The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries
DOI:
https://doi.org/10.14488/BJOPM.1339.2023Keywords:
Total quality management, Human resource management, Manufacturing organization, India, Critical success factors of TQMAbstract
Purpose: Examine the association between human resource management(HRM) practices and the total quality management (TQM) practices in the meppchanical manufacturing industries.
Design/Methodology/Approach: Data and information were gathered using a survey instrument. Data were collected from the managerial level employees working in the HR, quality and production departments. Collected data and information were analyzed using descriptive statistics, factor analysis and structural equation modelling.
Findings: Human resource management practices are associated with total quality management practices. The result of the study also reveals that Functional Leadership (FL), Positive Organizational Scholarship (POS), Employee Involvement (EI), Empowerment (EMP) and Employee Training (ET) are the predominant factors of human resource management. At the same time, Benchmarking (BEN), Customer Satisfaction (CS), Top Management Commitment (TMC) and Supplier Relations (SR) are the critical success factors of TQM practices. “Functional Leadership” has the most significant impact on Benchmarking.
Research limitations/implications: The empirical research was on mechanical manufacturing industries in India only. Further, the study can be extended to other sectors to gather relevant TQM and HRM associations.
Practical implications: Successful implementation of HRM practices enhances employees' motivation level; this will significantly help to implement the organization's TQM practices. Overall implementation of HRM and TQM practices will improve employee satisfaction and customer satisfaction level and continuous improvement.
Originality/value: The research tender imminent into associations between HRM and TQM practices focusing on Indian manufacturing organizations. This conceptual framework is a valuable reference for future research.
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