HR utilization and quality improvement: the reality and the rhetoric – the case of Greek industry

Vouzas, Fotis

doi:10.1108/09544780410523026

Cited by 33 publications

(42 citation statements)

References 37 publications

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“…Generally speaking, the results in Table I are not very much in line with those of Palo and Padhi (2005), Yang (2006) and Boon et al (2007). Not surprisingly, the above results of the present study are consistent with Vouzas's (2004) study findings in Greece. In that study, Vouzas (2004) pointed out that "HR management practices always were neglected and this was expected to apply in the majority of the organizations studied".…”

Section: Sample and Proceduressupporting

confidence: 93%

“…Not surprisingly, the above results of the present study are consistent with Vouzas's (2004) study findings in Greece. In that study, Vouzas (2004) pointed out that "HR management practices always were neglected and this was expected to apply in the majority of the organizations studied". In general, the possible reasoning for the lack of significant effects of the aforementioned HRM practices on TQM practices is that the HRM system in the investigated organizations is based on a piecemeal practice rather than a fully integrated system.…”

Section: Sample and Proceduressupporting

confidence: 93%

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Human resource management and total quality management linkage – rhetoric and reality

Abu-Doleh

2012

International Journal of Commerce and Management

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Article information:To cite this document: Jamal Daoud Abu-Doleh, (2012),"Human resource management and total quality management linkagerhetoric and reality", If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate the impact of human resource management (HRM) practices on the implementation of total quality management (TQM) practices, on the one hand, and to investigate the impacts of HRM and TQM practices on the organizational quality performance, on the other. Design/methodology/approach -Data were collected through a survey designed to be answered by human resource managers and quality managers. Data were analyzed by means of descriptive statistics and correlation analysis. Findings -HRM practices such as training and development, employee career planning, and recruiting and selection had the greatest significant influences on the implementation of TQM. The results of the study also reveal that HRM practices and TQM practices have a significant effect on organizational quality performance, especially employee quality awareness, customer satisfaction, and company image.Research limitations/implications -The sample of the study was not large enough to permit the use of any sophisticated statistical analysis. Further research should be considered in order to gather more information about HRM and TQM linkages in different business industries. Practical implications -The HRM system and TQM system should be aligned with corporate strategy to ensure that HRM and TQM practices are in congruence with each other. Also, there should be evidence of existence of an integrated system for assessing the success of these practices. Originality/value -The paper offers insights into the linkage between HRM and TQM practices, focusing on Jordan. Therefore, this paper offers some useful suggestions that may lead to translating quality rhetoric into concrete business practice.

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Section: Sample and Proceduressupporting

confidence: 93%

Section: Sample and Proceduressupporting

confidence: 93%

Human resource management and total quality management linkage – rhetoric and reality

Abu-Doleh

2012

International Journal of Commerce and Management

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“…Despite the importance of HRM in the TQM system, the personnel function has been seriously neglected for years and the role of the personnel department overlooked (Vouzas, 2004). In the OM literature there is relatively little empirical evidence to support this relationship (Yang, 2006).…”

Section: Tqm and Hrmmentioning

confidence: 99%

The performance effect of HRM and TQM: a study in Spanish organizations

Jiménez

Costa

2009

International Journal of Operations &Amp; Production Management

100

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Purpose -The purpose of this paper is to look at human resource management (HRM) as a key element in the implementation of total quality management (TQM). This paper empirically tests the HRM practices that best fit this philosophy. Design/methodology/approach -The results of an empirical study of 706 companies are analyzed using structural equation methodology. The practices that are used to construct the framework for analysing approaches to HRM are based on a literature review. Findings -The results show that the alignment of the orientation towards quality and the approach to HRM is statistically significant for the utilization of the HRM system. The results also support the hypothesis that both TQM and HRM practices have a positive effect on performance. Research limitations/implications -A cross-sectional analysis is applied, so it is necessary to be cautious in conclusions regarding causality. Single informants are used as the source of information. Although the use of single informants remains the primary research design in most studies, multiple informants would enhance the validity of the research findings. Practical implications -Practitioners must bear in mind the fundamental role of human resource management in the pursuit of long-term total quality management. Companies should look for a set of HRM practices congruent with TQM, rather than using individual practices. A strategic perspective to HRM supports these results. Originality/value -There is little empirical evidence to support the effect that HRM can have on TQM implementation and most papers focus only on distinct HRM practices. This paper provides an insight into the issues involved in the development of HRM practices oriented to TQM. It examines the relationships among HRM practices, TQM and organizational performance.

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“…The full extent of HR department's marginalisation is additionally depicted in that it has very limited functions when it comes to quality initiatives implementation, which is nevertheless normal considering also its position, as previously outlined. In this context, its alignment to strategic objectives, in other words a fundamental requisite for quality improvement as aptly argued by Vouzas (2004Vouzas ( , 2007 and Kufidu and Vouzas (1998), is virtually discontinued.…”

Section: Case Study 2: the Training Institutementioning

confidence: 99%

Focus on human resources as a mediating factor between ISO 9001 certification and continuous quality improvement

Zografaki

Magoutas

Chountalas

2017

IJDSRM

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The worldwide trend of ISO 9001 certification throughout the last decades has instigated a rigorous debate on whether and under which circumstances real quality results are attained by certified companies. The purpose of this paper is to investigate how focus on human resources (HR), especially in a service environment, affects quality management system (QMS) implementation through ISO 9001 certification, towards the goal of attaining continuous quality improvement. The research was undertaken in the form of multiple case studies at five service-oriented ISO 9001 certified companies pertaining to different business sectors. The results obtained suggest that when a company exhibits limited focus on people, alongside a downgraded view of the HR department in the organisational structure, all quality initiatives are likely to serve as an end-point towards certification. As such, the companies bearing these features cannot reap the benefits that a successful QMS implementation could potentially offer in the long run. On the other hand, a broad focus on people, combined with a strategic orientation of the HR department, is expected to drive the companies at issue towards real quality. As such, ISO 9001 certification can be an actual driver of continuous quality improvement.

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HR utilization and quality improvement: the reality and the rhetoric – the case of Greek industry

Cited by 33 publications

References 37 publications

Human resource management and total quality management linkage – rhetoric and reality

Human resource management and total quality management linkage – rhetoric and reality

The performance effect of HRM and TQM: a study in Spanish organizations

Focus on human resources as a mediating factor between ISO 9001 certification and continuous quality improvement

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