What role can HR play in TQM?

ROLE OF HR IN TQM TQ may put people at the heart of the business process but does it follow that it puts human resources at the heart of the business? It is certainly an opportunity, but is the human resource function capable of grasping that opportunity? It should have the expertise required to develop and implement means of influencing the behavior and attitudes of employers and to manage the cultural changes involved. TQ initiatives should be based on the research and analysis of present behaviors, attitudes, beliefs and competencies which lead to the design and organization of education, training, communication, involvement and performance management programmes. All these are within the remit of the human resource function. The potential for making a major contribution would seem to rest at three levels, strategic, operational and within the human resource and personnel function itself. These are considered below: STRATEGIC Total quality represents a significant strategic change in the way an organization is managed. It is likely to result in changes in the organization, changes in management style and changes in key processes. A decision to undertake a TQ programme is likely to be based primarily on market and competitive pressures and the need to protect the organization’s position in wider environment. But the impact of this decision has such a profound affect on the internal processes of the organization that it requires an understanding of: • the existing culture and climate within the organization including attitudes to change. • the hierarchial structures and key elements of organizational design • the underlying skill base • current approaches to employee communications and, more importantly, their effectiveness • detained knowledge of the impact and effectiveness of the people processes such as recruitment, reward systems, appraisal systems and training and development issues. OPERATIONS Once the strategic decision to introduce TQ has been made, there is an operational impact on human resource and personnel policies and procedures which require an operational response from the function. Broadly this response fails into two categories: 1) The potential direct involvement in the TQ process by the human resource and personnel specialist, primarily through the education and training process involved in the TQ programme. The key features of such a programme require extensive education and training in team working, problem solving techniques, facilitator skills and quality awareness. 2) The design of policies and processes which support the TQ initiative, for instance; - reviewing the remuneration system to ensure that it supports the strategic objectives of the total quality programme - evaluating the performance appraisal system to ensure that performance management objectives reflect the objectives of the total quality program. - reviewing skills needs for all levels within the organization and ensuring that the recruitment, training and development processes reflect the likely new skill needs required of a total quality programme. - changing the management development process in a situation where an organization is moving towards a learning, self development, continuous improvement culture. CONCLUSION Where trade unions exist within organizations, there is a key role to play in winning the commitment of trade unions to the TQ programme. Trade union representatives are likely to be extremely suspicious of a TQ programme, particulary since it may appear potentially to undermine the role of the local trade union representative.