Introduction
Over time, several debates have been conducted by various scholars to aptly define quality. In essence, quality is a simple concept. However, there are many dynamics and aspects that are variably used by scholars to pin-point the exact meaning of quality. It is for this reason that quality means different things to different people and countless of debates are still ongoing to find an aptly fitting definition.
For the purpose of this paper, quality will be generally, yet representatively inclusive, defined as the ability of a product or service to meet the expected needs of its clients (Pereira, 2008). In this definition, several vital aspects such as performance, perceived quality, value and aesthetic value have to be put into consideration.
It is with this—and many other reasons in mind—that this paper seeks to define the key aspects of quality. In doing so, fitting examples from the field of Human Resource Management (HRM) will be used to exemplify each of the defined dimensions
Performance
According to Seidel et al. (2009), performance simply refers to the assessment of whether a product or service has performed as it is purposed to do. In assessing performance, an evaluation has to be done on the strengths and weaknesses of the product or service then an overall rating is done as to whether it performed or not.
For example, in HR Management, performance can be measured by assessing whether the workers of a company served its clients appropriately. From a managerial perspective, performance majorly entails profitability by the company, satisfaction of clients and satisfaction of the workers (Pilbeam & Corbridge, 2006).
Features
Just like the name suggests, features refer to the specific attributes, traits or characteristics of a product or service that enables it to serve its intended purpose (Gibbs, 2010). Other than enabling a product or service to serve its purpose in terms of performance, features also play the irreplaceable role of defining a particular product or service in aspects such as brand management.
A good example of such is the difference in features of phones from companies like Nokia, Apple and Samsung. For efficacy in HR Management, there has to be close coordination between the managers, workers and clients so that products and services are tailored with the appropriate features that meet the needs of the target market (Seidel et al., 2009).
Reliability
With regards to HR Management, reliability emphasizes on the trustworthiness or dependability of a product of service over a given period of time. In assessing the quality, a product or service must be able to perform as is required over a given period of time while intermittently being able to avoid unnecessary brake-downs, failures and down-times (Gibbs, 2010).
For example, reliability of a HR manager can be assessed by his ability to perform his duties in a dependable way over a particular duration. Just like features, reliability goes a long way in portraying a company image thus should be keenly considered by those in charge of quality issues in the company.
Conformance
This dimension of quality answers the question; does a product or service conform to the required features or specifications? Conformance can be based on various aspects of quality. For example, some products or services are specifically designed to conform to reliability whereas others are simply for performance. In HR Management, conformance is sometimes used to refer to the ability of a product or service to match up with the requirements in the market (Bratton & Gold, 2007).
For instance, based on the ever increasing relevance and importance of IT (Information and Technology) issues in today’s business-oriented world; most recruitment personnel in companies have made it mandatory for the prospective workers to have basic knowledge in IT. In this regard, the need to have IT-compliant workers is viewed as a form of compliance to the elemental importance of knowledge in IT.
Durability
In most occasions, durability is viewed as a subset of reliability. This is majorly based on the relevance of the aspect of time. However, unlike reliability which stresses more-or-less on performance, durability is chiefly concerned with the quality of a product or service based on its ability to function effectively and last over a long period of time. Additionally, durability strongly considers issues such as tare and ware of a product.
The durability of a product hugely determines crucial aspects of quality such as warranty. As a general rule, products or services that are durable tend to have longer warranties than those with less durability. Based on such knowledge on durability, HR Managers can easily tailor their products and services to be durable so as to attract and retain as many customers as possible (Pilbeam & Corbridge, 2006).
Serviceability
Serviceability simply refers to the ease in maintenance of a product or service. Most products that are reliable and durable witness less functionality and performance problems thus easily serviceable. It is worth noting that, based on their simplistic features or components, some products are easy to maintain.
For example, vehicles tend to be more difficult to service when compared to motorcycles. This ease or difficulty of product maintenance is also referred to as serviceability. For HR Managers, serviceability is not only vital in terms of maintenance and repair of products for performance of these products but it also helps in cost-efficacy since well maintained products are less faulty thus less need to incur costs in repairing or maintaining them.
Aesthetics
Aesthetics refer to the outward beauty of a product or service. In today’s world, beauty plays an important role in marketing of products or services. It is based on this reason that HR Managers in most, if not all, companies usually strive to create aesthetic products and services attract clients (Gibbs, 2010). Tare and ware often destroys the aesthetic value of a product. It is during such instances that aspects of quality such as serviceability come in handy in-terms of conducting maintenance and repairs.
Perceived Quality
The manner in which human beings perceive things greatly determines how they get to deal with day-to-day endeavors. Aptly put in the words of Pereira (2008), “perception is reality”, in other words, our perceptions determine our realities. Needless to say, different people perceive different things in different ways based on differences in cultures, beliefs or even religious backgrounds. These differences hugely determine how these people interpret the quality of certain products or services.
For example, conservative societies tend to appreciate “decent” clothing like full dresses for women. In the permissive societies, decency plays a very minor role and that’s the reason women in such societies can get to walk in the streets with very exposing clothes in the name of fashion. Consequently, HR Managers should preliminarily be aware of the perceptions of their clients. Once they have firm background knowledge on the people targeted by their products and services, it will be relatively easy to serve them fittingly.
Value
In most instances, value and quality are often used synonymously and interchangeably since they tend to refer to the same thing. The value of a product or service is usually based on almost all the dimensions of quality that have been discussed above.
The distinguishing feature that separates value from quality is that, in a good number of instances, value hugely relies on individual perceptions and the sentimental or emotional element of products or services. On the other hand, quality tends to be a combination of all the aforementioned aspects balanced in a more-or-less universally accepted way.
Over time, HR Managers have been able to study the perceptions and values of individuals or groups of people in regards to quality and it has been found that the value of a product can be easily created by market controllers when compared to other aspects such as durability. Through such mechanisms, products or services whose quality is spiraling downwards can be easily rejuvenated by these HR Managers (Adams & Goldbard, 2002).
Conclusion
From the discussions above, it is eminently evident that all the key dimensions discussed herein are interrelated in one way or another. The success of one dimension hugely determines the success of the other. So, if overall efficacy is to be witnessed in terms of quality of products or services, HR Managers, and other concerned parties, must find a way of ensuring that all these dimensions of quality are equally facilitated.
References
Adams, D., & Goldbard, A. (2002). Community, culture and globalization. New York: Rockefeller Foundation.
Bratton, J., & Gold, J. (2007). Human resource management: theory and practice (4th ed.). Basingstoke: Palgrave Macmillan.
Gibbs, G. (2010). Dimensions of quality. Web.
Pereira, R. (2008). 8 dimensions of quality. Web.
Pilbeam, S., & Corbridge, M. (2006). People resourcing: contemporary hrm in practice. London, UK: Prentice Hall.
Seidel, S., Tishman, S., Winner, E., Hetland, L., & Palmer, P. (2009). The qualities of quality: Understanding excellence in arts education. Web.