TQM - CASE STUDIES FROM INDIAN ORGANISATIONS (in Hindi)

Lesson 14 of 17 • 1 upvotes • 14:07mins

Abhinandan Kumar

Purpose – The main objectives of the present research were to: look at the strategic role‐played by the HR professionals at various stages of TQM implementation; identify precisely how do they operate as internal consultants; study the interface between HRD and other departments to support TQM; and uncover various human resources challenges associated with TQM implementation in the sample organization. Design/methodology/approach – Data were collected both from the primary and secondary sources. The secondary data had been retrieved from the sources like the files, records, and documents, Annual Reports of the Company. Nevertheless, the analysis made is primarily based upon findings of the structured interview held with the senior executives of the HRD and Personnel Department, TQM‐ISO Cell, and other Supporting Departments, and trade unionist leaders. Findings – The study finds out that the HR professionals helped out the top management in aligning HR and quality policies; formulating quality friendly policies, systems and procedures; crafting and communicating the TQM mission and vision; generating quality awareness among employees; get organized the organization as well as employees for TQM implementation; developing managerial support to quality action plans (QAPs); organizing quality workshops and TQM training programs; and shifting the conventional mind‐set of employees, etc. in the sample organization. They act as internal consultants to other departments in quality matters. Implementation of TQM in the company has engendered a number of HR challenges for instance, motivating knowledge workers, mobilizing key managerial personnel, obtaining employees satisfaction, overcoming communication barriers, resolving problems associated with PSU trappings and vastness of the organization, etc. Research limitations/implications – The study on its face appears to be limited as it is carried out in a single Indian organization, i.e. Rashtriya Ispat Nigam Limited/Vishakhapatnam Steel Plant. Thus, its findings cannot be generalized. Practical implications – The study prescribes certain HR strategies to strengthen the TQM‐HRM bondage in the company. Originality/value – The findings are very useful from the standpoint of HR professionals.