The document discusses human resource practices in organizations implementing total quality management (TQM). It covers key areas like employee involvement, training and development, selection, performance appraisal, compensation, and building a quality-oriented human resource system. The goal is to align HR practices with organizational objectives, build skills, empower employees, and promote continuous improvement through a strategic, team-based approach.

1. Chapter 5
Human Resource Practices
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2. Human Resource Development And
Management
The Human Resource Focus Category examines how an
organization motivates and enables employees to develop
and utilize their full potential in alignment with the
organization’s overall objectives and action plans. Also
examined are the organization’s efforts to build and
maintain a work environment and an employee support
climate conducive to performance excellence and to
personal and organizational growth.
1 Work Systems
2 Employee Education, Training, and Development
3 Employee Well-Being and Satisfaction
a. Work Environment
b. Employee Support and Satisfaction
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3. Involvement
A Central Idea Of Human Resource Utilization
• Employee Involvement - any activity by which
employees participate in work-related decisions
and improvement activities, with the objectives
of tapping the creative energies of all employees
and improving their motivation
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4. Levels of Employee Involvement
1. Information sharing 5. Inter-group problem
2. Dialogue solving
3. Special problem solving 6. Focused problem solving
4. Intra-group problem 7. Limited self-direction
solving 8. Total self-direction
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5. Advantages of Involvement
• Replaces adversarial • Helps people
mentality with trust understand quality
and cooperation principles and
instilling them into the
• Develops skills and organization’s culture
leadership abilities • Allows employees to
• Increases morale and solve problems at the
commitment source
• Fosters creativity and • Improves quality and
innovation productivity
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6. Training and Development
• Increase involvement means more
responsibility, which in turn requires a
greater level of skill. This must be achieve
through training. A TQM company
providing clinical research service,
encourages employees to make changes in
processes in order to minimize and
eliminate errors early in work process.
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7. Quality Training Curricula
• Quality awareness • Meeting customer
• Leadership requirements
• Project management • Process analysis
• Communications • Process simplification
• Teamwork • Waste reduction
• Problem solving • Cycle time reduction
• Interpreting and using • Error proofing
data
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8. Selection
Selection is choosing from a group of
potential employees (or placement from
existing employees) the specific person to
perform a given job.
Theory Process: decide what the job
involves and what abilities are necessary.
Techniques: ability tests, personality test,
interview, assessment centers.
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9. Selection Process in TQM
Environment
• Determined Job requirement by job analysis
• Identify skill and abilities required
• Compared qualification to job requirement
• Evaluate attitude, values, personality type,
analytical ability
• Problem-solving ability.
• Pareto analysis
• Performance in quantitative work demand
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10. Performance Appraisal
• How you are measured is how you perform!
• Conventional appraisal systems
– Focus on short-term results and individual
behavior; fail to deal with uncontrollable
factors
• New approaches
– Focus on company goals such as quality and
behaviors like teamwork
– 360-degree feedback; mastery descriptions
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11. Measuring Employee
Satisfaction and Effectiveness
• Satisfaction
– Quality of worklife, teamwork, communications,
training, leadership, compensation, benefits,
internal suppliers and customers
• Effectiveness
– Team and individual behaviors; cost, quality, and
productivity improvements; employee turnover;
suggestions; training effectiveness
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12. Compensation Systems
• Compensation
– Merit versus capability/performance
based plans
– Gain sharing
• Recognition
– Monetary or non-monetary
– Formal or informal
– Individual or group
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13. Individual Or Team Compensation
• Give both individual and team awards
• Involve everyone
• Tie rewards to quality
• Allow peers and customers to nominate and
recognize superior performance
• Publicize extensively
• Make recognition fun
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14. Total Quality Oriented Human
Resource Management
• Quality work the first time
• Focus on the customer
• Strategic holistic approach to
improvement
• Continuous improvement as a way of life
• Mutual respect and teamwork
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15. Many Reason Have Offered As the Cause
of Poor Performance in Organizations
• System failure • Lack of necessary
• Misunderstanding of knowledge or skill
job expectations • Lack of appropriate
• Lack of awareness consequences for
about performance performance
• Lake of time, tools, or • Bad fit for job
resources to succeed • Worst compensation
system
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