Total Quality Management and Employee Involvement - Essay Example

Essay Topic: Total Quality Management Name Instructor’s Name Course Number Date Total Quality Management & Employee involvement Total Quality Management (TQM) is a philosophy of management that encompasses all the functions of the organization and ensures that the objectives of the organization are achieved through most economical ways whilst meeting the needs of customers and the general community by ensuring that employees are maximized. The employees who do the work know and understand best how to improve work processes because they do them repeatedly (Thandapani et al. 24) Employee involvement is a procedure for enabling representatives or employees to take part in administrative decision making and change exercises proper to their levels in the association. All processes that try to bring onboard the contributions, understanding and support of employees into the organization with a bid to accomplishing organizational objectives is in essence employee involvement (Thandapani et al. 24). a) Team and TQM A team or group is defined as a gathering of individuals with a typical, aggregate objective. (Belbin and Belbin) This objective thing is exceptionally basic in the group. An organization requires restructuring over time because of the enormous units involved and the fact that business environment is dynamic and hence competitive. Total Quality Management therefore is an important tool that is used as a form of analysis for team work during restructuring. In order for employees to work on their respective weaknesses, managers, supervisors and CEOs should stop being managers and rather adopt an element of leadership. This encourages teamwork and creates an environment that allows employees to work as a team for the achievement of a common goal. The long-term success of TQM is dependent on the ability of the various team members to achieve their respective objectives and missions (Belbin and Belbin). Teams are all over the place in organizations of total quality: at the top and bottom and in ever y other department. The TQM rationality perceives the association of various parts of the association as an approach to organize work. Collaboration enables various parts of the association cooperate in addressing client needs that can from time to time be fulfilled by workers restricted to one strength. Teams advance balance among people, empowering a positive demeanor and trust (Thandapani et al. 24). b) Performance and TQM Performance refers to the achievement of a given undertaking measured against preset known guidelines of exactness, completeness, cost, and speed. Similarly, Employee performance is defined as a measure of whether an individual executes their occupation and obligations well (Ismail Salaheldin 58). Evidence appears to show that TQM-embracing firms acquire a focused advantage over firms that don't receive TQM. Firms that concentrate on persistent change include and propel workers to accomplish quality yield and concentrate on fulfilling clients' needs will probably outsmart firms that try not to have this core interest. For TQM practices, performance must be improved. The principal speculation outlines this desire and gives a benchmark in which to look at the directing impacts of associate backing and organizations support on the TQM performance relationship (Ismail Salaheldin 58). c) Reward and TQM Reward system involves all the fiscal, non-money related and mental installments that an organization offers their employees in return for the work they perform (Thandapani et al. 25). Reward frameworks give various critical capacities in the organization including motivating employees, meeting part desires, and persuading advancement and solid duty to the organization (Steers and Porter 23). Organizations worldwide are effectively thinking about the interpretation of Deming's (1986) fourteen standards into their own particular extraordinary forms of Total Quality Management (Steers and Porter 23). As they continue through the phases of changing their authoritative societies toward constant quality change, they have developed various prize instruments to absorb laborers into the TQM society and to keep up specialists' endeavors toward consistent quality change objectives. d) Motivation and TQM Motivation is the craving inside of a man bringing about that individual to act. Individuals act for a reason: to achieve an objective. In this manner, motivation is a goal directed drive, and it rarely happens in a void (Thandapani et al. 24). Over the development of Total Quality Management (TQM), there has been increased emphasis and concentration on people. Any organization needs to deliver its results through its employees. Along these lines, the way to quality execution is the organizations capacity to motivate its employees towards sought activities and practices and build their level of value awareness. TQM underlines enhancing and motivating an organization's most esteemed resource, its workforce (Thandapani et al. 24). e) Recognition and TQM Recognition refers to a procedure where by administration indicates affirmation of a representative's extraordinary execution (Patterson). Though some TQM endeavors are individual and personal, most are not; consequently, the emphasis is on groups or aggregates and every one of the individuals thereof. Two frameworks are accessible: casual or informal and formal: As units begin TQM, opportunities will continually emerge for compelling initiative to inspire individuals towards our objective of TQM as our typical method for working together. Organizations which have changed over to TQM all note in comparison with their initial days the significance of individual inclusion and substantial support by top leaders. Similarly, formal recognition involves recognizing tools that contribute to extra ordinary recognition (Patterson). f) Empowerment and TQM Employee empowerment refers to the process of giving employees tasks and responsibilities relating to organizational doings for purposes of decision making. The concept of employee empowerment gives room for decisions to be made at the various level of management but more specifically the lower management levels where employees are regarded has having a clear view of problems facing an organization (“TQM Reviewers 2013 Volume” 25). Employee empowerment can flourish when joint effort happens and coordinated effort can happen best when groups are enabled. Empowerment is an idea that connect singular qualities and abilities, regular helping frameworks and proactive conduct to social approach and social change. In alternate words, strengthening joins individual and his or her prosperity to more extensive social and political environment in which he or she works (Amichai-Hamburger, et al. 24). Proper and successful implementation of Total Quality Management depends intensely on changes in worker empowerment and exercises g) Gain sharing and TQM Gain sharing is an arrangement of administration utilized by a business to expand gainfulness or profitability by motivating employees to enhance their execution through inclusion and support (Steers and Porter). As part of the success in the implementation of TQM, Gain sharing can make a domain that urges representatives to take possession in their employment and make a TQM society with constant change. Keeping in mind the end goal to TQM society, changes in the conduct of those included is required. Having a reward and recognition framework is likewise a critical part of TQM (“TQM Reviewers 2013 Volume” 25). The gain sharing program fulfills both these necessities and backings TQM for the accompanying reasons: The system can be executed far reaching by individual units or a mix of expansive and individual units. This is key in making a TQM society as it changes workers' state of mind of privilege. Similarly, gain sharing offers employees a sense of belonging, developing thereof, a culture of having the organization at heart. For proper implementation of TQM, employees should own the organization which is a great contributor towards achievement of a competitive hedge. The concept of gain sharing system is successfully implemented in four standards: inclusion, personality, value and responsibility (“TQM Reviewers 2013 Volume” 25). Works Cited Ismail Salaheldin, Salaheldin. “Critical Success Factors for TQM Implementation and Their Impact on Performance of SMEs.”International Journal of Productivity and Performance Management58.3 (2009): 215–237. Web. “Pages.” n.d. Web. 5 Apr. 2016. Patterson, Glen. Reward Schemes for Employees and Management. 2013. Web. 5 Apr. 2016. “TQM reviewer’s 2013 volume.” The TQM Journal 25.6 (2013): n.pag. Web. Thamizhmanii, S, and S Hassan. “A Review on an Employee Empowerment in TQM Practice Industrial Management and Organization.” (2010): n.pag. Web. 5 Apr. 2016. Thandapani, Dasarathan, et al. “Quality Models in Industrial and Engineering Educational Scenarios: A View from Literature.” The TQM Journal 24.2 (2012): 155–166. Web. Steers, Richard M., and Lyman W Porter. Motivation and Work Behavior. 2nd Ed. New York: McGraw-Hill, 1991. Print. Amichai-Hamburger, Yair. “Internet Empowerment.” Computers in Human Behavior 24.5 (2008): 1773–1775. Web. Belbin, R. M., and Meredith Belbin. Team Roles at Work. Oxford: Butterworth-Heinemann, 1993. Print.   Read More