Quality management and high performance work practices: Do they coexist?

Bayo‐Moriones, Alberto; Cerio, Javier Merino‐Díaz de

doi:10.1016/s0925-5273(01)00089-5

Cited by 48 publications

(18 citation statements)

References 22 publications

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“…As stated by various researchers and practitioners, collaboration and synergy among HPWS practices are essential for successful implementation of QMS; similarly, the failure is mostly because of poor HRM [18,44]. Therefore, organizations are required to align their quality-oriented HRM system with quality objectives/goals for better organizational outcomes [44].…”

Section: Link Between Qms and Hpwsmentioning

confidence: 99%

“…as asserted by Wilkinson [16] and Escrig-Tena et al [17] QMS comprises of two different sides, one is "hard" and the other is "soft" and the "soft" side focuses on HRM. Different researchers have proposed some frameworks by combining QMS and HPWS such as Bayo-Moriones et al [18] and Jimenez-Jimenez and Martınez-Costa [19] have analysed the effect of QM practices on HRM; however both the studies fell short to incorporate the basic ingredient of HPWS i.e. the concept of Human Resource (HR) bundle and relied upon individual HR practices only.…”

Section: Introductionmentioning

confidence: 99%

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Do they really coexist? An empirical analysis of a conjoint implementation of Quality Management System and High Performance Work System on organizational effectiveness

et al. 2020

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Over the past few decades, Quality Management System (QMS) and High Performance Work System (HPWS) have emerged as key concepts to enhance organizational effectiveness. All over the globe, majority of contemporary manufacturing and services organizations have applied at least one of these development strategies or even both. This study proposes an integrated framework of QMS and HPWS and empirically investigates the relationship between QMS and HPWS practices and their direct and indirect effects on organizational effectiveness using structural equation modelling (SEM). This research makes a number of significant contributions: (1) The black box of the conjoint implementation is opened up for better appreciation of the interplay of QMS and HPWS practices and their influence on organizational effectiveness (2) The key QMS practices recognized as contributing factor of performance have been classified and examined at two distinct levels i.e. QMS Top Level practices and QMS Core practices (3) The mediating and interaction effects of QMS Core practices and HPWS practices on the relationship of QMS-Top Level practices and organizational effectiveness have been thoroughly investigated. The proposed framework is tested through cross-sectional data from 90 Technical Services Organizations (TSO) operating in Pakistan. The research hypotheses are supported by the test results of the SEM. The findings and implications are discussed along with limitations and future research guidelines.

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Section: Link Between Qms and Hpwsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Do they really coexist? An empirical analysis of a conjoint implementation of Quality Management System and High Performance Work System on organizational effectiveness

et al. 2020

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“…Yang, 2006). In this sense, there is a theoretical belief that traditional human resource management practices are not compatible with total quality management programmes (Bayo-Moriones and Merino-Días de Cerio, 2001;Schonberger, 1994), and mainly Performance effect of HRM and TQM focused on personnel practices such as training, recruiting and compensation. New HRM approaches involve designing and implementing a set of internally consistent policies and practices that ensure the human capital of a firm contributes to the achievement of its business objectives (Baird and Meshoulam, 1988;Jackson and Schuler, 1995;Kamoche, 1996).…”

Section: Tqm and Hrmmentioning

confidence: 99%

“…Our study will incorporate a previous framework in which a model of HRM for TQM will be tested. In addition to this, excluding case studies there is relatively little empirical evidence that analyzes this issue (Bayo-Moriones and Merino-Días de Cerio, 2001;Yang, 2006). Although the case study methodology is the best when the objective is to build theory in the preliminary phases of a research study or to add new perspectives to previous research (Yin, 1994), the objective of the case study is not statistical generalization.…”

Section: Introductionmentioning

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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“…Prior studies have examined various HRM dimensions such as human resource planning, recruiting and selection, work design and analysis, training and education, job rotation, leadership development, performance appraisal, incentive compensation, benefits and profit sharing, employee development, employee security and health, communication, and the use of teams (e.g., Dean & Bowen, 1994;Bayo-Moriones & Merino-Dı́az de Cerio, 2001;Bou & Beltran, 2005;Flynn et al, 1995;Mayer, 2002;Yang, 2006). Among them, dimensions related to such practices as employee involvement, employee training, and employee performance recognition are suggested to have a particularly important impact on QM implementation (Bayo-Moriones & Merino-Dı́az de Cerio, 2001;Bou & Beltran, 2005;Flynn et al, 1995;Kaynak, 2003). Enhancing Six Sigma implementation through human resource management employee involvement is necessary for continuous improvement because ultimately people make quality happen (Rahman & Bullock 2005).…”

Section: Literature Reviewmentioning

confidence: 99%

Identifying the role of human resource management in increasing performance and implementation of six sigma projects using fuzzy cognitive maps

Oleyaei-Motlagh¹,

Naeini²

2014

10.5267/j.uscm

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Six Sigma is known as the best quality management system, which has been applied in different places with distinct tasks. Any implementation of Six Sigma project normally can succeed only when human resource management is applied within the organization, properly. In this paper, we illustrate the intense of relationships between the human resources management indices and Six Sigma project implementation indices for some selected Iranian manufacturing firms. By using the fuzzy cognitive maps (FCM), we are able to show the strength of relationships among various indices. This study helps quality and human resource managers learn how to manage the critical indices to achieve their determined goals and to increase Six Sigma project performance throw human resource management perspective.

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Quality management and high performance work practices: Do they coexist?

Cited by 48 publications

References 22 publications

Do they really coexist? An empirical analysis of a conjoint implementation of Quality Management System and High Performance Work System on organizational effectiveness

Do they really coexist? An empirical analysis of a conjoint implementation of Quality Management System and High Performance Work System on organizational effectiveness

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

Identifying the role of human resource management in increasing performance and implementation of six sigma projects using fuzzy cognitive maps

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