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Verma, Pratima; Kumar, Vimal; Mittal, Ankesh; Gupta, Pardeep; Hsu, Sung Chi
2022 The TQM Journal
This study aims to identify SHRM (strategic human resource management) essential practices for the TQM (total quality management) program regarding an Indian tire manufacturing company and formulate an inclusive interrelationship to prioritize them.Design/methodology/approachSemistructured interview with ten experts from the company was made to give SHRM practices scores. The SLR (systematic literature review) and TOPSIS (technique for order of preference by similarity to ideal solution) techniques are used to establish the model for 12 key practices and rank them afterward.FindingsThe findings clearly show that strategic planning and staffing, teamwork and leadership development have appeared as the top three essential practices. Simultaneously, performance measurement and evaluation, work design and analysis and promotion are identified as the bottom three practices. These essential practices are identified as contributing attributes.Practical implicationsThe findings prioritize the SHRM practices as contributing attributes that help other tire manufacturing industries identify their key practices. Moreover, it provides the necessary inputs comprised of ten experts' decisions to become more active and well prepared.Originality/valueThe novelty of this study is to identify the key practices by using SLR and measured by the TOPSIS method to rank and consider a tire manufacturing company as a case-based approach to gain high productivity and competitive advantage.
Ajgaonkar, Suchitra; Neelam, Netra; Behl, Abhishek; Dao, Le Trung; Lang, Le Dang
2022 The TQM Journal
This research examines the effects of the context on the relationship between work design, learning mechanism and total quality management (TQM). The exploratory study examines the differential effects in context on how human resources and their activities are strategically managed for achieving TQM. Two theoretical frameworks – activity theory and contextual learning theory – are concurrently used for analysis. Specifically, the manufacturing companies, the authors examine are (1) technology-intensive company which has bought technology from a global foreign establishment (MU1), (2) technology-intensive companies having their own technology (MU2) and (3) labor-intensive units (MU3) of varying organizational sizes.Design/methodology/approachThis case study-based research consists of 27 in-depth interviews with managers and employees of different hierarchies in each manufacturing unit. The authors interviewed them using semi-structured questions that were pre-validated by five senior HR experts from the manufacturing industry. Document analysis, multiple site visits and website content helped triangulation. The data are coded and analyzed using Dedoose software for qualitative research.FindingsActivity diagrams for each manufacturing unit provides task and interaction analysis. Within and cross-case analysis address complexity and challenges of contextual reality, influences on work design and learning mechanism. HRD executives must recognize that there may be well-differentiated learning behaviors that align with organizational strategy. The learning behaviors may not be well-differentiated and become very dynamic. This dynamism may be characterized by double loop and single-loop learning feeding into each other.Practical implicationsThis study provides substantial practical implications for HRD and other managers in the manufacturing sector.Originality/valueThe new theoretical framework adds to organizational behavior studies through multi-level and cross-contextual approach. It informs strategic combinations and interactions between internal and external context, and learning needs implicating work design and TQM.
Fannon, Steven Robert; Munive-Hernandez, Jose Eduardo; Campean, Felician
2022 The TQM Journal
This paper establishes a comprehensive basis for understanding the roles and competences of mid-level management and their influence on the effectiveness of continuous improvement (CI) capability within an organisation.Design/methodology/approachThis research builds upon the hypothesis that methods alone do not lead to successful CI capability development. It focuses on the role of mid-level management in driving a CI environment that underpins the effectiveness of CI capability. A reference model for the CI environment is synthesised based on critical literature review, integrating CI culture, CI enablers and CI leadership elements. A comprehensive framework is introduced to define CI leadership roles and competence indicators. A quantitative benchmarking study involving structured interviews with 15 UK organisations was undertaken to collect evidence for a causal relationship between CI leadership competences and CI capability.FindingsAnalysis of the benchmarking data provides clear evidence of the causal relationship between the CI leadership competences of mid-level management and CI capability of the organisation. Given that the empirical study was structured on the basis of the CI leadership roles and competences framework introduced in this paper, this also provides validation for the proposed framework and the CI environment model.Practical implicationsThe evidence-based knowledge of the positive relationship between the mid-management CI leadership competences and the effectiveness of the CI capability informs strategic organisational development interventions towards enhancing CI capability and effectiveness, ultimately underpinning productivity enhancement and sustainability. The framework for mid-level management CI leadership roles, responsibilities and competences introduced in this paper and grounded in underpinning work undertaken within a large automotive Original Equipment Manufacturer (OEM), can be adapted by any organisation. The CI environment reference model should provide a comprehensive support for strategists to communicate the framework for CI capability improvement within an organisation, to enhance acceptability and adherence to improvement actions.Originality/valueThis research proves for the first time the significance of the causal relationship between the CI leadership competences and the effectiveness of the CI capability within an organisation, thus filling an important gap between established previous work, focussing on the role of mid-level management on one side and practitioner and team level roles, methodologies and tools. The proposed CI environment model is a theoretical contribution with reference value for both practice and further studies. The comprehensive framework for mid-level management CI leadership roles, responsibilities and competences introduced in this paper provides sound foundation to deliver CI leadership in the workplace.
Balouei Jamkhaneh, Hadi; Shahin, Arash; Parkouhi, Sahar Valipour; Shahin, Reza
2022 The TQM Journal
This study aims to identify the drivers of human resource empowerment in understanding the new concept of Quality 4.0 in the digital era.Design/methodology/approachFirst, the literature of quality management evolution in the fourth industrial revolution (Industry 4.0) and the position of the required workforce in Quality 4.0 were reviewed and then by using the opinions of experts and managers of Knowledge-Intensive Business Services (KIBS) firms, a set of driver effects on the readiness and ability of human resources was identified in the context of Quality 4.0. After identifying the drivers, cause-and-effect relationships among these drivers were investigated using the Grey DEMATEL technique.FindingsA total of 29 Quality 4.0 drivers of readiness and workforce ability were identified, based on multiple interactions of quality management in different stages of the production cycle. They were divided into new valuation approaches, composite dimensions, team creativity and thorough inspection. “Technical abilities and capability to solve problems” was identified as the most significant driver.Practical implicationsFindings help KIBS firms to take necessary measures and plans. Consequently, they can increase the readiness and ability of human resources based on the changes in managing Quality 4.0. Also, considering the importance of each driver, they will be able to take a step towards total quality improvement.Originality/valueDespite extensive research on the subject of the fourth Industrial Revolution, research on the human aspects required for managing Quality 4.0 is limited. This study was performed to examine the cause-and-effect relationships between human resource drivers to adapt to the changes in Quality 4.0.
2022 The TQM Journal
Mobile human resource management application (mHRM app) has emerged as an innovative solution to manage human resources. However, the performance of the application is questionable, and hence, it is crucial to know employees' perception towards it. This study aims to explore employees' perceived service quality towards mHRM app using the moderated-mediation framework.Design/methodology/approachData were collected from 265 Indian HR professionals using online questionnaire. The proposed hypotheses were examined using structural equation modelling and PROCESS Macro.FindingsResults indicate that navigation and contact significantly affect employees' mHRM usage behaviour. Results also indicate that perceived values significantly mediates the association between perceived service quality and mHRM usage behaviour.Practical implicationsThe findings of the study will help organisations in enhancing their employees' perceived service quality towards mHRM app.Originality/valueThis study contributes to the literature on human resource management, total quality management and cognitive-motivational-relational (CMR) theory.
Vihari, Nitin Simha; Yadav, Mohit; Panda, Tapan Kumar
2022 The TQM Journal
The purpose of this paper is to investigate the effect of soft total quality management (TQM) practices on employee work role performance in the manufacturing sector of United Arab Emirates. It also examined the indirect effect of innovative work behaviour and initiative climate.Design/methodology/approachThe study is based on a conclusive research design and survey data was collected from 290 employees working in non-managerial positions across various manufacturing companies in UAE. The hypotheses of the empirical study are tested using structural equation modelling. The indirect effects created through moderated mediation are analysed using Hayes Process Macro.FindingsThe results show that soft TQM practices have a positive influence on work role performance. Employee innovative work behaviour acts as a partial mediator and initiative climate moderates the relationship.Research limitations/implicationsThe study adopted a cross-sectional analysis and single informants are used, so it is advised that the interpretation of the results is made with enough caution.Practical implicationsPractitioners must bear in mind that when the employees are adequately trained, empowered, involved and organized as team, it would result in employee innovative behaviour and improved work role performance. The top management should be persuaded to be more committed to the above-mentioned activities for more positive employee-level outcomes.Originality/valueVery few studies have conducted an empirical validation at the intersection of human resource management (HRM) and TQM. This is one of the first studies to examine the relationship between soft TQM and employee work role performance.
Saputra, Arnold; Wang, Gunawan; Zhang, Justin Zuopeng; Behl, Abhishek
2022 The TQM Journal
The era of work 4.0 demands organizations to expedite their digital transformation to sustain their competitive advantage in the market. This paper aims to help the human resource (HR) department digitize and automate their analytical processes based on a big-data-analytics framework.Design/methodology/approachThe methodology applied in this paper is based on a case study and experimental analysis. The research was conducted in a specific industry and focused on solving talent analysis problems.FindingsThis research conducts digital talent analysis using data mining tools with big data. The talent analysis based on the proposed framework for developing and transforming the HR department is readily implementable. The results obtained from this talent analysis using the big-data-analytics framework offer many opportunities in growing and advancing a company's talents that are not yet realized.Practical implicationsBig data allows HR to perform analysis and predictions, making more intelligent and accurate decisions. The application of big data analytics in an HR department has a significant impact on talent management.Originality/valueThis research contributes to the literature by proposing a formal big-data-analytics framework for HR and demonstrating its applicability with real-world case analysis. The findings help organizations develop a talent analytics function to solve future leaders' business challenges.
Pandey, Priyanka; Agrawal, Nishant; Saharan, Teena; Raut, Rakesh D.
2022 The TQM Journal
The theory-building around the quality of human resources has received extensive attention in recent years. Numerous quantitative studies discuss and test theories related to total quality management and human resource linkages. The study aims to understand interlinkages of quality and human resources using Interpretative Structural Modeling (ISM) methodology and DEMATEL.Design/methodology/approachThis paper uses ISM methodology to examine the interrelationship between the identified variables and the DEMATEL approach to find cause–effect relationships. An integrated approach helps managers for better total quality management (TQM) implementation. This study further extended using Total Interpretative Structural Modeling (TISM).FindingsThe integrated approach of ISM and DEMATEL shows that leadership development, hiring process and training development become most important for TQM implementation. The outcome of ISM shows customer satisfaction and corporate image are depending on other practices, where DEMATEL analysis revealed that eight practices cause and remaining are effective practices.Originality/valueThis research's integrated approach helps the firm identify essential practices, and further interdependency can be developed from cause and effect analysis. The study also provided a novel approach to implementing TQM practices.
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