all functional areas-2007
 Kerala Trade Award of Kerala Government - 2010



1.2 Research problem statement
Malabar cements is one of the most predominant and biggest cement industry in
Kerala located in walayar, Palakkad district. It has all-around more than 1000 numbers of
employees working there in different departments. Human Resources Management (HRM) is
the strategic management of the employees, who individually and collectively contribute to the
achievement of the strategic objectives of the organization. Human resource is the most
important factor for any organization and success of any Organization is depending upon its
resource. It will adversely affect the organization, if human resource of organization is not
happy with 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. The research studies reveal that in this
industry the Role of Human Resource Management in Total Quality Management. These
issues raise the following questions: what is the role of the employees in TQM,

How much is the level of commitment of employees towards work? Is there right
environment to work?



1.3 Objectives
To seek answers to the questions raised above, the following objectives are framed.

To find the degree of TQM implemented in the organization.
To study the level of commitment of employees toward their work
To find out factors influencing the commitment.



1.4 Research Methodology
Research methodology is a way to solve the research problem in a systematic manner. A
questionnaire was designed major emphasis of which was gathering new ideas, information
or insight so as to determine and bind out solution to the problems. The project has been
considered for the primary source of the data as well as the secondary source of the data is
been described in detail.

a) Research design

Study is both analytical and descriptive in nature. The present study is for collecting
information relating to the role of Human Resource Management in Total Quality
Management.

b) Source of the data
The primary and secondary sources are used to study. Primary data collected through ;
 Questionnaire.

 Direct observation

 Listening to the general talks by the experts in the organization

 Unstructured interview

The data is tabulated and presented suitably. To make this study a complete one, secondary
data is collected from various magazines, journals, news review and the internet.

c) Research instrument

Questionnaire has been used to gather the information from the Employees of Malabar
Cements Ltd. It includes both open and closed questions. Discussions with experts have been
made for the better understanding as well as in analyzing.



d) Sample size and population
There are 120 employees, who are working in the Production Department. Data have been
collected from 40 employees. The questionnaire was utilized to obtain information from the
employees in the production department of Malabar Cements Ltd regarding the role of
Human Resource Management in Total Quality Management.

e) Statistical tools
Simple percentage method has been applied in analysis and interpretation of the data. Charts,
Tables, Graphs, and Diagrams were used for the clear and specific representation of
information.

1.5 Limitations of the Study
Projects are based on estimates, assumptions and primary data, which are collected
from the employees of Malabar Cements Ltd in the Production department. Information as
given by them may be biased in nature. Employees in Production department are alone
included in the sample of the study. Hence, the results cannot be generalized.

Employees of the organization hide the fact
Employees have a fear ,whether it would affect their job
Employees in the Production department are alone included



Chapter II

Review of literature



2.1 Total Quality Management
Total Quality Management (TQM) is defined both a philosophy and a set of guiding
principles that represent the foundation of a continuously improving organization. Total
Quality Management integrates fundamental management techniques, technical tools and
existing improvements in a disciplined manner.TQM is the art of managing the whole to
achieve excellence.TQM is not a programme for a specific period, but it is the way of life
focused towards continuous improvement of an organization.
Total Quality Management is an approach that tries to achieve and sustain long term
organizational success by encouraging employee feedback and participation, satisfying
customer needs and expectations, respecting societal values and beliefs, and obeying
governmental statutes and regulations.
Total Quality Management aims to do things right from the first time, rather than need
to fix problems after they emerge or fester.TQM may operate within quality circles, which
encourage the meeting of minds of the workforce in different departments in order to improve
production and reduce wastage.
Total Quality Management means that the organization‘s culture is defined by and
supports the constant attainment of customer satisfaction through an integrated system of
tools, techniques and training. This involves the continuous improvement of organizational
processes resulting in high quality products and services.

Quality
The word quality has many different meaning ranging from conventional to those that are
strategic in nature. Conventional meaning of quality usually describes a quality product as
one which looks good, work well, which is reliable etc. Strategic meaning of Quality is
concerned with ―meeting customer requirements‖. When a manufacturer is able to meet the
exact requirements of the customer consistently then it is called as Quality. Quality then need
not always mean good, reliable, long lasting etc. If the manufacturer provides what the
customer demands (good or bad) then that is quality.



Definition of Quality
According to Crosby ―Quality is the conformance to requirements or specifications‖
A more general definition of quality is given by Juran which is ―Quality is fitness for use‖
Definition by Feigenbaum: Quality is the total composite product and service characteristics
of marketing, engineering, manufacturing, and maintenance through which the product and
service in use will meet the expectation of the customer.

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
custo

2.2 Total Quality Management — Primary Elements
Total quality management can be summarized as a management system for a customer-
focused organization that involves all employees in continual improvement. It uses strategy,
data, and effective communications to integrate the quality discipline into the culture and
activities of the organization.

Customer-focused
The customer ultimately determines the level of quality. No matter what an
organization does to foster quality improvement—training employees, integrating quality
into the design process, upgrading computers or software, or buying new measuring
tools—the customer determines whether the efforts were worthwhile.

Total employee involvement
All employees participate in working toward common goals. Total employee
commitment can only be obtained after fear has been driven from the workplace, when
empowerment has occurred, and management has provided the proper environment. High-
performance work systems integrate continuous improvement efforts with normal business
operations. Self-managed work teams are one form of empowerment.



Process-centered
A fundamental part of TQM is a focus on process thinking. A process is a series of
steps that take inputs from suppliers (internal or external) and transforms them into outputs
that are delivered to customers (again, either internal or external). The steps required to
carry out the process are defined, and performance measures are continuously monitored
in order to detect unexpected variation.

Integrated system
Although an organization may consist of many different functional specialties often
organized into vertically structured departments, it is the horizontal processes
interconnecting these functions that are the focus of TQM.

Micro-processes add up to larger processes, and all processes aggregate into the business
processes required for defining and implementing strategy. Everyone must understand the
vision, mission, and guiding principles as well as the quality policies, objectives, and
critical processes of the organization. Business performance must be monitored and
communicated continuously.

Every organization has a unique work culture, and it is virtually impossible to
achieve excellence in its products and services unless a good quality culture has been
fostered. Thus, an integrated system connects business improvement elements in an
attempt to continually improve and exceed the expectations of customers, employees, and
other stakeholders.

Strategic and systematic approach
A critical part of the management of quality is the strategic and systematic approach
to achieving an organization‘s vision, mission, and goals. This process, called strategic
planning or strategic management, includes the formulation of a strategic plan that
integrates quality as a core component.



Continual improvement
A major thrust of TQM is continual process improvement. Continual improvement
drives an organization to be both analytical and creative in finding ways to become more
competitive and more effective at meeting stakeholder expectations.

Fact-based decision making
In order to know how well an organization is performing, data on performance
measures are necessary. TQM requires that an organization continually collect and analyze
data in order to improve decision making accuracy, achieve consensus, and allow
prediction based on past history.

Communications
During times of organizational change, as well as part of day-to-day operation,
effective communications plays a large part in maintaining morale and in motivating
employees at all levels. Communications involve strategies, method, and timeliness.

These elements are considered so essential to TQM that many organizations define
them, in some format, as a set of core values and principles on which the organization is to
operate.



2.3 Important Principles of Total Quality
Management
Total Quality Management (TQM) is an approach that organizations use to improve
their internal processes and increase customer satisfaction. When it is properly implemented,
this style of management can lead to decreased costs related to corrective or preventative
maintenance, better overall performance, and an increased number of happy and loyal
customers.

However, TQM is not something that happens overnight. While there are a number of
software solutions that will help organizations quickly start to implement a quality
management system, there are some underlying philosophies that the company must integrate
throughout every department of the company and at every level of management. Whatever
other resources you use, you should adopt these seven important principles of Total Quality
Management as a foundation for all your activities.

1. Quality can and must be managed

Many companies have wallowed in a repetitive cycle of chaos and customer
complaints. They believe that their operations are simply too large to effectively manage the
level of quality. The first step in the TQM process, then, is to realize there is a problem and
that it can be controlled.

2. Processes, not people, are the problem

If your process is causing problems, it won‘t matter how many times you hire new
employees or how many training sessions you put them through. Correct the process and then
train your people on these new procedures.



3. Don’t treat symptoms, look for the cure

If you just patch over the underlying problems in the process, you will never be able to fully
reach your potential. If, for example, your shipping department is falling behind, you may
find that it is because of holdups in manufacturing. Go for the source to correct the problem.

4. Every employee is responsible for quality

Everyone in the company, from the workers on the line to the upper management,
must realize that they have an important part to play in ensuring high levels of quality in their
products and services. Everyone has a customer to delight, and they must all step up and take
responsibility for them.

5. Quality must be measurable

A quality management system is only effective when you can quantify the results.
You need to see how the process is implemented and if it is having the desired effect. This
will help you set your goals for the future and ensure that every department is working
toward the same result.

6. Quality improvements must be continuous
Total Quality Management is not something that can be done once and then forgotten.
It‘s not a management ―phase‖ that will end after a problem has been corrected. Real
improvements must occur frequently and continually in order to increase customer
satisfaction and loyalty.



7. Quality is a long-term investment
Quality management is not a quick fix. You can purchase QMS software that will
help you get things started, but you should understand that real results won‘t occur
immediately. TQM is a long-term investment, and it is designed to help you find long-term
success.

Before you start looking for any kind of quality management software, it is important
to make sure you are capable of implementing these fundamental principles throughout the
company. This kind of management style can be a huge culture change in some companies,
and sometimes the shift can come with some growing pains, but if you build on a foundation
of quality principles, you will be equipped to make this change and start working toward real
long-term success.



2.4 Total Quality HRM Approaches
Human Resource managers can facilitate the introduction and implementation of Total
Quality Management in several ways.
Identify uses of TQM techniques
Develop communication systems for introducing TQM, and improve quality
awareness
Select, train people carefully so that they possess requisite skills for implementing
TQM.
Match appraise to TQM philosophy
Institute reward scheme for scaling new heights through TQM
Carry out employee attitude and organizational climate surveys that highlight weak
spots, point attention toward rectification efforts.
Conduct quality and ethics audits
Benchmark TQM applications with the best players in competing units and final ways
to get ahead continually
Treat TQM as a systematic and continuous way of doing business.
Top management must adopt the principles and language of quality, follow the
processes and guide others.
In the Total Quality HRM approach, all employees participate in the quality improvement
processes diligently and wholeheartedly. There is always a conscious effort to find
employees requirements to design benefits and rewards. Company‘s employees are
treated as customers. Decisions based on facts are encouraged. Importance is given to
continuous improvement through ‗small ideas‘ advanced by people working at various
levels. Cooperation among all employees is encouraged .Suggestions are welcome from
all quarters. Total Quality Human Resource Management is all about caring for people
sincerely.



Chapters III

Data tabulation & Data
analysis



Educational Qualification

3.1) Table Showing the Qualification

Qualification No. of respondents Percentage
Degree 6 15
Diploma 4 10
PG 2 5
SSLC 28 70
Total 40 100

Interpretation
From the above table, it is inferred that six (15 percent) respondents have degree
Qualification, four (10 percentage) respondents have Diploma, two (5 percent) of the
respondents are PG holders and the remaining twenty eight (70 percent) respondents have
SSLC qualification.

3.1) Chart Showing Qualification
Qualification

Degree
15% Diploma
10%

SSLC PG
70% 5%



How long have you been in this current post?

3.2) Table showing Experience

Experience No. of respondents Percentage
0-5 years 3 7.5
5-10 years 10 25
10-15 years 6 15
Above 15 years 21 52.5
Total 40 100

Interpretation
From the above table, it is inferred that three (7.5 percentage) respondents falls under 0-5
years of experiences, ten (25 percentage) of the respondents are under 5-10 years, six (15
percentage) of the respondents falls under 10-15% years, twenty one (52.5 percentage) of the
respondents are above 15 years of experiences.

3.2) Chart Showing Experience

Experience
0-5 years 5-10 years 10-15 years Above 15 years

7%

25%

53%

15%



Are you satisfied with the carrier growth that the current post provides
to you?

3.3) Table showing Satisfaction in the carrier growth

Carrier growth No. of respondents Percentage
Highly satisfied 2 5
Satisfied 22 55
Neutral 7 17.5
Dissatisfied 9 22.5
Total 40 100

Interpretation
From the above table, it is inferred that two (5 percentage) respondents are highly satisfied,
twenty two (55 percentage) respondents are satisfied, seven (17.5percentage) respondents are
neutral and nine (22.5percentage) respondents are dissatisfied with the carrier growth.

3.3) Chart showing satisfaction of employees in the Carrier growth

Carrier growth
Highly satisfied Satisfied Neutral Dissatisfied

5%
23%

17%
55%



Are you getting opportunities for personal development?

3.4) Table Showing Employees opportunities for Personal Development

Personal development No. of respondents Percentage
Always 12 30
Sometimes 21 52.5
Never 7 17.5
Total 40 100

Interpretation
From the above table, it is inferred that twelve (30 percentage) respondents are always
getting, twenty one (52.5 percentage) respondents are sometimes getting and seven (17.5
percentage) respondents have never getting opportunities for personal development.

3.4) Chart Showing Employees opportunities for Personal Development



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

3.5) Table showing employees are kept updated with changes
Communication No. of respondents Percentage
Strongly agree 9 22.5
Agree 22 55
Strongly disagree 2 5
Disagree 7 17.5
Total 40 100

Interpretation
From the above table, it is inferred that nine (22.5 percentage) respondents are strongly
agree, twenty two (55 percentage) respondents are agree, two (5 percentage) respondents are
disagree, seven (17.5 percentage) respondents are strongly disagree about the employees are
kept updated with changes.

3.5) Chart showing employees are kept updated with changes



My organization providing sufficient infrastructure facilities to work

3.6) Table showing Organization providing sufficient infrastructure

Infrastructure No. of respondents Percentage
facilities
I agree fully 14 35
I agree partially 21 52.5
I disagree fully 3 7.5
I disagree partially 2 5
Total 40 100

Interpretation

From the above table, it is inferred that fourteen (35 percentage) respondents are agree fully,
twenty one (52.5 percentage) respondents are agree partially, three (7.5 percentage)
respondents are disagree fully, two (5 percentage) respondents are disagree partially with the
infrastructure facilities of the organization.

3.6) Chart showing Organization providing sufficient infrastructure

Infrastructure
I agree fully I agree partially I disagree fully I disagree partially

5%

8%
35%

52%



Does the organization provide right environment to apply knowledge
from new programs to the job

3.7) Table showing right environment to apply employee’s knowledge

Good environment No. of respondents Percentage
Very much 13 32.5
Some what little 22 55
Not at all 5 12.5
Total 40 100

Interpretation

From the above table, it is inferred that thirteen (32.5 percentage) respondents are getting
very much, twenty two (55 percentage) respondents are getting somewhat little and five (12.5
percentage) respondents are not getting right environment to apply their knowledge.

3.7) Chart showing right environment to apply employee’s knowledge

Good environment

Not at all
13% Very much
32%

Some what little
55%



Organization is a good place to work

3.8) Table showing Organization is a good place to work

Good place to work No. of respondents Percentage
Strongly agree 10 25
Agree 26 65
Disagree 4 10
Total 40 100

Interpretation
From the above table, it is inferred that ten (25 percentage) respondents are strongly agree,
twenty six (65 percentage) respondents are agree, four (10 percentage) respondents are
disagree and no respondents to strongly disagree about the organization is a good place to
work.

3.8) Chart showing Organization is a good place to work

Strongly
Good place to work disagree
0%
Disagree
10%

Strongly agree
25%

Agree
65%



A formal career planning process exist in the organization

3.9) Table showing formal Carrier planning process exists in the
Organization

Carrier planning No. of respondents Percentage
Agree 18 45
Disagree 14 35
Strongly disagree 3 7.5
Total 40 100

Interpretation
From the above table, it is inferred that five (12.5 percentage) respondents are strongly agree,
eighteen (45 percentage) respondents are agree, fourteen (35 percentage) respondents are
disagree and three (7.5 percentage) respondents are strongly disagree about the formal carrier
planning process exist in the organization.

3.9) Chart showing formal Carrier planning process exist in the
Organization

Strongly
disagree Carrier Planning Strongly agree
8% 12%

Disagree
35%
Agree
45%



What type of relation are you having with superiors, peers and
subordinates?

3.10) Table showing type of relation with superiors, peers and subordinates

Relationship No. of respondents Percentage
Good 25 62.5
Average 15 37.5
Poor 0 0
Total 40 100

Interpretation
From the above table, it is inferred that twenty five (62.5 percentage) respondents are good,
fifteen (37.5 percentage) respondents are average and no respondents for poor relation with
superiors, peers and subordinates.

3.10) Chart showing type of relation with superiors, peers and subordinates

Relationship
Poor
0%

Average
38%

Good
62%



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

3.11) Table showing Employees comfortable with rules and policy of the
organization

Rules and Policy No. of respondents Percentage
Yes 23 57.5
No 6 15
Sometimes 11 27.5
Total 40 100

Interpretation
From the above table, it is inferred that twenty three (57.5 percentage) respondents are
comfortable, six (15 percentage) respondents are not comfortable and eleven (27.5
percentage) respondents are sometimes comfortable with the rules & policy of the
organization.

3.11) Chart showing Employees comfortable with rules and policy of the
organization

Rules & Policy
Sometimes
28%

Yes
No
57%
15%



Organization is conscious about the quality of employees?

3.12) Table showing Organization is conscious about the quality of
employees

Quality of employees No. of respondents Percentage
Strongly agree 10 25
Agree 19 47.5
Disagree 11 27.5
Total 40 100

Interpretation
From the above table, it is inferred that ten (25 percentage) respondents are strongly agree,
nineteen (47.5 percentage) respondents are agree, eleven (27.5 percentage) respondents are
disagree, no respondents to strongly disagree about organization is conscious towards the
quality of employees.

3.12) Chart showing Organization is conscious about the quality of
employees

Strongly
disagree
Quality of employees
0%

Strongly
Disagree agree
28% 25%

Agree
47%



Quality audit of the organization is effective

3.13) Table showing quality audit is effective

Quality audit No. of respondents Percentage
Agree 22 55
Disagree 11 27.5
Total 40 100

Interpretation
From the above table, it is inferred that seven (17.5 percentage) respondents are strongly
agree, twenty two(55 percentage) respondents are agree, eleven (27.5percentage)
respondents are disagree and no respondent to strongly disagree about the quality audit is
effective.

3.13) Chart showing quality audit is effective

Strongly Quality audit
disagree
0% Strongly agree
17%
Disagree
28%

Agree
55%



I get reward on good performance

3.14) Table showing employees getting reward on good performance

Reward No. of respondents Percentage
Agree 16 40
Disagree 14 35
Total 40 100

Interpretation
From the above table, it is inferred that five (12.5 percentage) respondents are strongly agree,
sixteen (40 percentage) respondent are agree, fourteen (35 percentage) respondent are
disagree and five (12.5 percentage) respondents are strongly disagree about getting reward on
good performance.

3.14) Chart showing employees getting reward on good performance

Strongly
Reward
disagree Strongly agree
13% 12%

Disagree
35% Agree
40%



Performance is properly measured in the organization

3.15 Table showing Performance is properly measured in the organization

Performance No. of respondents Percentage
Agree 15 37.5
Disagree 15 37.5
Total 40 100

Interpretation
From the above table, it is inferred that seven (17.5 percentage) respondents are strongly
agree, fifteen (37.5 percentage) respondents are agree, fifteen (37.5 percentage) respondents
are disagree, three (7.5 percentage) respondents are strongly disagree about the performance
is properly measured in the organization.

3.15 Chart showing Performance is properly measured in the organization

Strongly Performance
disagree
8%

Strongly agree
17%
Disagree
38%
Agree
37%



Chapter IV
Finding & Suggestions



4.1 Findings

1. It was found that majority of the respondents are SSLC qualified, but they have
experience in work. (Table: 3.1, 3.2 )
2. It was found that majority of the respondents are agreed with the opinion that they are
kept updated with changes. (Table: 3.5 )
3. It was found that majority of the respondents are agreed with the opinion that
organization is a good place to work. (Table: 3.8 )
4. It was found that majority of the respondents are agreed with the opinion that a formal
carrier planning process exist in the organization. (Table: 3.9 )
5. It was found that majority of the respondents are maintaining good relation with
superiors, peers and subordinates. (Table: 3.10 )
6. It was found that majority of the respondents are agreed with the opinion that
organization is conscious about the quality of employees. (Table: 3.12 )
7. It was found that majority of the respondents are obeying the rules and policy of the
organization. (Table: 3.11 )
8. Majority of the respondents are agreed with the opinion that they feel quality audit is
effective. (Table: 3.13 )
9. It was found that majority of the respondents are agreed with the opinion that they are
getting reward on good performance. (Table: 3.14 )
10. There is a mixed opinion that performance is properly measured in the organization.
(Table: 3.15 )
11. Majority of the respondents are satisfied in the carrier growth, but not satisfied in
their personal development. (Table: 3.3, 3.4)
12. It was found that majority of the respondents are not fully satisfied in the
infrastructure fecilities. (Table: 3.6 )
13. It was found that majority of the respondents are not getting sufficient opportunities
for applying their knowledge. (Table: 3.7 )



4.2 Suggestions

1. It can be suggested to provide opportunity to the employees of the organization to
express their ideas or whatever they want to express.

2. The vision, mission and goal may be clearly conveyed to the employees.

3. Employees may be allowed to participate in the managerial activities to create
transparency among them thereby improving their performance.

4. It can be suggested to give due importance to mental relaxation and social cultural
development of an employees who strives hard for the company.

5. Reward or appreciation works as magic for an individual and motivates them for
work.

6. There may be regular review and comparison of current & past performance to detect
gradual deterioration in the strategy.

7. There may be more focused training programmes towards the personal development
of employees.

8. The company may provide more opportunities to apply employee‘s knowledge.



4.3 Summary
From this project, I am concluding that human resource management has a great role in Total
Quality Management based on the study conducted in Malabar Cements Ltd, Walayar. As a
management student I realized that product quality checking in each hour. They are making
changes in their product, if there is any deviation from the standard quality. During the
interview around data collected through questionnaire from 40 non-managerial employees.
The company assessing the performance of employees on yearly basis and giving various
training programs. The company providing safety gears like shoes, mask, safety equipments,
etc to employees. In a TQM effort, all members of an organization participate in improving
processes, products, services and the culture in which they work. TQM focuses on quality
improvement and ultimately achieve customer satisfaction. This can be done by an
organization through its internal customers, i.e. employees who are the real and as important
customers for an organization as its external customers.



Bibliography

http://managementhelp.org/quality/total-quality-management.htm

http://www.isixsigma.com/methodology/total-quality-management-tqm/eight-
elements-tqm/

http://managementhelp.org/quality/total-quality-management.htm
B.Senthil Arasu and J. Praveen Paul, ―Total Quality Management, 2nd edition‖
Chennai, Scitech publications Pvt Ltd,2009, PP 1.1-1.7
K.Shridhara bhat, ―Total Quality Management‖ Mumbai, Himalaya publishing
house,2002, PP 53-70
Dr.CR Kothari, ―Research Methodology‖, New age international publications,
Second edition, 2004, ISBN 8122415229



Questionnaire
A project study on the “Role of HRM in TQM” in Malabar Cements Ltd in walayar, is under
taken for the academic purpose and the information provided for the study are kept in strict
confidential and only for the purpose of the study. Please fill the questionnaire and return.

1. Name :

2. Age :

3. Designation :

4. Educational Qualification :

Degree Diploma PG Others

5. How long have you been in this current post?

0-5years 5-10years 10-15years above 15years

6. Are you satisfied with the carrier growth that the current post provides to you?

Highly satisfied Satisfied Neutral Dis-satisfied

7. Are you getting opportunities for personal development?

Always Sometimes Never

8. Employees are kept updated with changes in job skills & job designs?
Strongly Agree Strongly disagree
Agree Disagree

9. My organization providing sufficient infrastructure fecilities to work

I agree fully I disagree fully
I agree partially I disagree partially

10. Does the organization provide right environment to apply your knowledge
from new programs to the job?
Very much Some what Little
Not at all



11. Organization is a good place to work
Strongly Agree Disagree
Agree Strongly Disagree

12. A formal career planning process exist in the organization
Strongly Agree Disagree
Agree Strongly Disagree

13. What type of relation are you having with your superior, peers and
subordinates?
Good Average Poor

14. Do you feel comfortable with rules and policy of the organization?
Yes No Sometimes

15. Organization is conscious about the quality of employees?
Strongly agree Agree Disagree Strongly disagree

16. Quality audit of the organization is effective

17. I get reward on good performance

18. Performance is properly measured in the organization

Thank you for your kind co-operation.


2

Recommended

Recommended

More Related Content

Viewers also liked

Viewers also liked (15)

Similar to 2

Similar to 2 (20)

2