HRM Linkage with TQM
Link is very much clear when Human resources of the company are satisfy they work with their full extent through this the productivity of the company rises and reaches to a higher point and if Human resources are dissatisfy, the productivity decreases.
Making quality improvements was once thought to be the sole responsibility of specialists (quality engineers, product designers, and process engineers). Today, developing quality across the entire firm can be an important function of the human resource management (HRM) department. A failure on HRM’s part to recognize this opportunity and act on it may result in the loss of TQM implementation responsibilities to other departments with less expertise in training and development. The ultimate consequence of this loss is an ineffective piecemealing of the TQM strategy. Thus, HRM act as the pivotal change agent necessary for the successful implementation of TQM.
HRM linkage with Productivity
As the business world continues on a ruthless drive to pick up the pace on a consistent level, the notion of productivity becomes a greater cause for debate and concern.
With reports that most workforces run at about 9% capacity, there’s a real spotlight on how we can stimulate greater productivity in order to keep in step with today’s faster and more dynamic world.
It’s almost an irony that despite the plethora of new world technology making it increasingly easy to keep in touch and connect with our co-workers, that in actual fact, the majority of people consider themselves disconnected from the organization they’re a part of. With this in mind, reinstating people as active contributors to a company has to be the key in a demand for increased productivity.
Human resources teams are in a unique position to reach out to the workforce and design measures to increase a sense of inclusion. Working towards bigger goals that relate back to their own jobs along with appropriate reward, can effectively combat the problem of poor productivity.
Numerous studies have focused on these points in recent years, and most come to the same conclusion; that a combination of methods and incentives are required to really tackle this issue. Having a great rewards scheme in place as an example, may be effective to a point and may appeal to a percentage of people, but on its own the cut-through will be limited.
Recruitment and training is undoubtedly another significant part of the puzzle, appropriately, sourcing the right people for the roles and for the culture of the company in question, but also placing serious emphasis on continual development.
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