The quality movement advanced by Edward Deming has had a big influence on different organizational systems. His theory focused on increasing efficiency, productivity and cohesion at the workplace. Many business firms have made quality management to be a key part of their operations.
In his assessment, Deming argued that quality management is vital to an organization’s survival because it helps build a firm’s reputation in the long term.
This observation has evolved to include other relevant factors which contribute to effective human resource management in business organizations (Cole and Scott 115). This paper will discuss the way quality management affects human resource practices in different business organizations.
HR Planning
Deming’s arguments are relevant in the current business environment. They show why managers need to formulate effective plans to enable their firms achieve quality output in their operations. Managers need to improve the way work systems are structured to make their organizations more competitive.
Therefore, the management needs to build relationships at all levels of the organization to improve coordination and efficiency. Quality management focuses on all aspects of organizational behavior which have an impact on the way employees perform their duties. This requires managers to guide employees through different organizational policies formulated to help them achieve quality output (De Cenzo and Robbins 78).
Deming’s theory argues that firms that produce high quality goods and services are likely to survive longer in the market compared to those that produce low quality products. Therefore, it is important for work systems to conform to workers’ skills for quality results to be achieved in the organization.
Cooperation
Deming stresses the importance of cooperation between workers and their superiors because it helps a firm improve the quality of its output. This makes it possible for workers to collaborate with each other to improve the quality of work outcomes in the organization. This theory reveals that workers’ issues need to be taken more seriously to make them more motivated.
This shows the importance of sustaining good employee relations because it helps a firm achieve positive results in its operations. Business firms need to cater for the welfare of their employees to make them achieve quality output (Thite 93).
This requires managers to streamline internal policies and work schedules to suit employees’ lifestyles and needs. This will strengthen their workers’ loyalty to make them more committed to the organization.
Deming’s theory of profound knowledge affects many human resource practices in business organizations. The theory shows that workers have individual issues which combine to affect the way different organizational systems function. Some issues affect workers’ morale and they have an impact on the quality of performance. Managers need to understand issues which affect employees’ performance at the workplace.
This enables managers to organize duties to be performed by taking note of each worker’s talent, skills and work experience. This theory helps managers put in place effective systems which nurture employees’ talents and skills, to make each individual worker more competitive. It is important for managers to realize that a positive organizational environment enables workers achieve quality results in their duties (Tsutsui 59).
In conclusion, Deming’s quality management theory reveals why organizations need to put in place effective human resource policies to improve performance. This enables employees achieve quality results in different tasks they perform.
Works Cited
Cole, Robert E., and W. Richard Scott. The Quality Movement & Organization Theory. London: Sage, 2000. Print.
De Cenzo, David A., and Stephen Robbins. Fundamentals of Human Resource Management. New York: Wiley, 2007. Print.
Thite, Mohan. Managing People in the New Economy. London: Sage, 2004. Print.
Tsutsui, William M. “W. Edwards Demings and the Origins of Quality Control in Japan.” Journal of Japanese Studies, 22.2 (1996): 295-325. Print.