The human side of introducing total quality management

Ron Edwards · Amrik Singh Sohal

29 citations0/0 files storedInternational Journal of Manpower

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Quality and Supply Management Management Systems and Quality Improvement Organizational Change and Leadership

Abstract

The aim of this paper is to explore the reasons why businesses, having adopted total quality management (TQM), fail to sustain their reforms over time. In order to gain insights into the pressures that, despite good intentions, can make full implementation of TQM problematic, a case study approach is used. The research indicates that a lack of attention to the human element of change, especially inconsistent senior management support, a lack of involvement of supervisors and middle managers in planning for change, and lack of attention to groups of staff affected negatively by the changes, explain why businesses may face difficulty sustaining reform programs.

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References

1995Total quality management as competitive advantage: A review and empirical study 1985What is total quality control the japanese way 1995Total Quality Management: Empirical, Conceptual, and Practical Issues 1999The relationship between total quality management practices and operational performance 2001TQM and innovation: a literature review and research framework 1994Total Quality Management and employee involvement: Are they compatible?1999Employee Participation and Assessment of an Organizational Change Intervention 1995Factors affecting the implementation and success of TQM

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