Total quality human resources management (TQHRM) focuses on employee empowerment through alignment, authority, capability, and commitment. The traditional HR approach differs from TQHRM in its process and content characteristics. TQHRM has a consulting role rather than unilateral role and focuses on decentralization, development, holistic systems rather than compartments, and satisfaction measures rather than performance measures alone. Companies are realizing the importance of employee involvement for quality. To implement TQHRM, organizations must take steps to achieve employee alignment, authority, capability and commitment such as ensuring employees understand strategies and removing barriers to authority. Eastman Chemical successfully designed an employee development system and empowered management system that provided ongoing development, coaching and feedback to employees to
Regarding Total quality human resource management,this would be helpful to the people who want to understand how the total quality is maintained in the hr field.
Action learning OD interventions - Organizational Change and Development - M...manumelwin
Action learning is an approach to solving real problems that involves taking action and reflecting upon the results.
The learning that results helps improve the problem-solving process as well as the solutions the team develops.
Regarding Total quality human resource management,this would be helpful to the people who want to understand how the total quality is maintained in the hr field.
Action learning OD interventions - Organizational Change and Development - M...manumelwin
Action learning is an approach to solving real problems that involves taking action and reflecting upon the results.
The learning that results helps improve the problem-solving process as well as the solutions the team develops.
The od journey of TCS - Case study - Organizational Change and Development - ...manumelwin
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Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.
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The od journey of TCS - Case study - Organizational Change and Development - ...manumelwin
Teach-Train-Transfer workshop by expert OD consultants- to explore means of institutionalizing goal-oriented performance management organization.
Personal Score Card-clearly outlined what would define goals, outputs, performance management, Economic Value adds & the ways and means for facilitating goal alignment.
Training and development - Individual OD interventions - Organizational Chan...manumelwin
Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.
Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.
Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate
Down sizing structural od intervention - Organizational Change and Develop...manumelwin
This intervention reduces costs and bureaucracy by decreasing the size of the organization through personnel layoffs, organization redesign, and outsourcing.
Leading & Managing Transformational ChangeDavid Moon
Successful transformational change requires leaders throughout the organization to focus relentlessly and courageously in three areas: align the organization by building clarity and commitment, equip the organization for future success and maintain the diligence, courage and a bias for action to sustain the change
Introduction to Organizational Development Organizational Change and Develop...manumelwin
The term organizational development was coined by Richard Beckhard in the mid-1950s.
Organizational development is an acronym of two words i.e., organization and development.
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2. Introduction
Total quality human resources management (TQHRM) is “an approach to human
resources management that involves many of the concepts of quality management.” The
primary goal of TQHRM is employee empowerment. Several differences exist between
the traditional human resources approach and TQHRM. Thomas Foster developed a table
that was adapted from an article by Cardy and Dobbins. The table lists the major
differences between traditional HRM and TQHRM. The key points offered by Dr. Foster
are listed in Table 1.
Table 1
HR versus TQHRM
Traditional HRM TQHRM
Process Characteristics Unilateral role Consulting role
Centralization Decentralization
Pull Release
Administrative Developmental
Content Characteristics Nomothetic Pluralistic
Compartmentalized Holistic
Worker-oriented System-oriented
Performance measures Satisfaction measures
Job-based Person-based
Source: Adapted from S. Thomas Foster, quot;Managing Quality an Integrative Approach.quot; Prentice-Hall: New Jersey, 2001. P.21
The TQHRM approach focuses on providing employee empowerment through
alignment, authority, capability, and commitment. As Juran states:
“The full potential of employee empowerment is realized in the empowered organization,
when employees: align their goals with appropriate higher organization purpose; have the
authority and opportunity to maximize their contribution; are capable of taking
appropriate action; are committed to the organization’s purpose; and have the means to
achieve it.”
Companies are beginning to realize that employee involvement is critical to product and
service quality, and thus essential to the total quality management strategy.
3. How to implement TQHRM
The primary goal of TQHRM is to provide an atmosphere that promotes
employee empowerment. Empowerment requires the alignment, authority, capability, and
commitment of employees. In order to achieve these goals, Juran has identified several
steps that must be taken to achieve each goal.
Alignment. Alignment can be realized if employees:
• Know the needs of customers and stakeholders
• Know, concur in, and be prepared to contribute effort to organization strategies,
goals, objectives, and plans
Authority. In order for employees to the have the authority and opportunity to contribute
to the organization, the following steps are required:
• Individual authority, responsibility, and capability are consistent
• Barriers to successful exercise of authority have been removed
• The necessary tools and support are in place
Capability. Employee capability can be developed through:
• Organizational training initiatives
• Educational development
Commitment. An organization must earn the commitment of employees through:
• Reinforcement
• Recognition
• Rewards
4. TQHRM in Action
Eastman Chemical Company is an excellent example of TQHRM in action.
Eastman Chemical designed an “employee development system” for employee
development and coaching to replace its traditional performance appraisal system. Table
2 shows the new process.
Table 2
Agree on Job Assess Document
Expectations Employee Development
Performance Plan
Coaching Feedback
Ongoing
Development
Improved
Employee
Contribution Assignments Personal
projects Development Unplanned
Activities Development
Mgmt. Process for Needs
Successful Execution
Feedback
Done every 6 months
Done on an ongoing basis
In addition to the employee development system, Eastman Chemical was successful in
implementing an empowered management system to aid in the successful management of
employees in an empowered environment. Eastman Chemical identified the specific
changes that needed to be made to its traditional human resources management style in
order to implement TQHRM. They then set up guidelines and training programs to ensure
that these changes were made.
5. More Information
Several resources are available on the topic of total quality human resources
management. Here is a list to get you started:
1. Baldrige National Quality Program, 2002. “Criteria for Performance Excellence.”
<http://www.quality.nist.gov>
2. Cardy, R. and Dobbins, G.H. “Human Resources Management in a Total Quality
Environment: Shifting from a Traditional to a TQHRM Approach.” Journal of
Quality Management 1, no. 1 (1996)
3. Foster, S. Thomas. Managing Quality: An Integrative Approach. Prentice-Hall,
New Jersey; 2001.
4. Juran, Joseph M. “Human Resources and Quality.” Exerpted from: Juran’s
Quality Handbook, 5e. McGraw-Hill, 1999.