TQM's Human Resource Component


Lowery, Christopher M.; Beadles, Nicholas A. II; Carpenter, James B.   (2000, ASQ)   Georgia College and State University, Milledgeville, GA

Quality Progress    Vol. 33    No. 2
QICID: 13779    February 2000    pp. 55-59
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Article Abstract

A survey of manufacturing firms in Georgia examined human resource (HR) factors and outcomes of implementing total quality management (TQM). Of about 350 firms receiving the survey, 91 produced usable results, 35 of these being from firms using TQM. Almost all (94%) the TQM firms agreed or strongly agreed that job training skills and problem solving training were part of their TQM implementations. Cross training was mentioned by 74% of the TQM firms. In the area of reward and recognition, TQM firms reported expanded recognition programs (85%), use of wall charts for employee recognition (55%), improved pay opportunities (46%), and introduction of team incentives (29%). Most TQM firms changed how they did performance appraisals (65%) and how they selected employees (68%). And 79% of the TQM firms indicated that they formed work groups during TQM implementation. Some of these firms might have established work groups prior to TQM, for 91% of TQM firms reported that work groups were part of their organizational structure. Only 43% of the non-TQM firms had work groups. For TQM outcomes, 94% of the TQM firms reported improvements in quality. Other improvements were in: employee participation (91%), teamwork (91%), working relationships (89%), customer satisfaction (88%), employee satisfaction (88%), productivity (80%), communication (77%), profitability (65%), and market share (53%). Almost all (97%) of the TQM firms found TQM to be realistic and effective. Of the non-TQM firms, 49% said they were unfamiliar with TQM concepts, while 36% thought about and then rejected TQM implementation.


Human resources (HR),Implementation,Manufacturing,Total Quality Management (TQM)

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