Professional Documents
Culture Documents
CHAPTER-1 INTRODUCTION
1.1 PROBLEM STATEMENT
A study on Total quality human Resource management carried at Non-governmental
Organization
The importance of Total Quality Human Resources Management (TQHRM) in a nongovernmental organisation (NGO) as a means of ensuring sustainable growth for an organisation
cannot be overemphasized, as it is the fundamental strength upon which people; strategies,
processes and operations are based. Effective employee management should be on top of the list
of priorities for progressive improvement of an organisation. A NGO must strive to attract,
develop and retain qualified and enthusiastic employees as they are the key to the success of
ones business. TQHRM in a NGO is no different to HR in any other sector, but the problems
that HR professionals face within the NGO industry are quite unique.
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in
January 2005 was attended by representatives from more than 1,000 NGOs. Some have argued
that in forums like these, NGOs take the place of what should belong to popular movements of
the poor. Others argue that NGOs are often imperialist in nature, that they sometimes operate in a
racial zed manner in third world countries, and that they fulfill a similar function to that of the
clergy during the high colonial era. The philosopher Peter Halward argues that they are an
aristocratic form of politics. Whatever the case, NGO transnational networking is now extensive.
Indias NGOs Profile (HISTORY OF INDIAN NGOs)
India has a long history of civil society based on the concepts of daana (giving) and seva
(service). Voluntary organizations that are voluntary in spirit and without profit-making
objectives were active in cultural promotion, education, health, and natural disaster relief as early
as the medieval era. They proliferated during British rule, working to improve social welfare and
literacy and pursuing relief projects. During the second half of the 19th century, nationalist
consciousness spread across India and self-help emerged as the primary focus of sociopolitical
movements.
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With
community
participation as a defined component in a number of social sector projects during the 1970s and
1980s, NGOs began to be formally recognized as development partners of the state. Their work
was increasingly characterized by grassroots interventions, advocacy at various levels, and
mobilization of the marginalized to protect their rights. The process of structural adjustment
begun in the early 1990sand the more recent approach of bilateral and international donors
channeling funds directly through the government, NGO networks, and large corporate NGOs
have somewhat pushed peoples organizations into the background. Small, spontaneous
initiatives at the community level, as a response to social and economic exploitations at the
community level, are no longer the hallmark of the NGO sector.
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Dowry demand.
Unequal power relations and discrimination in the family by gender and age.
Incest.
The malpractice of providing affidavit for women entering into the profession of
prostitution without verification of age.
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Complications of restoring to law are both expensive and time consuming for women
victims.
On Religion
Religious fundamentalism.
On Socio-economic reasons
Break up of traditional joint family and the emerging unclear families; easy divorce.
(KKID), organised by (a child development agency in Hassan, Karnataka) and supported by the
German Federal Ministry for Economic Cooperation and Development (BMZ) and by Karl
Kbel Stiftung (KKS), Germany, from October 24 to
26, 2005 set for itself a limited agenda, namely:
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Understand and study the various ramifications of human trafficking, particularly child
trafficking, as it occurs in India.
Take an informed position on the issue of child trafficking, and explore possibilities of
integrating the concern into the present ambit of work among KKS partners in India.
Expected Outcomes
Social Service Society is an NGO registered under the Societies Registration Act, 1860,
meant for social and charitable services to the humanity. It caters to the poor and marginalized,
especially to the people of socially and economically weaker sections of the society without any
discrimination of caste, creed, community, religion, gender, etc. Social Service Society works to
build a new civil society in India through its grassroots to policy-level action in health,
education, and community development. To promote communities efforts toward self-reliance,
Social Service Society strives to develop local, innovative, and cost-effective solutions to sustain
community-driven progress. The organization is primarily dedicated to providing services to
poor and marginalized communities. In the area of health including maternal and child health
care, eye care, and such HIV/ AIDS services as testing, counseling, and anti-retroviral (ARV)
treatment. Social Service Society also carries outreach activities related to reproductive and
child health, water and sanitation, and tuberculosis control. The organizations research and
advocacy work focuses on health, education, and the right to information. Social Service Society
has conducted social audit work in the past and has started to include health sector public
expenditure tracking in its work, as well.
Objectives of the organization
Social Service Society is a development organization, engaged in building a new civil
society in India through its grassroots to policy-level action in Health, Education and Community
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The main aim of the Social Service t is to provide equitable, high-quality healthcare
through sustainable mechanisms, with active community involvement and in line with the
organizational analysis and interpretation of core values.
Supporting the local heads through give first preference in employment opportunities
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ORGANISATION BACKGROUND:
A is one of the non Government Organisation It is one of the award Organisation from
NABARAD for the best performance in community organization, promotion and linkage of
SHGs in the State. Organisation is working with rural poor, mainly with women and children,
Agriculture farmers, land less laborers and also natural resource management activities. In
addition to this we conduct various awareness training programmers Organization is working in
two Districts namely Hassan and Kodagu. It works with the involvement of the community
based on their need.
training, institutional
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State award for the best performance in SHG promotion and linkage with the Bank by
NABARD in the year 2001-2002
State award from Government through Women and child Welfare Department for the
best performance in working with Women and Children in 2008 -2009
ORGANIZATION ACTIVITIES:
PAST AND PRESENT ORGANIZATION ACTIVITIES:
1. Self-help groups (SHG) formations, trainings & Linkage, formation of Cluster Federations
for the SHGs. Formation of Common interested groups(CIGs) for the farmers.
2.
Vocational Trainings for the youths such as computer, tailoring, Radio and TV repair,
Automobile training.
3. Conducting trainings on Legal Aid, Panchayath Raj, Live stock Management, Child rights,
Book keeping, Leadership capacity building, Small family norms, on Agriculture,etc.
4. Non-formal education canters for child labourers & Dropout children
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Age
Occupation
Designation
Experience
No the members
1
Mrs. Susheela
48
Social Work
Chairman
23 years
Mr.Paul
47
Vice Chairman
24 years
Mr.C.C.Poulose
46
Social Work
Secretary
22 years
Mrs.Tara Durani
44
Treasurer
20 years
Mr. Narayanamurthy
49
Member
20 years
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Mr.Kumaraswamy
46
Social worker
Member
26 years
Mrs.Asha
35
Health worker
Member
21 years.
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Health
Aims to provide equitable, high-quality healthcare team through sustainable
mechanisms, with active community involvement and in line with the organizational analysis and
interpretation of core values.
Education
Education is the root of all sustainable development and an essential component of
progress. In pursuit of its goal of a just and equitable society, has accorded prime importance to
education at the basic level. It provides and facilitates quality education by joyful, experiential
and child-centric means to children in the 6-15 age groups with a focus on human values,
literacy, numeracy and vocational training.
Community based development
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RESEARCH DESIGN:
The research design conducted in this study was descriptive in nature. Descriptive
research studies are those studies, which are concerned with describing the characteristics of a
particular individual or of a group.
SAMPLING DESIGN
SAMPLING FRAME:
The sampling frame is used for the employees working in top position of the
organisation.
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SAMPLING METHOD:
Simple random sampling method is utilized for the survey.
SAMPLE SIZE:
The study is conducted by employed the sample size of 50 employees of different
designation held in the organisation.
SAMPLING PLAN:
The sampling plan consisted of taking responses from the employees through direct and
structured questionnaire method.
This study is based on primary and secondary data, through discussion with respective
authorities, Researcher articles availed in journals websites, and books.
For collecting secondary data websites are used. Graphical methods are used for better
presentation of data and detailed analysis examining only a part of it.
Questionnaires
Structured interviews
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Journals
Articles
Bulletins , organisations year books and publications of the organisation , internet and
Questionnaire:
The questionnaire consists of 20 questions comprising of two variables namely Work
Environment and Organizational Performance. The question relating to work environment
comprises of various parameters.
SCOPE OF THE STUDY
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A study on effective total quality human resource management cover the area of
implementation of total quality management on NGOs Human resource management
to improve the employee empowerment and achieve the operational excellence in the
organisational performance.
This study focus on the total quality management and human resource management
issues and also concentrate on establish linkage between them.
The significance of this study points out the implemtation and the role of total
quality management in NGO HR issues for any course on HRD in the development
field, and
effectiveness, the delivery of projects, targets, key results, objectives, and so on, but
we regard HRD as integral to sustainable development.
This study examines the issue of Total Quality Management (TQM) and the
management of human resources.
It suggests that while TQM has been identified as a major innovation in management
practice, there has been a preoccupation with the hard production-oriented aspects
of TQM, rather than the softer HRM elements.
However, increasing attention is now being paid to HR issues arising from these
cases and point to an enhanced role for the personnel function
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Lack of information
Lack of support
Human resources may be defined as the total knowledge, skills, creative abilities, talents and
aptitudes of an organizations workforce, as well as the values, attitudes, approaches and
beliefs of the individuals involved in the affairs of the organization. It is the sum total or
aggregate of inherent abilities, acquired knowledge and skills represented by the talents and
aptitudes of the persons employed in the organization.
multidimensional in nature. From the national point of view, human resources may be defined
as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population;
whereas from the viewpoint of the individual enterprise, they represent the total of the inherent
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The early part of the century saw a concern for improved efficiency through careful
design of work. During the middle part of the century emphasis shifted to the employees
productivity. Recent decades have focused on increased concern for the quality of working life,
total quality management and workers participation in management. These three phases may be
termed as welfare, development and empowerment.
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motivated employees.
It tries to build and maintain cordial relations between people working at various levels in
the organization.
It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology,
economics, etc.
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A healthy climate with values of openness, enthusiasm, trust, mutuality and collaboration
capabilities of subordinates.
Human Resource Management: Objectives
To help the organization reach its goals.
To ensure effective utilization and maximum development of human resources.
To ensure respect for human beings. To identify and satisfy the needs of individuals.
To ensure reconciliation of individual goals with those of the organization.
To achieve and maintain high morale among employees.
To provide the organization with well-trained and well-motivated employees.
To increase to the fullest the employees job satisfaction and self-actualization.
To develop and maintain a quality of work life.
To be ethically and socially responsive to the needs of society.
To develop overall personality of each employee in its multidimensional aspect.
To enhance employees capabilities to perform the present job.
To equip the employees with precision and clarity in transaction of business.
To inculcate the sense of team spirit, team work and inter-team collaboration.
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The Hawthorne Studies, which were conducted in the 1920s and 1930s at Western
Electric, sparked an increased emphasis on the social and informal aspects of the workplace.
Analysis and interpretations of the studies emphasized "human relations" and the link between
worker satisfaction and productivity. The passage of the Wagner Act in 1935 contributed to a
major increase in the number of unionized workers. In the 1940s and 1950s, collective
bargaining led to a tremendous increase in benefits offered to workers. The personnel function
evolved to cope with labor relations, collective bargaining, and a more complex compensation
and benefits environment. The human relations philosophy and labor relations were the dominant
concerns of HRM in the 1940s and 1950s.
HRM was revolutionized in the 1960s by passage of Title VII of the Civil Rights Act and
other anti-discrimination legislationas well as presidential executive orders that required many
organizations to undertake affirmative action in order to remedy past discriminatory practices.
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Table 1:
18901910
1910-
1930
with the advent of World War I, leads to advancements in employment testing and
selection.
The analysis and interpretation of the Hawthorne Studies' begins to have an impact on
1930-
management thought and practice. Greater emphasis is placed on the social and informal
1945
aspects of the workplace affecting worker productivity. Increasing the job satisfaction of
workers is cited as a means to increase their productivity.
In the U.S., a tremendous surge in union membership between 1935 and 1950 leads to a
1945-
1965
1965-
The Civil Rights movement in the U.S. reaches its apex with passage of the Civil Rights
1985
Act of 1964. The personnel function is dramatically affected by Title VII of the CRA,
which prohibits discrimination on the basis of race, color, sex, religion, and national
origin. In the years following the passage of the CRA, equal employment opportunity
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business and the accompanying technological revolution. These factors have led to
dramatic changes in transportation, communication, and labor markets. The third trend,
which is related to the first two, is the focus on HRM as a "strategic" function. HRM
concerns and concepts must be integrated into the overall strategic planning of the firm
in order to cope with rapid change, intense competition, and pressure for increased
efficiency.
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cultural as advantage,
removal of performance
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comply
with
customer
requirements
involves
continuous improvements of products and processes. The most efficient method to create
improvement is to let the staff performing the particular work identify and implement the
particular improvement in their daily work. Even through continuous improvement involves
all staff, this should be viewed from the angle that it is the management that has the
responsibility for the development and the change in the organization. The role for the
employees is to assist. To eliminate errors in products or processes and also to give the
worker a chance to use the brains and make them contribute to continuous improvements
within their organization (Lillrank and Canoe 1989, p.29).
Improvement Tools: These tools are statistic process control methods, to be used by
all staff to simplify processes and process reorganizing.
Measuring: Monitoring the cost of quantity and customer satisfaction denotes a recent
effort in total quality management; it is a supplement to the more traditional way of
measuring failure and variations. The cost of quantity is a financial measure of the
quality performance; it may be described as follows:
quality, planning of cross functional workgroups, changing staff role towards a customer
oriented role, teamwork and an extended cooperation with suppliers about continuous quality
improvements. The management of
the organization
needs
quality
planning
as
component in their strategic planning. Those responsible for the political messages in the
organization should make sure that the quality concept becomes well known by all staff.
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Fig 2.1 (Source: Devanna, Fombrum and Tichy, 1984) Human Resource Management Cycle
Source
Selection : ( Devanna, Fombrum and Tichy, 1984) claims, as illustrated by Figure 1 that the
attempt to develop a quality culture starts with the selection of employees with the
appropriate characteristics.
Effective
advertising
recruitment
is
media
for
and formulations should be selected with a view to hiring staff. Realistic and
precise job adds which would inspire candidates to reflect on their abilities in relation to the
particular job while selective methods in the organization should test applicant abilities
in problem-solving and teamwork (Bowen and Lawler, 1992).
Industrial Relations Review and Report (2001) claims that there is ample evidence
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Improvements should occur through changes of processes rather than through control
of the staff; according to Deming this is the key to develop cooperation teams (Evans and
Lindsay, 1999). Deming argues that it is difficult to gain any kind of cooperation if the
management focuses on blaming the individual employee as was the case in the traditional
control of performance. Deming further argues that this would generate a work environment
of fear in which the staff would rather avoid
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any
form
of
risk
while
merely
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towards
more
process-oriented
and
teamwork-measuring
type
of
the
various
teams,
suppliers, and customers, and develop a more open and positive organization.
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productivity
should
be
intermingled
in
the
HRM
strategy.
10. The capacities of the employees should be assessed through potential appraisal for
performing new roles and responsibilities. It should not be confined to organizational
aspects only but the environmental changes of political, economic and social
considerations should also be taken into account.
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H11:
Employee
Empowerment
is
positively
correlated
with
TQM
implementation.
Employee Involvement:
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Selection:
Devanna, (1984) claims, that the attempt to develop a quality culture starts with
the selection of employees with the appropriate characteristics. It is necessary to consider
employees behaviour, attitudes and values for any TQM program to be successful. Reference
was also made to the recruitment process, appointing people with specific qualities and values
that will contribute to the continuing success of the organization (Smyth et al., 1996).
Wilkinson et al., (1994) states that selection and the integration of the new staff in the
organization, the human resource cycle will move its focus on to the organizations performance
as manifested by control, rewards, and development. More sophisticated recruitment and
selection techniques are needed for TQM.
Cascio (1991), Cardy et al., (1991) states the objective of traditional personnel selection
processes and differentiation of applicants on one or more dimensions such as knowledge, skill,
ability, or motivation. Recruitment should be externally oriented in the main (Schuler and
Jackson, 1987). However, some compromise over the internal market is required in order to
foster TQM (Schuler and Harris, 1991)
Snape et al., (1995) states that the bid to build up a quality culture should be by selecting
and recruiting employees with the necessary attitudinal and behavioural characteristics, Simmons
et al., (1995) and Snape et al., (1995) article implies that candidates must fit the organizational
culture and the TQM system.
Hence, H14: Selection is positively correlated with TQM implementation.
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Job Analysis:
Job analysis is the process of studying jobs in order to gather and analyze information
about the content of a job, the human requirement, and the conditions within which the job is
performed (Cascio, 1991; Schneider et al., 1992: and Heneman et al., 1994). Deming argues is
counter-productive to a team and system approach to quality output. Deming suggests that job
descriptions should establish limits on performance variations instead of detailing specific tasks
and duties. If an organization is dissatisfied with the level of an employee's performance,
management should then change the system to allow for increased performance.
However, as stated by Dobbins et al. (1991), the primary focus of traditional job analyses
is on an individual employee level and, therefore, individuals are viewed as isolated units within
the organization, each with individually defined responsibilities. By extending this perspective,
one can see that selection and evaluation of employees is based on individual criteria. Blackburn
et at., (1993) claims that Baldrige Award winning organizations have elements of job
descriptions which include innovation, creativity problem solving, customer service
competencies, cross-functional work teams striving for total quality and to determine efficient
areas of cross-training for their employees.
Hence, H15: Job Analysis is positively correlated with TQM implementation.
Team Work:
The dominant concerns of most businesses focus on efficiency, quality and profitability.
The key in any tough competitive market is to minimize costs in order to maximize profits. The
two words, quality and profitability, have not always been used as synonyms; and the quest to
find a way to narrow these gaps has been aided by the implementation of teamwork (Conti Betty
et al., (1997).
Dean et al., (1994) in their article claims that teamwork is necessary because it involves
the collaboration between managers and non-managers, between functions, as well as with
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Questions
General Information on Company Profile
Name of the organisation:
prachodana organisation
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In your opinion, which of these words best define quality? (Not limited to single
answer)
-
Description
Respondents %
Very well
10
20%
Well
35
70%
To some extent
04%
Wont work
02%
Cant say
04%
Total
50
100%
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35
Cant say
2
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Graph: 2.01
INTERPRETATION: It clearly reveals that TQM works in the organisation and helps
to increase the performance of the organisation, and few of the respondents response have not
agreed that tqm works effectively in the organisation for improvising the performance of the
organisation. The major observation is that implementation of total quality management helps to
boost the performance of the organisation (NGO).
Yes
No
Cant say
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Resondents
Percentage
Yes
40
80%
No
02
4%
Cant say
08
16%
Total
50
100%
Graph:2.02
Project
Cost estimating
Warranty
Reduce change
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design
15
Criteria
30
Respondents Total %
Project design
30
60
Cost estimating
15
30
Warranty
05
10
Total
50
100
claims
orders
05
Graph: 2.03
INTERPRETATION: Majority of the respondents opted that the total quality management
implementation in NGOs HRM function would result to improve the project design ,and very
few the respondents believes that it reduce the change orders and very few of the respondents
said that it reduce cost , so finally the tqm implementation is very feasible and appropriate to
NGOs performance.
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Yes
30
Criteria
Yes
No
Total
Respondents
30
20
50
No
20
Total %
60
40
100
Graph: 2.04
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Elimination
A tool to
Others
of defects
increase
competitive
(please
profits
advantage
specify)
09
15
01
perception of quality?
25
Criteria
Elimination of defects
A tool to increase profits
A competitive advantage
Others (please specify)
Total
Respondents
25
09
15
01
50
%
50
08
30
02
100
Graph:2.05
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VVIMP
Very important
Important
Somewhat
Not
rate the
25
10
08
important
Important
05
02
importance of
service quality?
Description
Respondents
Percentage
VVIMP
25
50%
Very important
10
20%
Important
08
16%
05
10%
Not imp
04%
Total
50
100%
Graph: 2.06
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service quality .
7 How does your
organization solves
quality related problems?
Assigns
individual to
solve.
Set up a
multi
disciplinary
team for
each
problem.
A
permanent
team is
available.
Other
(please
specify)
10
0
40
Criteria
Assigns individual to solve.
Set up a multi disciplinary team
for each problem.
A permanent team is available.
Other (please specify)
Total
Respondents
10
40
%
20
80
0
0
100
0
0
100
Graph: 2.07
INTERPRETATION : Majority of the respondents are said that they are solving the
problems through set up multi disciplinary teach for each problem and very few of the
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8. Has your
organization
developed a clear
quality policy?
Criteria
Yes
No
Total
Yes
No
Respondents
40
10
50
Cant say
(undecide
d)
%
80
20
100
Graph: 2.09
INTERPRETATION: Majority of the respondents have revealed that the management has
a clear quality policy for improvements of their products & services offered for its customers &
very few are not aware of the quality policy maintained in their organization.
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Yes
No
30
20
2.09
INTERPRETATIONS: most of the population agrees that they collect data to measure
performance, few of them said no form is been used to rate
collecting information for measuring the performance of the operations and process to rectify the
mistakes in operations in the organization.
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Empowerment is
not needed
Cant say
(undecided)
10
30
2.10
INTERPRETATIONS: Majority of the respondents believes that only key people are
empowered to make significant changes to construct operations or methodology. But few
respondents wont agree with this has they are least concerned with empowerment factor for the
growth in the organization.
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11 .How total qualities provides efficiency to the organisation and to its employees?.
Particulars
Fully providing
Partially providing
Not providing
Total
No. of respondents
26
20
4
50
Percentage
52
40
8
100
Table:2.11
Graph: 2.11
INTERPRETATION:
Most of the employees view that the maintenance of quality is very much essential to the
organization & employees for their professional success in their organization & very few have
not agreed with this has they have not come across with the importance of quality in th
operational area.
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12 . How is TQM principles are helpful for succession of HR activities in the organization?.
Particulars
Extremely good
Good
Bad
Total
No. of respondents
15
30
5
50
Table: 2.12
Percentage
30
60
10
100
Graph: 2.12
INTERPRETATION:
As majority of employees are rated as good, it can be concluded that superior and
subordinates are maintaining a healthy relationship. It depends upon good communication and co
operation between superiors and subordinates. Some of them lack in above mentioned aspects
with the superiors, so, they fail.
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No. of respondents
48
Percentage
96
No
Total
50
100
Table: 2.13
Graph: 2.13
INTERPRETATION:
Most of the employees have responded yes, it can be concluded that the company is
providing good opportunities for growth and development. It means the company is encouraging
the employees by many ways for their growth and development. For some of them it is not
providing the opportunities because of some personal issues.
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No. of respondents
14
20
16
Percentage
28
40
32
regulations
Total
50
100
Table: 2.14
Graph: 2.14
INTERPRETATION:
From the data, it can be interpreted as employees are getting normal conditions in their
working atmosphere. Some of them are feeling over dependency of rules and regulations in the
working atmosphere and others feeling pleasant and enjoyable atmosphere, it helps for the
growth of the company.
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No. of respondents
9
31
10
50
Table: 2.15
Percentage
18
62
20
100
Graph: 2.15
INTERPRETATION:
Most of the employees are rated to motivational factors, so it can be concluded that the
recognition programmes provides by the company is preferable. Also, this recognition
programmer helps employees to accomplish their career in a effective way & very few have not
come with the good opinion as their talents are not recognized in right time & have not recorded
by the management.
16.What is your opinion about the role of TQM in human relation to achieve the
objectives?
Particulars
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No. of respondents
Percentage
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28
20
2
50
56
40
4
100
Table: 2.16
Graph: 2.16
INTERPRETATION:
From the data, it can be interpreted as the role of human relation in achieving objectives is
extremely important as rated by the employees. Because, without proper communication, co
ordination with others while doing work leads to poor performance in their work. Hence, the role
of human relation in achieving the objectives is important.
17. Is it important to allow the opportunity to develop close interaction with peers and
colleagues?
Particulars
Should be allowed
Allowed
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No. of respondents
22
20
Percentage
44
40
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8
50
16
100
Table: 2.17
Graph: 2.17
INTERPRETATION:
According to the majority of the respondents, it can be interpreted that to develop the
close interaction with peers and colleagues should be allowed in the company. By allowing close
interaction between them helps to improve their co ordination with them and also to perform
well in the given work & very few have few have not agreed with the issue has they lack
knowledge about the relationship between the management & employees.
No. of respondents
27
20
3
Percentage
54
40
6
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50
100
Table: 2.18
Graph: 2.19
INTERPRETATION:
According to the majority of respondents, it is very much important to provide
promotional opportunities and attractive rewards to the employees. By providing these
opportunities to the employees leads to accomplish to achieve higher task in the organization.
19. Whether team spirit is a key factor for achievement your organisational goals.
Particulars
Yes
No
Total
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No. of respondents
38
12
50
Table: 2.19
Percentage
76
24
100
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Graph: 2.19
INTERPRETATION:
As most of the employees are rated as yes, it can be concluded that team spirit is essential
as a key factor for the achievement of goals. Due to this factor, employees will get motivated to
achieve their objectives in the effective manner.
No. of respondents
18
21
11
50
Percentage
36
42
22
100
Table: 2.20
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Graph: 2.20
INTERPRETATION:
From the data, it can be interpreted that the company is providing opportunities for the
employees independent thoughts and action should be allowed. Some of them are not showing
interest for the opportunities provided by the company for sharing their views with them.
FINDINGS
1. Majority of response have related that TQM work in organization very effective and
efficiency way
2. most of the responded have aggrieve that TQM program is very benificial to meet the
long term needs of the organization
3. Majority of respondent have come up that way TQM will have the areas will benificial
especially in the project design
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the
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17. It very important to have a cordial realize quality discharge the work effectively
18. It is very important for the management to provide as it improver the self confident trust
and confident of employ to put more effort full fill the goal is in organization
19. Definitely teams sprits is the key factors for achieve the organization goals by the
dedicated employees in the team
20. It is very significant for the management to provide and number of operchunety
independent thought and action
SUGESSIONS
1.
organization must strive apply total quality management applications because the
majority of the respondents are agreed that total quality management improves the
performance of the organization.
2. Total quality and its applications are very beneficial to the organization so company
/organization have to implement total quality management practices.
3.
4.
organization must implement or adopt TQM or the ISO 9000 Standards and other
applications to HR deportment
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Conclusion
The present study strongly proposes a comprehensive attitude for matching the
dimensions of TQM and HR issues. The strength of HRM practices lies in the prospective
modification and adaptation within the TQM framework. The paper emphasizes the fact that
TQM has specific relationships with HR issues in continuous improvement. Improvement in
performance can be enhanced by enhancing the performance of the people.
Based on the findings, organizations can rank and assess their performance on the four
critical elements. The survey should be repeated on a regular basis and two times per year is a
suggested interval. Organizations can then use the longitudinal results to assess whether changes
were successful and to identify areas for future improvement. As TQM results vary, companies
must take the responsibility for assessment and quantitative evaluation of implementation results.
This proposed survey is an attempt to validate improvement efforts. Performed frequently, this
assessment will allow practitioners to chart efforts and make implementation modifications when
needed to ensure ongoing TQM emphasis and success. For scholars and TQM researchers, this
methodology will allow needed TQM quantification. Further studies are needed to assess factors
for TQM success.
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References:
1. Ahmad, S. and Schroeder, R.G. (2002), The importance of recruitment and selection
process for sustainability of total quality management, International Journal of Quality
& Reliability Management, Vol. 19 No. 5, pp. 540-50.
2. Aubrey, C.A. and Felkins, P.K. (1988), Teamwork: Involving People in Quality and
Productivity Improvement, American Society for Quality Control (ASQC) Press,
Milwaukee, WI.
3. Aug. Anthony, (2002) An Eclectic Review of the Multidimensional Perspective of
Employee Involvement, The TQM Magazine, Vol. 14, No. 3, pp. 192-200.
4. Blackburn, R. and Rosen, B. (1993), Total quality and human resource management:
lessons learned from Baldbridge Award-winning companies, Academy of Management
Executive, Vol. 7 No. 3, pp. 49-66.
5. Boon, O.K., Arumugam, V. and Hwa, T.S. (2005), Does soft TQM predict employees
attitudes?, The TQM Magazine, Vol. 17 No. 3, pp. 278-89.
6. Boon, O.K., Veeri, A., Yin, L.K. and Vellapan, L.S. (2006), Relationships of TQM
practices and employees propensity to remain: an empirical case study, The TQM
Magazine, Vol. 18 No. 5, pp. 528-41.
7. Bowen, D.E. and Lawler, E.E. (1992), Total quality-oriented human resource
management, Organizational Dynamics, Vol. 20 No. 4, pp. 29-41.
8. Brown, Alan, TQM: Implications for Training, Training for Quality, Vol. 2, No. 3, pp.
4-10, (1994).
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