Operationalizing productivity improvement programs through total quality management

Abstract

The intent of this empirical research is to identify the critical factors that are potentially “fatal” to productivity improvement programs and to analyze these factors relative to documented quality concepts. From this analysis we determine that these “fatal” factors can be prevented by the pre‐existence of a quality program, specifically total quality management, which requires participative involvement of all members of an organization, continuous improvement, and customer satisfaction.

Notice of Retraction: Unraveling the different effects of quality and human resource management aspectson organizational performance

“…While for quality aspect of system improvement, was found as the highest contributor to organizational performance. The findings implies that HRM aspects are considered as more important in managing an organization and confirmed the previous studies which indicate that employees are concerned with HRM aspects such as rewards, recognition, training and development, participation, leadership, communication and work life balance (Hoffman & Mehra 1999). This implies that HRM aspects are valued as important by staff as they provide linkage to positive organizational outcomes such as high performance organization.…”

“…Most prominent quality and management gurus have highlighted that some components of management such as leadership or top management was a key factor in achieving organizational performance, productivity and quality improvement programs (Hoffman & Mehra 1999). Results of this study implied that the application of HRM and quality aspects of management system in combination could lead to improvement in organizational performance.…”

Exploring the Influences of Internal Branding on Employees' Brand Promise Delivery: Implications for Strengthening Customer–Brand Relationships

“…Training, then, enhances employee performance and their understanding about living the brand promise. Finally, to maintain brand standards, an organisation should remunerate and reward employees accordingly (Hoffman and Mehra, 1999) to enhance their motivation and commitment. Hence, HR people should work in coordination with marketing people to ensure that the coherent brand message is embedded in all internal branding activities.…”

Hr Branding and the Potential Value: Empirical Evidence and Practical Implications

“…Organizations follow best human resource practices by handling intangible benefits to create employee loyalty and hence organizational commitment. In essence, to sustain brand standards, an organization should reward employees accordingly, because effective reward and recognition schemes can enhance employee motivation and commitment (Hoffman & Mehra, 1999). Recruiting, motivating, and rewarding employees are all aspects that can influence the readiness of employees to adopt a new or altered strategic direction with respect to the internal brand (Bergstrom, Blumenthal & Crothers, 2002).…”