Total Quality Management Implementation - Coursework Example

Your name: Course name: Professors’ name: Date Abstract With the rising trend of globalization and increased quality management practices, total quality management has become a universal phenomenon. Following its emergence, TQM has become one of the core development strategy in the field of organization management sciences, and it is widely employed globally. TQM emerged from Japanese companies. With the rising need of proper quality management, it was later adopted by the US and the European companies. In the last two decades, TQM has received a lot of attention globally. TQM requires involvement of all the employee in an organization. This is because it employs teamwork for effective continuous assessment. This essay seeks to investigate the effects of TQM can be employed in effective management of employee involvement and how this relates to employee job satisfaction in organizations. It will cover the relationship between managers and subordinates and how they interact with each other to effectively accomplish the organizational goals. The essay will also focus on how to manage organizational conflict and improve negotiation in the workplace. In answering the above questions, the essay will analyze the problems associated with implementation of TQM. It will also analyze the competitive advantage that TQM provides in organizations with respect to management of employee relations. Introduction Total Quality Management is an integrative philosophy used by organization management to continuously improve the quality of products, services and the processes in an organization while at the same time maintaining the lowest cost possible. For an organization to meet and surpass the expectations of the customer, TQM makes effective involvement of the workforce, suppliers and the customers themselves. Firms today are setting up measures and strategies to gain competitive advantage over their competitors in a bid to increase their value. This may involve reducing prices, curving niches, engaging in best practices and benchmarking. Even though these techniques are helpful to some level, the ability of the organization to effectively manage them is what makes the difference. According to research by Fotopoulos & Psomas (2010), TQM emphasizes the principles of continuous improvement, customer focus and teamwork. However, it is of utmost importance to realize how the integration of the principles affects the organizational performance. Management of employee relations is very vital in an organization. When employee relations are well developed, the organization will increase its value. Problems and paradoxes associated with TQM implementation There are various proposed models that identify group, organizational and individual level factors that influence the implementation of TQM in employee relations. Individual-level factors There is vast scholarly interest in inspecting the employee willingness to participate in developmental activities and systematic level transformation and change (Chang, Chiu & Chen, 2010). The following four variables play a vital role in influencing the workers to participate in the TQM implementation. They include the scope of the expertise an employee possess in TQM, the level of individual empowerment in the workplace, the level of employee motivation to apply TQ tools to handle challenges and the employee fulfilment in the organization in handling TQM practices. Scope of expertise. Acquisition of appropriate knowledge and skills that are relevant to TQM is very important for the application of quality practices. However, since it has not adequately advanced, there is a lack of personal expertise in handling the TQ tools. This brings about problems in the implementation of the variables of TQM. Also, the degree to which workers are willing to participate in employing TQM in organizational change is low. Most organization have uninformed work force that lack the appropriate skills and ability to participate in TQM effort effectively (Wood et. al, 2001). There are also workers who are informed of the TQM practices, but lack specific expertise to effectively implement a TQM effort. Based on the above, it is reasonable to conclude that knowledge and expertise of employees to participate in implementing TQM is wanting and for the effective implementation, the employees must acquire specific expertise to apply the practices. Empowerment. This is highly stressed in the TQM settings. The willingness and ability of the employees to take timely and appropriate action in addressing quality problems to some extent depends on the empowerment of the employee. Importance of empowerment is significantly enhanced in the knowledge work environments. The employees should be effectively empowered to realize the TQM objectives. However, some organization do not align their strategies with employee empowerment. They impose interventions without enthusiastic participation of the employees. Such interventions will not result to a positive systemic change in the work systems. TQM implementation as an intervention has been faced with such challenges. Therefore, hard to realize the objectives. TQM implementation must encourage the collaborative participation of the employees in the process they will be empowered (Gardner & Palmer, 1997). Motivation. It will be illogical to expect employees to participate in the TQM process if they are not properly motivated. Their perception of the TQM tools in enhancing their work performance should attract effective organizational rewards. The managers in a TQM program need to empower their employees. Task motivation will gradually lead to intrinsic motivation (Wiesner & Millett, 2001). However, in some organizations, the employees are not attractively motivated. With inadequate motivation, the employees will not be enthusiastic to implement the TQM practices. Employee fulfilment. This is an indispensable dimension of the work life of employees. This is a multi-dimensional concept that the employees believe the organization satisfies their needs. It encompasses job commitment, job satisfaction and pride of the workmanship. Job commitment involves identification, loyalty and involvement with the organization (Kaynak, 2003). Job satisfaction involves an employee feeling positive about the job experience. Feeling proud of one’s quality accomplishment adds to the pride of workmanship. Lack of any of this factors will be detrimental to the organization effort to implement the TQM practices. Poor job satisfaction and commitment will lead the workers to be sluggish in handling the organizational TQ tools. Lack of pride of workmanship among the employees will lead to lack of motivation while applying the TQM tools. Extrinsic rewards can be employed by organizations to effectively fulfil the employees. The implementation of TQM as seen from above will be influenced by the level to which it is perceived. Employee scope of expertise, empowerment, motivation and fulfilment will influence the implementation of TQM. Lack of these individual level factors poses problems to the implementation of TQM in contemporary organizations. Group-level Factors Employee group factors are relevant to the readiness and willingness of the employee to implement TQM in the knowledge work settings. Adoption of an innovative program such as TQM is to some extent less dependent on individual technical merit rather it is dependent on a variety of factors that normally arise from work groups. The variables that cause problems to the implementation of TQM in a work group are group cohesiveness, corporation level, altering of the shared coding schemes and conversations in the work setting. Group cohesiveness. This involves the degree of attraction that employees in a work group feel towards the functions of the group. According to Ugboro & Obeng (2000), group cohesiveness is vital in determining the effectiveness of the group to adopt a new innovation in the organization. Creating a supportive work group maintains cohesive bonds between the employees. If there is no group cohesiveness, the members of the group will not be able to handle TQM and its implementation in the organization. TQM being a large scale initiative in an organization will be affected if the employees are not cohesively linked in the functions of their work group. The supervisors of the group should relate well with the employees. They should be able to communicate well and solve issues before they become damaging to the organization. Poor relationships and cohesiveness between the supervisors and the workers will lead to poor implementation of TQM in the organization. Level of corporation. Cooperative environment is paramount to the implementation and success of the TQM program. Cooperation of both external and internal relationships of the organization is vital for the adoption of the practices of TQM. In the TQM context, cooperation can be defined as collaboration between groups, individuals, and organizations in a work environment where all the entities engage in mutual benefit, non-competitive and win-win activities (Douglas &Judge, 2001). If the relationship between the organization and suppliers or other organizations is poor, there will be a problem in implementing the TQ practices. There will be resistant from both parties. Internal Corporation also affects the implementation of TQM. Poor relationships arising from poor communication and conflicts within an organization will lead to poor implementation of the TQ practices. Shared coding schemes. These are the shared schemes used by individuals to perceive and interpret signals and stimuli from the external organization. They are the frames of reference, perception and understanding of an intervention. Project members who have worked together for a long time tend to develop patterns that guide their behavior in the organization (Petzall and Abbott, 2002). Some of these behaviors prevent the absorption and adoption of a new intervention. Such coded schemes cause problems in implementing TQM in contemporary organizations. Organizational-level factors The organizational factors that cause problems to the implementation of TQM include: lack of top management commitment, poor leadership and distorted organization agenda. Lack of top management commitment. For effective implementation of interventions, the top management must be fully committed to the program. Lack of commitment will lead to poor motivation of both the employees and the top management. These will ultimately lead to poor implementation of the TQM programs or complete failure of the programs. Poor leadership. For the employees to appropriately strive for the accomplishment of the organizational goal, the supervisors and managers have to have good leadership qualities. Poor leadership qualities will lead to conflict in the organization and ultimately leading to problems in the implementation of TQM. Distorted organization agenda. The organization has to be ready for the TQM program before it is implemented. They have to have a clear planning and control process for the implementation of the program. However, some organizations have distorted agendas that are not detailed. Distorted agendas lead to poor coordination in the application of TQ tools ultimately leading to failure of the program (Mortimer, Leece and Morris, 1998). Issues associated in defining TQM It is difficult to define precisely TQM. This is because TQM is a philosophy involving total organizational involvement in all the aspects of the quality and service improvement. Total Quality is difficult to operationalize or to define. This is why some individuals believe it is elusive to employ the approach as the basis for gaining a competitive advantage. In addition, the functions of production, service, and design may find it complicated to employ the definition as the basis for the quality management in various operations. Product-based operationalization and definition are different. Total Quality is seen as measurable attribute or characteristic that is quantifiable. For instance reliability of a product can be measured, e.g., using MTTF (Mean Time to Failure) and the quality engineers can set that benchmark in their design. Quality is determined and viewed objectively. Aside with the advantages of this approach, it has cons as well. The benchmark for the measurement may mislead since the quality is based on individual preference or taste (Reed et al., 2000). User-based definitions. They are based on the concept that quality is like an individual matter. Based on this idea, the products that satisfy their taste or preference are considered to be the highest quality. It is a rational approach, but it leads to the following two problems. The consumer tastes differ widely, and it becomes complicated to aggregate these tastes into products and services with wide appeal. Another issue arises based on the question: “can Total Quality always attributed to customer satisfaction?” probably the answer is not. Manufacturing-based. These definitions are concerned with manufacturing and engineering practices and the use of universal conformity of the specifications. They are established through the design and if a product deviates from the specification implies reduction in the quality. It applies to both products and services. The standard set by the organization are very important as that defines the benchmark for quality (Reed et al., 2000). For instance, both Cavalier and Cadillac possess great quality just as Bloomingdale’s and Wal-Mart, as long as there is conformity of service or product to the requirements. However, this definition or approach has a weakness. The perception of Total Quality is internally focused. The emphasis of reliability in the design addresses cost reduction in an objective manner, and the cost reduction is viewed in a limited way. Depending on the organization, the concept of Total Quality should be a function of the organization department. The functions may include marketing, engineering, manufacturing, etc. depending on the organization. The quality departments should be focused on training of employees in the quality control and its implementation throughout the organization. Fundamentally. TQM is a consumer-driven approach that employs the scientific method to effectively improve the organizations’ system. Effective TQM techniques and practices to assist an organization gain a competitive advantage To have an operative and productive TQM program, companies must implement TQM practices appropriately in their organizations. To achieve effective TQM, organizations require training and education to the employees, top management commitment, continuous process Improvement, employee involvement and an actual focus on the quality of processes throughout the organization. Top management commitment. The top management should be involved and totally committed to the organization and in all functions relating to quality improvement. They should allocate the necessary resources to accomplish the organizational goals and commit fully to the continuous improvement of the TQM program. In addition, the top management vision can provide the organization with a competitive advantage. The top manager behaviors impact directly on the employees, and it is very important in TQM implementation. They should ensure all principles of quality are adhered to by all supervisors and employees. Top management should act as a driver of the TQM implementation (Chong and Rundus, 2003). They should do this by creating goals, values, and systems that improves the quality and satisfy customer. Training and education. TQM literature highlights training and education as one of the means of increasing the ability and knowledge to the employees about quality tools and concepts. Training is essential to provide the employees with the appropriate techniques and practices to effectively implement TQM. Training and education are important to teach the TQM philosophy that advocates change in attitude and behavior of the employees. Therefore, in line with this, Jimenez and Costa (2009), describes that TQM demands all the employees to change their work practices, which necessitates education and training. Training of employee in quality-related concepts and tools, such as, TQM is regarded one of the most important factors in enhancing employees’ capacity, solving problems and constantly improving quality. Therefore, training and education is vital in implementing TQM and adopting quality practices and concepts that help the organization gain competitive advantage over their rivals. Employee involvement. Employees should be involved in design and planning of the organization projects. They should do so either individually, but most organizations improve the quality via working in teams. Employee involvement is paramount to enhance excellence for all the quality dimensions. On this light, TQM must become totally responsible for all the employees in an organization. Employees should be involved in problem solving, decision making, and success of the organization. Furthermore, Shenawy et al. (2007), describes that success of TQM does not depend only on the commitment of the top management, but also productive involvement of employees. The management should strive to empower their employees by increasing their knowledge and skills and rewarding their quality performance. Employee involvement gradually improves the quality and assist the organization to increase productivity. Thus, employee involvement is paramount for the success of TQM. Effective TQM necessitates involvement and commitment of the employees, which ultimately gives the organization a competitive advantage. Continuous process improvement. This process entails reduction of cycle times and waste in all the operations of the organization. It emphasizes on continuous improvement of all the organization processes and operations. Efficiency and process improvement are core factors of TQM implementation (Reed et al., 2000). Process improvement is associated with quality. Therefore, continuous process improvement ultimately lead to quality improvement. Therefore, to gain a competitive advantage, continuous process improvement is paramount for an organization and TQM practices. It has positive results and impacts on the organizational performance. Long-term supplier relationship. This practice ensures that the organization works closely with the suppliers and make sure they provide the inputs that meet the customers’ expectations and needs. TQM organizations collaborate with the suppliers so that they increase the quality of their products. The long-term relationship enhances quality improvement and increases organization’s productivity through process improvement (Petzall and Abbott, 2002). Improvement on the relationship between the organization and the suppliers enhances performance of buyers and suppliers, which influences customer satisfaction positively. Suppliers have a vital role on quality improvement and customer satisfaction. Organizations should ensure they have a long-term relationship with their suppliers to improve on customer satisfaction by ensuring continuous quality improvements. Consequently, gaining a competitive advantage. Quality focus. Companies should produce goods and services that conform to the specifications and that meet the expectations of the customers. Customer satisfaction is a key factor of TQM. In line with this, high-quality products increase the customer loyalty and satisfaction. Quality dictates and shapes the market dynamics. Focus on quality improvement and process improvement lead to higher customer satisfaction (Reed et al., 2000). Therefore, quality focus is the main principle of productive TQM. Organizations should focus on quality to gain a competitive advantage over their rivals. Impact of productive TQM on competitive advantage Organizations should gain advantage over their rivals by reducing prices or build a competitive advantage by providing unique products and services characterized by valuable attributes, such as excellent performance, quality, customer services, and innovation. Moreover, resources are vital for gaining a competitive advantage, and certain attributes of these resources can enhance sustainable competitive advantage (Petzall and Abbott, 2002). Quality management systems such as TQM assist the organization in gaining a competitive advantage. Organizations with effective TQM combined with resources, such as employee empowerment, can effectively outperform their rivals by employing TQM ideology. TQM could lead to effective competitive advantage, since quality is related with increased market share and higher profits. According to Douglas and Judge (2001), TQM performs independently in an organization and when mixed with other organizational resources and assets can generate a competitive advantage. Organizations that employ TQM benefits in the long run. Therefore, top management should incorporate quality practices and tools in the organizations’ culture because TQM has been proved to offer a competitive advantage and consequently, produce economic value. Conclusion There are paradoxical relations associated with implementation of TQM. From the analysis conducted above, there seem to be paradoxical relations amid TQM practices, customer satisfaction and the plant performance. Employee satisfaction greatly influences plant performance. TQM practices impacts strongly on the customer satisfaction but less on the employee performance. Therefore they do not have a huge impact on plant performance as they do on customer satisfaction. Therefore, most organizations find it hard to define TQM in some of their operations. This is because TQM has different level of impacts depending on where it is employed. Organizations with effective TQM combined with resources can effectively outperform their rivals by employing TQM ideology. To gain a competitive advantage organizations need to ensure TQM is effected in training and education to the employees, top management commitment, continuous process Improvement, employee involvement and an actual focus on the quality of processes throughout the organization. Nowadays organizations are paying more attention to improving the quality management systems so as to improve their performance and quality. TQM offers an important management system that aims to improve the organizational performance via continuous improvements. References Chang, C. C., Chiu, C. M., & Chen, C. A. (2010). The effect of TQM practices on employee satisfaction and loyalty in government. Total Quality Management, 21(12), 1299-1314. Chong, V.K. and Rundus, M.J. (2003). Total quality management, market competition and organizational performance. The British Accounting Review, 36, 155-172. Douglas, T. J., & Judge, W. Q. (2001). 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