Total quality management and the human resource professional: Applying the baldrige framework to human resources

Abstract

The still evolving discipline of total quality management (TQM) has left many humanresource professionals confused about their role. The authors believe that the HR function personnel should spearhead company quality efforts, as well as assess the performance of their own function, by using the Malcolm Baldrige National Quality Awards framework.

Interrelationships among lean bundles and their effects on operational performance

“…The literature has also widely recognized the importance of human aspects in a TQM context (Bowen and Lawler, 1992;Schonberger, 1994). Generally speaking, all of the TQM content areas call for HRM implications (Hart and Schlesinger, 1991). Such an idea indicates that human resources are necessary for the development of TQM and the associated performance improvements (Briggs and Keogh, 1999;Hill and Wilkinson, 1995).…”

A structural analysis of the relationship between TQM practices and product innovation

“…A number of manufacturing firms in Europe, USA, Japan, and Australia have also adopted these six constructs (Samson and Terziovski, 1999). It is believed that these six practices can be used to assess quality improvements in any kind or dimension of a company (Hart and Schlesinger, 1991 MBNQA criteria can improve the economic performance of firms (Hendricks and Singhal, 1997;Hendricks and Singhal, 2001).…”

Does TQM Support Innovation Performance in Malaysia's Manufacturing Industry?

“…According to Samson and Terziovski (1999), numerous manufacturing firms in the United States, Europe, Australia as well as Japan have also adopted and implemented these six dimensions in their companies. Furthermore, these six elements of MBNQA could be used to review the quality improvement of any type or size of organizations (Hart, Schlesinger 1991).…”