Exploring human resource work design, learning mechanism and TQM: through the lens of activity theory and contextual learning theory

Abstract

PurposeThis research examines the effects of the context on the relationship between work design, learning mechanism and total quality management (TQM). The exploratory study examines the differential effects in context on how human resources and their activities are strategically managed for achieving TQM. Two theoretical frameworks – activity theory and contextual learning theory – are concurrently used for analysis. Specifically, the manufacturing companies, the authors examine are (1) technology-intensive company which has bought technology from a global foreign establishment (MU1), (2) technology-intensive companies having their own technology (MU2) and (3) labor-intensive units (MU3) of varying organizational sizes.Design/methodology/approachThis case study-based research consists of 27 in-depth interviews with managers and employees of different hierarchies in each manufacturing unit. The authors interviewed them using semi-structured questions that were pre-validated by five senior HR experts from the manufacturing industry. Document analysis, multiple site visits and website content helped triangulation. The data are coded and analyzed using Dedoose software for qualitative research.FindingsActivity diagrams for each manufacturing unit provides task and interaction analysis. Within and cross-case analysis address complexity and challenges of contextual reality, influences on work design and learning mechanism. HRD executives must recognize that there may be well-differentiated learning behaviors that align with organizational strategy. The learning behaviors may not be well-differentiated and become very dynamic. This dynamism may be characterized by double loop and single-loop learning feeding into each other.Practical implicationsThis study provides substantial practical implications for HRD and other managers in the manufacturing sector.Originality/valueThe new theoretical framework adds to organizational behavior studies through multi-level and cross-contextual approach. It informs strategic combinations and interactions between internal and external context, and learning needs implicating work design and TQM.

Relationships between human resource management practices, employee satisfaction, service quality, and employee service behavior in the hotel industry

“…Many HR scholars have emphasized that in service businesses, quality improvement must be concentrated on recruitment, training, development, and compensation policies (Chand & Katou, 2007). It is also true that an organization's competitive edge in a labor-intensive industry can come from excellent human resource management (Ajgaonkar et al, 2022;Schneider & Bowen, 1993). Schneider (1994) found a significant relationship between customer assessment of service quality and employee perception of HRM practices.…”

The moderating effect of knowledge-sharing on learning organisation and quality improvement practices

“…As indicated previously, a negative approach with respect to training was recognised as a main obstacle in implementing a QI initiative (Holden et al, 2021). Training is an instrument that assists a firm to attain its TQM objectives and to adhere to the needs of its clientele (Ajgaonkar et al, 2021). Action from medical researchers to enable shared learning concludes that speculating on their function as advisors, as well as communicated and/or formal training, could form a section of a medical research training agenda, as it could enhance their efficacy as agents in QI (van Dijk et al, 2018).…”

An integrated learning framework of corporate training system: a grounded theory approach

“…Hence, unlike in the past, present working context entails the need for a soft-driven and feedback-based extensive learning typology. A positive relationship between soft side of TQM, corporate training and organizational learning can be stressed accordingly (Ajgaonkar et al, 2022;Cucino et al, 2022). Yet, there is limited evidence on the following:…”

“…In this line, managerial literature on quality highlights how training is essential and urgent to advance employees (Ajgaonkar et al ., 2022; Fannon et al ., 2022), making them able to better perform their roles in accordance with goals to be achieved in a changing competitive scenario (Singh and Ahuja, 2015). Accordingly, training can boost employee motivation, generating self-efficacy and volition towards organizational excellence improvement (Swanson, 2001; Wang et al ., 2018).…”

“…Hence, unlike in the past, present working context entails the need for a soft-driven and feedback-based extensive learning typology. A positive relationship between soft side of TQM, corporate training and organizational learning can be stressed accordingly (Ajgaonkar et al ., 2022; Cucino et al ., 2022). Yet, there is limited evidence on the following:Training programmes’ effectiveness is a still fragmented issue in literature (Bernardino and Curado, 2020);Managerial literature disapproves available human resources evaluation models assumptions due to deterministic cause–effect relationships among variables involved (Sitzmann and Weinhardt, 2019);Training and learning are mainly framed as internal processes to firms, forgetting the social dimension firms themselves inhabit (Jiménez-Jiménez et al ., 2015) andLack of a multi-stakeholder and multi-level perspective able to co-create value on the whole socio-economic ecosystem together with institutions and social actors (Barile et al ., 2021).…”