The Human Resource Aspects of Quality Improvement


Hillman, G. Peter   (1992, ASQC)   TQM International, Ltd., Frosham, Cheshire, WA6 6XN England

Annual Quality Congress, Nashville TN    Vol. 46    No. 0
QICID: 9798    May 1992    pp. 1202-1208
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Article Abstract

The Human Resources department is a strategic asset to quality improvement. Its management policies, however, must deliver certain elements that will embed quality into the corporate culture.

Develop policies and procedures that allow both Human Resources and other department managers to stop firefighting and start planning. Continued firefighting is a quality cost, rather than an added value. Management must create, live, sell, and achieve the quality plan if it is to succeed. The culture change sponsored by HR also includes reviewing and changing the measurement system. Managers should be coaches, and focus on what is done right, rather than what is done wrong. Training must be mandated and reinforced for all employees. Promotion based on suitability for the new post rather than excellence in the old on will result an increase in managers who follow the quality plan. Payment structures must be created that allow for monetary recognition of those who are excellent in their current position but unsuitable for promotion. Communication must be effective up, down, and across department structures. Hiring should start to focus on finding those who will work within the new quality culture.

By following these steps, HR can reinforce and enhance the quality program, providing a clear value addition.


Employees,Human resources (HR),Management,Quality improvement (QI)

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