Influence of total quality management on human resource management practices

Bridging the gap between TQM and HRM: mapping knowledge and identifying areas for future research

Purpose

Since the first definition of Total Quality Management (TQM) was established, its inseparable relationship with Human Resource Management (HRM) has been undeniable. However, many years have passed since this initial definition was made. During this time, not only have TQM and HRM evolved, but their relationship has also adapted in order to accompany and follow the environmental and technological changes that have ultimately changed the ways the authors work and how the authors perceive quality. This study provides a detailed map of the knowledge evolution of the TQM–HRM relationship. It also identifies interesting gaps for future researchers to consider to enable us to better understand emerging challenges and identify the next steps in the progression of TQM literature.

Design/methodology/approach

The study adopted a bibliometric analysis approach, using a systematic literature review of a data set that included 132 peer-reviewed articles published between 1991 and 2021 to identify thematic topics. In exploring each of these, the authors created a framework to spotlight future explorative and exploitative research questions.

Findings

The results show that literature on the relationship between HRM and TQM focuses on six topics: a different performance appraisal (PA); a different role for the human resources (HR) department; HRM practices, such as different bridges between JIT and TQM; the integration of job satisfaction into TQM goals; different TQM healers; and the different effects of HRM practices on firm performance. This paper provides clear interpretations of these topics and offers some recommendations for how HRM studies could contribute towards the development of TQM research, thus forming a clear agenda for the future of TQM–HRM research.

Originality/value

This study represents the first attempt to systematize, analyze and critically interpret TQM–HRM studies, promoting a collective reflection on the state of the art and stimulating further discussions on this topic.

Human resource management (HRM) in the performance measurement and management (PMM) domain: a bibliometric review

Purpose

The literature highlights the key role of human resource management in developing effective organizational performance measurement and management. To understand the state of the art of this role, the paper reviews the literature on human resource management in the performance measurement and management domain.

Design/methodology/approach

The paper conducts a bibliometric literature review on 1,252 articles to identify the prevailing research trends and the conceptual structure of human resource management in the performance measurement and management domain.

Findings

The study highlights a growing number of publications and four themes related to human resource management in performance measurement and management. It also underlines the shift from static to the dynamic performance measurement and management systems within organization which is expected to be more suited to current and future contexts.

Practical implications

The paper highlights the need to manage the identified themes as strategic organizational assets and further develop the strategic dimension of human resource management practices leveraging on project management and information systems.

Originality/value

The paper goes beyond the traditional focus on performance appraisal of human resource management studies and assumes the challenge of connecting two research fields: human resource management and performance measurement and management.

Quality 4.0 – understanding the criticality of the dimensions using the analytic hierarchy process (AHP) technique

Purpose

In this era of Industry 4.0, characterized by disruptive technologies, there is a need to identify and understand the role of the quality function in the excellence journey. Quality 4.0 refers to the digitalization of quality work in the context of Industry 4.0. As Quality 4.0 is a new concept, empirical research on the subject is extremely scant. Therefore, this study aims to identify and understand the criticality of the dimensions of Quality 4.0.

Design/methodology/approach

The present research identifies 12 axes (dimensions) of Quality 4.0 based on literature review and inputs from experts. The identified axes have been prioritized using the analytic hierarchy process (AHP) technique.

Findings

The study concludes that the 12 dimensions contribute to outcome indicators such as organizational performance, agility and sustainability. It further adds that though technology is vital for Quality 4.0, elements of traditional quality such as leadership, quality culture, customer focus, quality systems, compliance, competence, analytical thinking, data-driven decision making, etc. are mandatory for the transformation journey. In today's context except for a few matured organizations, others are even struggling to implement the traditional aspects of quality.

Research limitations/implications

Cues to further research are provided which would help in the better understanding of Quality 4.0 and its role in the Industry 4.0 scenario.

Practical implications

This research would help the practitioners understand the determinants of Quality 4.0 system and their effects on organizational performance, agility and sustainability.

Originality/value

The present research work strives to throw light on the criticality of the dimensions of Quality 4.0, thereby contributing to theory building, especially given the paucity of literature in Quality 4.0.

Impact of human resource management practices on TQM: an ISM-DEMATEL approach

Purpose

The theory-building around the quality of human resources has received extensive attention in recent years. Numerous quantitative studies discuss and test theories related to total quality management and human resource linkages. The study aims to understand interlinkages of quality and human resources using Interpretative Structural Modeling (ISM) methodology and DEMATEL.

Design/methodology/approach

This paper uses ISM methodology to examine the interrelationship between the identified variables and the DEMATEL approach to find cause–effect relationships. An integrated approach helps managers for better total quality management (TQM) implementation. This study further extended using Total Interpretative Structural Modeling (TISM).

Findings

The integrated approach of ISM and DEMATEL shows that leadership development, hiring process and training development become most important for TQM implementation. The outcome of ISM shows customer satisfaction and corporate image are depending on other practices, where DEMATEL analysis revealed that eight practices cause and remaining are effective practices.

Originality/value

This research's integrated approach helps the firm identify essential practices, and further interdependency can be developed from cause and effect analysis. The study also provided a novel approach to implementing TQM practices.

The framework of talent analytics using big data

Purpose

The era of work 4.0 demands organizations to expedite their digital transformation to sustain their competitive advantage in the market. This paper aims to help the human resource (HR) department digitize and automate their analytical processes based on a big-data-analytics framework.

Design/methodology/approach

The methodology applied in this paper is based on a case study and experimental analysis. The research was conducted in a specific industry and focused on solving talent analysis problems.

Findings

This research conducts digital talent analysis using data mining tools with big data. The talent analysis based on the proposed framework for developing and transforming the HR department is readily implementable. The results obtained from this talent analysis using the big-data-analytics framework offer many opportunities in growing and advancing a company's talents that are not yet realized.

Practical implications

Big data allows HR to perform analysis and predictions, making more intelligent and accurate decisions. The application of big data analytics in an HR department has a significant impact on talent management.

Originality/value

This research contributes to the literature by proposing a formal big-data-analytics framework for HR and demonstrating its applicability with real-world case analysis. The findings help organizations develop a talent analytics function to solve future leaders' business challenges.

Addressing strategic human resource management practices for TQM: the case of an Indian tire manufacturing company

Purpose

This study aims to identify SHRM (strategic human resource management) essential practices for the TQM (total quality management) program regarding an Indian tire manufacturing company and formulate an inclusive interrelationship to prioritize them.

Design/methodology/approach

Semistructured interview with ten experts from the company was made to give SHRM practices scores. The SLR (systematic literature review) and TOPSIS (technique for order of preference by similarity to ideal solution) techniques are used to establish the model for 12 key practices and rank them afterward.

Findings

The findings clearly show that strategic planning and staffing, teamwork and leadership development have appeared as the top three essential practices. Simultaneously, performance measurement and evaluation, work design and analysis and promotion are identified as the bottom three practices. These essential practices are identified as contributing attributes.

Practical implications

The findings prioritize the SHRM practices as contributing attributes that help other tire manufacturing industries identify their key practices. Moreover, it provides the necessary inputs comprised of ten experts' decisions to become more active and well prepared.

Originality/value

The novelty of this study is to identify the key practices by using SLR and measured by the TOPSIS method to rank and consider a tire manufacturing company as a case-based approach to gain high productivity and competitive advantage.

The new concept of quality in the digital era: a human resource empowerment perspective

Purpose

This study aims to identify the drivers of human resource empowerment in understanding the new concept of Quality 4.0 in the digital era.

Design/methodology/approach

First, the literature of quality management evolution in the fourth industrial revolution (Industry 4.0) and the position of the required workforce in Quality 4.0 were reviewed and then by using the opinions of experts and managers of Knowledge-Intensive Business Services (KIBS) firms, a set of driver effects on the readiness and ability of human resources was identified in the context of Quality 4.0. After identifying the drivers, cause-and-effect relationships among these drivers were investigated using the Grey DEMATEL technique.

Findings

A total of 29 Quality 4.0 drivers of readiness and workforce ability were identified, based on multiple interactions of quality management in different stages of the production cycle. They were divided into new valuation approaches, composite dimensions, team creativity and thorough inspection. “Technical abilities and capability to solve problems” was identified as the most significant driver.

Practical implications

Findings help KIBS firms to take necessary measures and plans. Consequently, they can increase the readiness and ability of human resources based on the changes in managing Quality 4.0. Also, considering the importance of each driver, they will be able to take a step towards total quality improvement.

Originality/value

Despite extensive research on the subject of the fourth Industrial Revolution, research on the human aspects required for managing Quality 4.0 is limited. This study was performed to examine the cause-and-effect relationships between human resource drivers to adapt to the changes in Quality 4.0.

Does people-related total quality management “work” for people? An empirical study of the Sri Lankan apparel industry

Purpose

The purpose of this paper is to examine the relationships between people-related total quality management (PTQM) practices and employee work attitudes, as well as the impact of the specific PTQM practices on work attitudes in the context of the Sri Lankan apparel industry.

Design/methodology/approach

The five PTQM practices included top management commitment, employee empowerment, training, employee involvement and teamwork. Employee work attitudes comprised of job satisfaction, affective commitment, job involvement and turnover intention. Data collected from the machine operator-level employees in the top 100 apparel exporters in Sri Lanka were analysed using structural equation modelling (SEM).

Findings

The findings suggest that the PTQM practices were significant drivers of job involvement but not of job satisfaction, affective commitment and turnover intentions. It was also found that teamwork, training and employee involvement were the most important PTQM practices towards employee work attitudes. Top management commitment drove affective commitment and job involvement, while employee empowerment was important only for job involvement.

Research limitations/implications

The research only considered the top 100 export- apparel manufacturers in Sri Lanka; hence, care has to be taken for the findings to represent the entire manufacturing industry in Sri Lanka.

Originality/value

Based on the perceptions of floor level employees, which is scarcely investigated in the PTQM domain, the paper presents an interesting and unique perspective on the relationship between the PTQM practices and employee work attitudes, challenging majority of previous research findings. Besides making theoretical contributions, the findings offer valuable insights into the management of Sri Lankan apparel companies by highlighting the PTQM practices, which need to be strengthened.

Quantifying the relationship between latent variables after successful implementation of QM practices in MSMEs

Purpose

The purpose of this paper is to explore the relationship between latent variables, i.e. human resource management (HRM) effectiveness, quality cost (QC), and firm performance (FP) for the successful implementation of quality management (QM) practices in micro, small and medium enterprises.

Design/methodology/approach

The data analysis is accomplished in three steps: in the first step, factor analysis was conducted to extract the latent variables representing key QM practices. In the second step, a descriptive analysis (cross-tabulation) was performed to examine the current situation and association between key QM variables and firm size. In the third step, to test the research hypotheses based on latent constructs, structural equation modelling (SEM) has been used.

Findings

The percent point score shows that there are substantial improvements in all organisational aspects after successful implementation of QM practices. The χ2-test revealed that only three domains namely employee participation, recruitment and retaining and supplier relationship are having a significant variation with respect to the firm size. The SEM results show that HRM effectiveness has a direct and positive relationship with FP, whereas QC has a negative association with HRM effectiveness and FP.

Originality/value

Managers will know which aspect they must consider seeing as an indicator of QM practice in their company(s). Out of the three identified latent constructs first will help to create an efficient human capital, whereas the second will help for addressing extra cost due to poor quality. Finally, the third latent variable will show the effectiveness of these two and will assist in evaluating firm’s performance.

A structural equation model for evaluating the relationship between total quality management and employees’ productivity

Purpose

The purpose of this paper is to analyze the influences of TQM implementation on employees’ productivity in crumb rubber industry (case study conducted in the XYZ firm), and analyze the predominant factors affecting employees’ productivity in order to establish the success of TQM implementation.

Design/methodology/approach

Data used in the research was primary data obtained from interview and questionnaire, and secondary data obtained from the study of literatures, internet, and company’s documents. The number of respondents in this research was 191. The analysis was done through structural equation modeling (SEM) using the smart partial least square software.

Findings

The findings of this study showed that TQM implementation had positive influences on employees’ productivity in XYZ. Tool is the most predominant factor in order to achieve a successful TQM implementation in XYZ. Therefore, the XYZ company will need to work on improving the development and management of the tool which has been available to sustain the effectiveness of TQM practices.

Research limitations/implications

Using a large sample size in the SEM method could improve the results. The implications of this study can be demonstrated through how top managers in this rubber company can improve their employees’ productivity through total quality management practices.

Practical implications

This research is useful for manufacturing companies in Indonesia, especially in the crumb rubber industry.

Originality/value

This research used the variable based on the empirical research. TQM was measured using six indicators: human resources, standard, tools, organization, internal audit, and training and education. On the other hand, the work productivity of employees is measured by four indicators: work willingness, work ability, work environment, and work relations.

A systematic literature review on total quality management critical success factors and the identification of new avenues of research

Purpose

The purpose of this paper is to present a systematic literature review to identify new avenues of research in line with the ongoing changes in quality and management required to firms, especially regarding customers.

Design/methodology/approach

This study uses a systematic review of the literature contained in the three databases Ebsco, JSTOR, and Springerlink and on the search engine Google Scholar.

Findings

An analysis of the literature identifies three different clusters of papers: “identification” papers, which show that customer focus has gained importance in recent times; “implementation” papers, which highlight that a general or shared model or scale to successfully implement total quality management (TQM) does not yet exist; and “impact-on-performance” papers, which show that few studies have considered the relationship between TQM and the issues of both marketing and performance, underlining the most significant gap in the TQM literature.

Research limitations/implications

This study is limited by the small number of databases and search engines used and by the restricted number of keywords used in searching these sources.

Practical implications

This work highlights a gap in the existing research and thus an incomplete consideration of the interplay between management, marketing, and quality issues, all centered on customers and other stakeholders. Researchers and firms are thus advised to adopt a wider view that considers the role of the quality process to support the firm’s engagement of customers in activities that enhance both the customer role and customer satisfaction.

Originality/value

This study uses a systematic literature review to review all critical factors of TQM and identifies new research avenues and different approaches to implementing TQM, focusing on the central role that customers play in achieving firm success.