Total quality management has become a frequently used term in discussions concerning quality. The international and national competitive environment is in a process of constant change by the globalization of markets and increased interdependence of economic agents. This process of change has brought increased demands on the organizations competitiveness and the customers have gained a central role in the organizations focus. Total quality management is considered to be an important management philosophy, which supports the organizations in their efforts to obtain satisfied customers. However traditional work practice and management attitudes does not conform with total quality management, which could cause a resistance towards an implementation of total quality management.
Purpose:The overall aim of this thesis is to study the role and the aspects of the human resource department tasks in regards to an implementation of total quality management.
Conclusion: The theoretical analysis reveals the implications there are in building a quality culture. The analyze implies that building a quality culture would require a matching human resource strategy, which would involve the human resource management, the organizations way of working as well as the human resource policies and practices. In context to this, was it furthermore argued that the literature of total quality management often have a hidden implicit agenda, which call upon a topdown method for the implementation of total quality management. This could underestimate the difficulties, there are in gaining a commitment to continuous improvements in the current pluralistic industrial relation culture. The empirical analysis in the Grundfos Group reveals the different roles of the human resource management and shows that the implementation of total quality management has posed quite a lot of human resource challenges to human resource employees such as, motivating knowledge workers, obtaining employees satisfaction, overcoming communication barriers, solving problems associated with vastness of the organization.
Contents
1. Introduction
1.1 Definitions of Total Quality Management
1.2 Emerging Problems
1.3 Research Questions
2. The Research Area and Theoretical Context
2.1 Total Quality Management and Organization Culture
3. Strategic Human Resource Management
3.1 Organization Strategy
4. Human Resource Management
4.1 Human Resource Perspective and W. E. Deming Perspective
5. Work Environment and Job Design
5.1 Employee Involvement
5.2 The Labour Unions
6. The HR Department in Total Quality Management
6.1 Total Quality Management and the Future HR Department
7. Case Study of the Role of HR Management
7.1 Facts about the Grundfos Group
7.2 The Grundfos Group Mission and Vision
7.3 Quality in the Grundfos Group
7.4 Milestones for the Total Quality Management Process
8. The Role of the Human Resource Department
8.1 The HR Deparment Support to Other Departments
8.2 The HR Department as Internal Consultants
8.3 The HR Challenges Associated with Total Quality Management Master Thesis
9. General Conclusion
9.1 Implications in Building a Quality Culture
9.2 Potential Problems due to an Implementation
9.3 The strategic role of the human resource management
9.4 Final Discussion and Implications for Research
9.5 Authors Perspective
Appendices
Tables
Figures
References
Author: Niels Brynnum
Source: Blekinge Institute of Technology
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