The importance of recruitment and selection process for sustainability of total quality management

Ahmad, Sohel; Schroeder, Roger G.

doi:10.1108/02656710210427511

Cited by 123 publications

(87 citation statements)

References 22 publications

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“…There is preceding literature discussing the positive relationship between personnel management and process management Ahmad & Schroeder, 2002;Eskildsen, Kristensen, & Jørn Juhl, 2002;Wilson & Collier, 2000). All of them have been based on the perception that all employees must participate and can make important contributions to the management of processes with proper management Eskildsen et al, 2002;Wilson & Collier, 2000) and required training (teamwork, tools, etc.)…”

Section: Positive Relationship Between Personnel Management and Learnmentioning

confidence: 99%

Quality Practices, Corporate Social Responsibility and the “Society Results” Criterion of the EFQM Model

Río‐Rama¹,

Álvarez‐García²,

Coca-Pérez³

2017

RBGN

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Purpose -The purpose of this research is to analyze whether quality management practices implemented and carried out by the rural accommodation establishments under study influence society results obtained by organizations, which are understood as the participation therein and the development of local community.Design/methodology/approach -The working methodology consists of carrying out an exploratory and confirmatory factor analysis in order to test the psychometric properties of measurement scales, and the hypothesized relationships between critical factors and society results are examined using structural equation modeling.Findings -The study provides evidence of a weak relationship between the critical factors of quality and society results in rural accommodation establishments. The results suggest that process management is the only quality practice that has a direct effect on society results and the rest of the critical factors are considered antecedents of it.Originality/value -The contribution of this study, which explores the impact of the critical factors of quality on society results, is to confirm that there is an effect of the critical factors of quality on society results (social and environmental responsibilities) through the direct relationship of process management. Very few studies examine this relationship.

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Section: Positive Relationship Between Personnel Management and Learnmentioning

confidence: 99%

Quality Practices, Corporate Social Responsibility and the “Society Results” Criterion of the EFQM Model

Río‐Rama¹,

Álvarez‐García²,

Coca-Pérez³

2017

RBGN

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“…Customer Involvement, or Customer Focus, as some authors prefer to call it (Ahmad and Schroeder, 2002;Sila and Ebrahimpour, 2005), is one of the most used indicators in the context of TQM implementation (e.g., Powell, 1995;Curkovic et al, 2000;Cua et al, 2001Cua et al, , 2006. Some studies have proven that customer involvement affects both operational/non-financial -flexibility, cost, delivery, etc.…”

Section: Customer Involvement (Ci)mentioning

confidence: 99%

Advanced production practices and performance: empirical evidence from Spanish plants

Luján-García¹,

Garrido‐Vega²,

Escobar‐Pérez³

2015

Eur. Account. Manag. Rev.

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“…According to Ahmad and Schroeder (2002) In this sense, other practices that can have positive effects on process management are customer focus (Samson & Terziovski, 1999) and learning (Anderson, Rungtusanatham & Schroeder, 1994;Claver, Tarí, & Molina, 2003;Criado & Calvo-Mora, 2009). Learning and training can have a positive effect on continuous improvement.…”

Section: Relationship Of Leadership With Alliances and Resources Quamentioning

confidence: 99%

“…In Table 1 Ahire et al, 1996;Yusof andAspinwall, 1999. Employee Management Flynn et al, 1994;Ahire et al, 1996.;Wilson and Collier, 2000;Ahmad and Schroeder, 2002. Quality policy/planning Saraph et al, 1989;Porter and Parker, 1993;Black and Porter, 1996;Win and Cameron, 1998;Quazi et al, 1998;Ravichandran and Rai, 2000;Wilson and Collier, 2000. Alliances and resources Ward and Chandler, 1999;Eskildsen and Dahlgaard, 2000;Curkovic et al, 2000 …”

Section: Relationship Of Leadership With Alliances and Resources Quamentioning

confidence: 99%

Dependence relationship between the critical quality factors and social impact

et al. 2014

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This paper shows the results of the empirical study conducted in 186 tourist accommodation businesses in Spain certified under the "Q for Tourist Quality", own System Quality Management. It was raised with the purpose of analyzing the structure of the relationship between critical quality factors and results-social impact, how they operate and the level of their influence on obtaining these results within the company. Starting from a deep theoretical revision we propose a theoretical model together with the hypotheses to be tested, and we proceed to validation using the technique of Structural Equation Models. The results obtained show that companies wishing to improve their social impact should take into account that leadership is the most important factor to achieve it. Leadership indirectly affects the social impact through its influence on alliances and resources, quality policy/ planning, personnel management and learning. KEYWORDS | Quality management, "Q for Tourist Quality", social impact results, accommodation businesses, causal model. RESUMO Este artigo apresenta os resultados do estudo empírico realizado em 186 empresas de alojamento turístico na Espanha, certificadas de acordo com "Q de Qualidade Turística", Sistema de Gestão da Qualidade próprio. Foi criado com a finalidade de analisar a estrutura da relação entre os fatores críticos de impacto de qualidade e resultados -impacto social, como se operam e do nível da sua influência sobre a obtenção destes resultados dentro da empresa. A partir de uma revisão teórica integrante propomos um modelo teórico juntamente com as hipóteses a serem testadas, e procedemos à validação usando a técnica de modelos de equações estruturais. Os resultados obtidos mostram que as empresas que desejam melhorar seus resultados e impacto social deve levar em conta que a liderança é o fator mais importante para tal. A liderança afeta indiretamente o impacto social através de sua influência sobre alianças e recursos, política de qualidade e planejamento, gestão de pessoal e de aprendizagem. PALAVRAS-CHAVE | RAE-Revista de Administração de Empresas | FGV-EAESP

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The importance of recruitment and selection process for sustainability of total quality management

Cited by 123 publications

References 22 publications

Quality Practices, Corporate Social Responsibility and the “Society Results” Criterion of the EFQM Model

Quality Practices, Corporate Social Responsibility and the “Society Results” Criterion of the EFQM Model

Advanced production practices and performance: empirical evidence from Spanish plants

Dependence relationship between the critical quality factors and social impact

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