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

Abstract

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.

Quality management practices and quality of work life – a conceptual model development

“…Further, the literature reveals mixed opinions and conclusions about the association of QMP with employee-related QWL factors. One school of thought states that QMP is both positively associated with employee-related factors (Hatani and Mahrani, 2013; Dubey and Singh, 2015; Cantarello et al , 2012; Abu-Doleh, 2012; Para-González et al , 2016; Ray, 2017; Siregar et al , 2017), while others have established that it does not. Hence more pragmatic studies are essential in this area for confirming and validating the results.…”

The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries

“…HRM practices in the TQM practices are not optional, but it is a mandatory element for successfully implementing quality management practices (Gennard et al, 2004). HRM practices are associated with TQM practices (Tawalbeh and Jaradat, 2020;Nizamidou et al, 2019Abu Doleh, 2012, and quality management practices enhance the quality of performance (Boon et al 2007;Gennard et al, 2004).…”

Do high performance work systems enhance business performance? Examining the mediating influence of total quality management

“…The synergy and congruence among HRM practices, therefore, have significant effects on the implementation of TQM. With regard to the linkage between HRM practices and TQM practices, the results are that TQM generates improved quality products and services, raises production performance, and reduces cost, thus improving business competitiveness (Yang, 2006;Abu-Doleh, 2012;Alfalla et al, 2012).…”