HUMAN RESOURCE MANAGEMENT

1. Dr. Mohamed Kutty Kakkakunnan
Associate Professor
P G Dept. of Commerce
N A M College Kallikkandy
Kannur – Kerala – India

2. Why would a customer come to you if your
competitor is also offering the same product?

3. What is Quality?
• Depends upon the person defines it (subjective) – durability, comfort,
fashion - Quality can be viewed as –
 ‘Performance to standards’, means meeting the specification
 ‘Meeting the customer needs’
 ‘satisfying the customer’
 ‘Fitness for use’ – “how well the product performs its intended function
or use”
 Value for price paid – “product or service usefulness for the price paid”
 A parameter which decides the “superiority of inferiority of a product or
service”
 Can be defined as “meeting or exceeding customer expectations”
 A perfectly produced product has little value, if it is not the what the
customer wants – quality is customer driven
Thus, quality is an attribute of the product or service which differentiates it
from that of the competitors. It can be measured in term of durability,
reliability, usage etc

4. At present-
– Customers are quality conscious and expect products and
services with high quality
– Organizations, which do not give importance to quality
may not survive in the long-run
– No difference in manufacturing, service, govt., private,
hospital, educational institutions, everybody
– Major reason for survival and growth or world renowned
organizations is their pursuit to quality and best quality
management
– Some of these companies were the first to implement six-
sigma
– Six sigma, the level of defects is reduced to
approximately 3.4 parts per million
– To achieve this, everyone in the company need training

5. Thus,
• Companies consider utmost importance to quality and invest heavily in
providing quality goods and services
• Who is responsible for inferior quality?
• In the olden days, poor quality was blamed on workers - on their lack of
productivity, laziness, carelessness etc.
• According to Deming, only 15% of quality problems are actually due to
worker error – the remaining 85% are caused by process and systems,
including poor management
• Further-
-Management has to correct system problems and create an
environment that promotes quality and enable the workers to their full
potential
- Managers should drive out any fear employees have of identifying
quality problems – proper methods should be taught and detecting and
eliminating poor quality should be everyone’s responsibility

6.  A management approach originated in 1950s, developed jointly
by Edward Deming, Joseph M. Juran and Armand V.
Feigenbaum - but gathered momentum in 1980s,
 Is an integrated organizational effort designed to improve
quality at every level
 Defined as “a continuous effort by the management as well as
employees of a particular organization to ensure long-term
customer loyalty and customer satisfaction”
 Is a structured effort by employees to continuously improve the
quality of their products and services through proper
feedbacks and research”
 Ensuring superior quality is not the responsibility of a single
member – every member is responsible
 TQM is a joint effort of management, staff, workforce, suppliers
in order to meet and exceed customer satisfaction level

7. Thus,
TQM is a description of the culture, attitude and philosophy of an
organization that strives to provide customers with products
and services that satisfy their needs.
The culture requires quality in all aspects of the company’s
operations with processes being done right and defects and
wastes are eradicated from operations
Aims at long-term success of the organization through customer
satisfaction and benefits all members of the organization and
society
It is the attitude of members to continuously provide good quality
products and services to customers
It is a philosophy for managing , in a way which enables the firm
to meet stakeholder needs and expectations efficiently and
effectively without compromising ethical values
It is a holistic approach to long-term success that views
continuous improvement in all aspects of the firm, and covers
every function – administration, production, marketing,
staffing, distribution etc

8. Stages/ Phases of TQM
Four stages
1. Plan
2. Do
3. Check
4. Act
Also known as PDCA cycle
Planning phase – the most crucial – employees have to come up
with their problems and queries which need to be
addressed. They need to come up with various challenges
they face in their day-to-day operations and also to analyze
the problems root cause. They have to do necessary
research and collect relevant data which would help them to
find solutions to the problems

9. Doing Phase – employees develop a solution for the
problems defined in planning phase. Strategies
are devised and implemented to overcome the
challenges faced by employees. Effectiveness of
solutions and strategies is also measured in this
stage
Checking phase – comparing the data collected
before and after to confirm the effectiveness of
the process and measure the results
Acting phase – employees document their results
and prepare themselves to address other
problems

10. Elements of TQM
TQM is philosophy that makes quality the driving force
behind leadership, design, planning and improvement
initiatives – i.e., at all levels, all processes and all
activities of the entire organization
There are eight elements
1. Ethics
2. Integrity
3. Trust
4. Training
5. Teamwork
6. Leadership
7. Recognition
8. Communication
ALL THESE REQUIRE EDUCATION AND TRAINING

11. Recognition
Leadership
Teamwork
Training
Ethics, Integrity, trust
communication
communication