...TOTAL QUALITY MANAGEMENT CRITICAL REVIEW OF AN ARTICLE Bilal Topic of research: The article selected for critical review is “Total Quality Management and Employee Involvement: Similarities, Differences and Future Directions” by Edward E. Lawler of University of Southern California. The date of publication is September 1992. The intended area of research or research question is that how “total quality management” and “employee involvement” are related to each other. Are these two terms different or similar to each other? Are they interrelated or complement each other? Which of these two terms are more important? The article speaks about how TQM, Employee involvement and the clear similarities and differences between these two terms. It also states how these two are important for the organization and what would be the management approach in future. We have studied in Total Quality Management course how employees are imperative for an organization to maintain quality and how significant their roles are in three levels of organization. Probably the most important part of maintain quality is employee involvement, empowerment and motivation. However the article discuss whether these two terms are equally important or not. The typical TQM tools for problem solving and quality issue identification and accurate production are used by employees working in the organizations, whereas employee involvement talks about involving all employees on all levels in the organizational...
Words: 2675 - Pages: 11
...2.2 IMPLEMENTATION OF THE TQM The TQM Process begins with management and, most important, the CEO’s commitment. Leadership effectiveness is essential during every stage of the implementation process and particularly at the start. In fact, indifference and lack of involvement by management are frequently regarded as the main reasons for the failure of quality improvement programs and activities. If management has not been properly educated in the TQM concepts, that should be done right away. In addition to formal education, managers should visit successful TQM business organizations, read selected articles and books, attend seminars and conferences, and join professional organizations for quality assurance. Timing of the implementation process is very important. Is the business organization ready to embrace and adopt the total quality journey? There may be some foreseeable problems, such as a reorganization, change in management personnel, interpersonal conflicts, a current crisis, or a time consuming activity. These problems may postpone implementation to a more conducive time. Next stage is the organization of the quality council. Initiation of these duties is an important part of the implemetation of TQM. The formulation of core values, a vision statement, a mission statement, and a quality policy statement, with input from all employees, should be first undertaken. The active involvement of managers and supervisors is very important to the success of the TQM activity...
Words: 1805 - Pages: 8
...THE RELATIONSHIP BETWEEN REWARDS, RECOGNITION AND MOTIVATION AT AN INSURANCE COMPANY IN THE WESTERN CAPE by ROSHAN LEVINA ROBERTS Submitted in partial fulfilment of the requirements for the degree of MAGISTER COMMERCI in the DEPARTMENT OF INDUSTRIAL PSYCHOLOGY at the UNIVERSITY OF THE WESTERN CAPE SUPERVISOR: KARL HESLOP NOVEMBER 2005 ABSTRACT Increasingly, organisations are realising that they have to establish an equitable balance between the employee’s contribution to the organisation and the organisation’s contribution to the employee. Establishing this balance is one of the main reasons to reward and recognise employees. Organisations that follow a strategic approach to creating this balance focus on the three main components of a reward system, which includes, compensation, benefits and recognition (Deeprose, 1994). Studies that have been conducted on the topic indicates that the most common problem in organisations today is that they miss the important component of recognition, which is the low-cost, high-return ingredient to a well-balanced reward system. A key focus of recognition is to make employees feel appreciated and valued (Sarvadi, 2005). Research has proven that employees who get recognised tend to have higher self-esteem, more confidence, more willingness to take on new challenges and more eagerness to be innovative (Mason, 2001). The aim of this study is to investigate whether rewards and recognition has an impact on employee...
Words: 29080 - Pages: 117
...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0265-671X.htm IJQRM 24,1 Does TQM influence employees’ job satisfaction? An empirical case analysis 62 Keng Boon Ooi Multimedia University, Malaysia, Cyberjaya, Malaysia Received May 2005 Revised September 2005 Nooh Abu Bakar Business and Advanced Technology Centre (BATC), University of Technology, Malaysia (UTM), Kuala Lumpur, Malaysia Veeri Arumugam School of Management, University Science, Malaysia (USM), Penang, Malaysia, and Lorraine Vellapan and Alex Kim Yin Loke Carsem (M) Sdn Bhd, Ipoh, Malaysia Abstract Purpose – This paper seeks to examine employees’ perceptions of TQM practices and its impact on job satisfaction within a large Malaysian outsourced semiconductor assembly and test (OSAT) organization. Despite extensive research on TQM practices, none examines this scope of investigative study. Therefore, the proposed model was developed with the intention of examining this relationship. Design/methodology/approach – Original research using self-completed questionnaires, distributed to all staff within this organization, is thoroughly reported. The study sample consisted of 230 employees, resulting in a response rate of 76.6 percent. A questionnaire developed by Wright and Cropanzana was used for ascertaining the level of overall job satisfaction. Data were analyzed by employing correlation and multiple regression analysis. Findings – The results revealed that teamwork...
Words: 7814 - Pages: 32
...Project Management Plan Employee Incentive Program CPMGT/301 October 13, 2014 Project Management Plan Attracting skilled employees is often important and often difficult. Employers face major challenges when they consider the increasing difficulty of finding skilled people every company should have an employee incentive program if it is sales and especially for university enrollment advisors because they are the ones that bring business into the university. The project scope of Title IV of the Higher Education Act of 1965 strict accreditation regulations and laws prevent the university from offering bonuses to employees who enroll students. The work breakdown structure for the employee incentive program consists of activities/attributes, milestones stakeholders, stakeholder’s needs, tools and techniques. • Activities/attributes – Create a list of creative ideas o Have employees take a survey once a year o Boost employee morale and set a goal for employees o Provide a positive working environment o Retain employees o Diversity of activities o Develop skills and potential o Employees need to be more involved and engaged o Communication to employees • Milestones – o Approval of incentive program o Incentives must follow rules/regulations ...
Words: 1319 - Pages: 6
...Supporting Good Practice in Performance and Reward Management ASSIGNMENT Activity1 1. Two Purposes of Performance Management and its relationships to business objectives. Performance management is a repetitive process, established by organisations to help them in accomplishing their objectives (goals, as listed in the organisation’s vision) by maximizing the performance of an individual, team or whole organisation and ensure that the objectives are achieved. The Performance Management Process is a key component of organisation’s overall approach to the management of its people. As part of the performance management system, Performance Management Process aims to achieve the following: • To enable an individual employee to know exactly what is expected both in terms of outputs (the delivery of agreed objectives) and the relevant, appropriate behavioural style (role-related competency models), which will underpin the delivery of the agreed objectives. • To enable individual and team effort to be focused on the delivery of the departmental business plan. • To enable an individual to identify and meet personal development needs which will facilitate the delivery of agreed objectives. • To enable individual employees to feel motivated and valued for their contribution to the on-going success of organisation. • To enable individuals to identify and achieve realistic career goals over time. • To enable the organisation to reward individuals fairly based on an objective...
Words: 2531 - Pages: 11
...[pic] Master of Business Administration (MBA) An analysis of the Effects of Rewards and Compensation on Employees’ Motivation and Performance Dissertation submitted in fulfillment of the requirements to the University of Wales for the award of the Degree Of Master of Business Administration (MBA) April 2012 DECLARATION This work has not previously been accepted in substance for any degree and is not being concurrently submitted in candidature for any degree. |Signed | |(Candidate) | |Date | | | STATEMENT 1 This thesis is the result of my own investigations, except where otherwise stated. The correction services have been used, the extent and nature of the correction is clearly marked in a footnote(s). Other sources are acknowledged by footnotes giving explicit references. A bibliography is appended. |Signed | |(Candidate) | |Date | | | STATEMENT 2 I hereby give consent for my thesis, if accepted, to be available for photocopying and for inter-library loan, and for the title and summary to be made available to outside organizations...
Words: 17870 - Pages: 72
...Organizational Theory – Organizational Systems Analysis Organizational Theory – Summary Paper Today’s organizations draw upon the concepts of social and cultural anthropology, political science, strategic management, and organizational behavior. To become a successful manager in today’s organizations, mangers must understand and adjust to organizational concepts, implementation and management of change within organizations, concepts of systems of theory problem solving and decision making. As a manger in my current organization, this course has taught me how to improve my managerial skills through recognizing and understanding the concepts mentioned above. The following is a complete system analysis of my company based on the Six-Box Model. Within the six-box model I will demonstrate how the following factors: (1) Boundaries and Environments; (2) Organizational Structure; (3) Formal and Informal Systems; (4) Reward Systems; (5) Power; (6) Force Field Analysis, (7) Organizational Interventions; and (8) Reactions to Proposed Changes affect a managers management style. Organizational Boundaries and Environments Boundaries in organizations can be defined as “the umbrella under which rules are implemented to shape their purpose and goals.” (Ware, 2005). Boundaries are in place to determine the sphere of influence for the internal activities of an organization and to govern the reactions to external environments...
Words: 3882 - Pages: 16
...headquarters in San Jose, California. Riordan's major customers are automotive parts manufacturers, aircraft manufacturers, the Department of Defense, beverage makers and bottlers, and appliance manufacturers. This research paper will discuss the issues being faced by Riordan Manufacturing and provides solution based on various motivation, rewards and performance concepts Situation Analysis Issue and Opportunity Identification – Total reward system The current reward system is barely based on performance, instead recognizing cost-of-living increases, seniority and position. Faced with declining morale and work ethic, Riordan managers have been pressuring the CEO to "do something" about the rewards system. Riordan’s employees comprise three major demographic groups. Baby boomers make up the bulk of the managerial and about half of the manufacturing staff; GenXers make up the majority of the professional staff, as well as some of the manufacturing staff; and the GenY contingent are the newest hires, found primarily in manufacturing, engineering and IT. These three groups have radically different perspectives on rewards and motivation, valuing everything from interesting work to bigger paychecks. Stakeholder...
Words: 4909 - Pages: 20
...PERFORMANCE MANAGEMENT PROCESS PRACTICED BY RADIANT PHARMACEUTICALS LIMITED ON THEIR MARKETING INFORMATION OFFICER (MIO) ____________________________________________________________________________ Prepared For: Reaz Ameen Choudhury Faculty of Business Administration Department of Human Resource Management Course: Performance Management Program: MBA Section: A Prepared By: 1) Shuravi Hasneen ID: 2) Shampa Ghose ID: 3) ID: 4) Mohammad Rasel Ahmed ID: 10-93928-2 Date of Submission: 6th December, 2011 6th December, 2011 Reaz Ameen Choudhury Course Instructor Performance Management American International University Bangladesh (AIUB) Dear Sir: Subject: Submission of report. As per your instruction, we have prepared the report titled “Performance Management Process”. We have tried to follow all of your suggestions and guidelines to prepare this report. This assignment provided us with an opportunity to get an anchored conception of the vast subject –Performance Management. Your continuous...
Words: 4989 - Pages: 20
...GOAL/QPC Research Committee 1990 Research Report No. 90-12-02 Total Quality Management Master Plan An Implementation Strategy GOAL/QPC 12B Manor Parkway Salem, New Hampshire 03079 Phone: (603) 890-8800 FAX: (603) 870-9122 service@goalqpc.com www.goalqpc.com About GOAL/QPC . . . Founded in 1978 as a nonprofit organization, GOAL/QPC grew from a regional effort to expand jobs in northeastern Massachusetts to an international leader in studying and teaching a business transformation process. GOAL/QPC leads the way by helping hundreds of companies (including many of the Fortune 500) through its research, publications, training, and consultations. In 1988, GOAL/QPC invited 20 U.S. companies to participate in a Sustaining Members' Research Committee that would meet quarterly to study and discuss "leading edge" concepts, methodologies, and processes for the improvement of quality, productivity, and competitiveness. During 1987-90, the Sustaining Members' Research Committee operated with five Research Teams: Cultural Change and Integration of Plans Daily Control Cross-Functional Management TQM for Cost Reduction Benchmarking This research report is a product of the Cultural Change and Integration of Plans Team. Team members: Gary Floss Tom Lynch Jim Naughton Joe Colletti Bob King Gene Miller Pamela Olivier Andre Shambarger Bob Allison Tom Flaherty Mark Finster Ken Karch Mark Shimelonis Control Data Eastman Kodak Expert Knowledge Systems GOAL/QPC GOAL/QPC Goodyear Tire and Rubber...
Words: 10837 - Pages: 44
...HRM 600 Advanced Organizational Behavior and Leadership Role of Rewards in retaining skilled Employees Presented To: Dr. Akl Keyrouz Presented By: - Amale R. Abboud [ID: 19030] - Chimène M. Abou Nahoul [ID: 19542] Contents Abstract: 2 Introduction: 2 Overview of Literature 2 Results Discussion: 2 A- Employee Reward and Recognition Systems 2 1- REWARD VS. RECOGNITION 2 2- DESIGNING A REWARD PROGRAM 2 3- TYPES OF REWARD PROGRAMS 2 a- Variable Pay: 2 b- Bonuses 2 c- Profit Sharing 2 d- Stock Options 2 B- Reward Systems and Organizational Change 2 1- Reward as a Lead 2 2- Reward as a Lag 2 3- Rewards as a Motivator of Change 2 C- Conclusion 2 References: 2 Abstract: Reward is one of various human resource (HR) tools that organizations use to manage their employees. For an organization to collect its money’s worth, stimulate, and preserve skillful employees, it needs to confirm that its compensation system is not an island by itself. Not only is it important for an organization to tie reward to its general goals and strategies, it is vital that its compensation system supports with its HR strategy. Too many organizations plan and control their pay systems by default; or worse, fall back on “the squeaky wheel gets the grease” practices. More than any other area in HR, disregarding pay and performance systems can be devastating. It is a very costly and laborious procedure to employ new employees...
Words: 3857 - Pages: 16
...Executive Summary Designing and implementing a compensation package that rewards all staff according to performance, and succeeds in appealing to their individual motivations is an enormous challenge for any organisation. Some find it easier to simply pay a percentage increase to all staff, irrespective of their performance. A literature review was undertaken to determine both the current and historical views of performance management. A vast amount of material has been written in journal articles and textbooks. All point to the complexity of the issue and the apparent inability to find a solution that will suit all. For the last 100 years, HR specialists, psychologists and economists have been collaborating to try and develop a system which would have broad appeal for both staff and employers. Many theorists contributed to the discussions, asserting that individual motivations for pay were based on the theory of agency, goal, control, expectancy, or reinforcement. Performance management systems are necessary to enable companies to enable them to attract, retain and motivate the best calibre of employees, thereby assisting companies to achieve their organisational goals. However, different people are motivated by different things. Some by money or other tangible rewards and some by the pleasure of completing tasks, intangible rewards. These are also referred to as extrinsic and intrinsic motivations. Rewards systems can be developed based on...
Words: 5604 - Pages: 23
...Compensation – The sum total of all forms of payments or rewards provided to employees for performing tasks to achieve organizational objectives Rs Compensation- Nature and scope • The complex process includes decisions regarding variable pay and benefits • It suggests an exchange relationship between the employee and the organization • It involves design, development, implementation, communication and the evaluation of reward strategy and process of the organization Compensation Objectives 1. 2. 3. 4. To reward employees’ past performance fairly, in line with efforts, skills and competencies To attract and retain competitive high performing employees To motivate the high performing employees and reinforce desirable employee behaviour To remain competitive in the labor market 5. 6. 7. To align employees’ future performance with organizational goals To communicate the employees their worth to the organization To provide employee social status • Strategic compensation – Using the compensation plan to support the company’s strategic aims. – Focuses employees’ attention on the values of winning, execution, and speed, and on being better, faster, and more competitive.. • IBM Strategic Compensation Planning • Strategic Compensation Planning – Links the compensation of employees to the mission, objectives, philosophies, and culture of the organization. – Serves to identify the net monetary payments made to employees with specific functions of...
Words: 2834 - Pages: 12
...mining sector accounts for 50% of the country’s annual export earnings. During 1993, the mining industry’s contribution to the Peruvian economy was represented by $240m paid in taxes; $400m spent on local purchases; $280m in imported goods and accounted for over 11% of GDP (Acheampong, 2003). In South Africa, where gold is the largest mineral foreign income earner, gold mining alone contributes 27.4% in mineral revenues. The gold industry is also responsible for 56% of South Africa’s mine labour force (Mbendi, 2005). In Ghana, the sector plays a vital role in the development of the economy. In 2000, minerals accounted for 38.96% of total export earnings, followed by cocoa (22.51%) and timber (9.03%) (ISSER, 2001). The mining sector now contributes 41% to the country’s foreign exchange and is the leading foreign exchange earner. Of the $612.9 million in total mineral export income in 1997, gold, the most important mineral, accounted for $579.2 million, or 94.5%, while the remaining 5.4% came from diamonds, bauxite and manganese (ISSER, 1998). Organisations today have realised the importance and the concept of motivation and the role it plays in achieving organisational objectives. As resources increasingly become...
Words: 20839 - Pages: 84
