PurposeThe main objectives of the present research were to: look at the strategic role‐played by the HR professionals at various stages of TQM implementation; identify precisely how do they operate as internal consultants; study the interface between HRD and other departments to support TQM; and uncover various human resources challenges associated with TQM implementation in the sample organization.Design/methodology/approachData were collected both from the primary and secondary sources. The secondary data had been retrieved from the sources like the files, records, and documents, Annual Reports of the Company. Nevertheless, the analysis made is primarily based upon findings of the structured interview held with the senior executives of the HRD and Personnel Department, TQM‐ISO Cell, and other Supporting Departments, and trade unionist leaders.FindingsThe study finds out that the HR professionals helped out the top management in aligning HR and quality policies; formulating quality friendly policies, systems and procedures; crafting and communicating the TQM mission and vision; generating quality awareness among employees; get organized the organization as well as employees for TQM implementation; developing managerial support to quality action plans (QAPs); organizing quality workshops and TQM training programs; and shifting the conventional mind‐set of employees, etc. in the sample organization. They act as internal consultants to other departments in quality matters. Implementation of TQM in the company has engendered a number of HR challenges for instance, motivating knowledge workers, mobilizing key managerial personnel, obtaining employees satisfaction, overcoming communication barriers, resolving problems associated with PSU trappings and vastness of the organization, etc.Research limitations/implicationsThe study on its face appears to be limited as it is carried out in a single Indian organization, i.e. Rashtriya Ispat Nigam Limited/Vishakhapatnam Steel Plant. Thus, its findings cannot be generalized.Practical implicationsThe study prescribes certain HR strategies to strengthen the TQM‐HRM bondage in the company.Originality/valueThe findings are very useful from the standpoint of HR professionals.

Total Quality Management (TQM) is a never ending process of improving work processes. It operates according to the premise that organisations cannot rest comfortably without continuously improving whatever is being done. There has to be a culture of continuous improvement and everyone in the organisation must strive towards it. This could be accomplished only through continuous training. The present study seeks to examine the role of training as well as measuring its effectiveness for successful implementation of TQM. For this purpose, data have been retrieved from a public sector enterprise manufacturing crude steel in India. The findings of the study are based purely on primary survey. Pearson's Correlation Coefficient with their significance levels have been used to measure the effectiveness of TQM training and the correlation between TQM training and selected factors. The authors have found that training creates awareness, builds employees' commitment to quality policy and strategy, facilitates teamwork, enhances performance standards, and bolsters the skills and abilities of employees. However, the organisation needs to focus more upon improving communication competencies, multiple skill development and customer value training. Successful TQM training in the organisation needs more budgetary allocation and commitment, support and enthusiasm of the top management.

This article examines the role of various economic, socio-psychological and sociological factors that influence a salesperson's intention to share knowledge with other salespersons. The research framework is based on the original theory of reasoned action developed by Fishbein and Ajzen in 1975. Data were gathered through questionnaires involving 164 respondents across sectors. Measure validation and model testing were conducted using Partial Least Square (PLS) Graph Version 3.0. Results indicate that subjective norm (SN) followed by attitude towards knowledge sharing (KS) has the strongest influence on intention of salespeople to share knowledge. Among factors that affect attitude towards KS, perceived reputation enhancement has the strongest impact followed by other salient variables, such as perceived loss of knowledge power, organizational commitment and anticipated reciprocal benefits. This testifies that before engaging in KS, employees carefully weigh in the benefits and costs involved in the process. Negative and insignificant relationship is found between perceived organizational incentives and attitude towards KS. SN in context of KS is strongly influenced by factors, such as sense of self-worth followed by organizational climate.

PurposeThe present study aims at investigating mediating–moderating effect of job satisfaction between structural empowerment and organisational citizenship behaviour.Design/methodology/approachThe study was conducted using standardised questionnaires. Responses were gathered from 178 auxiliary nurse and midwives working in primary health care centres in Chirang and Kokrajhar districts of Assam. Census method of data collection was adopted. The mediating–moderating effect of job satisfaction was assessed using the structural equation modelling.FindingsStructural equation modelling result shows that structural empowerment has significant and positive effect on job satisfaction (0.68) and organisational citizenship behaviour (0.37). Job satisfaction has significant and positive effect on organisational citizenship behaviour (0.39). Job satisfaction significantly mediates-moderates (0.23) between structural empowerment and organisational citizenship behaviour.Research limitations/implicationsGiven the only female auxiliary nurse and midwives and comparatively small sample obtained in this study, no attempt should be made to generalise these findings to other nurses or organisations. All data were obtained through a self-report survey, presenting a possibility for common method bias.Practical implicationsPromoting structural empowerment may help medical officer (supervisor) to increase auxiliary nurse and midwives’ level of job satisfaction and promote organisational citizenship behaviour.Originality/valueThis is the first study conducted on the mediating–moderating effect of job satisfaction on the relationship between structural empowerment and organisational citizenship behaviour among auxiliary nurse and midwives workings in rural and semi-urban areas in Assam (India).