The document provides a literature review on the relationship between total quality management (TQM) and human resource (HR) performance evaluation. It examines how TQM principles can be integrated into HR performance evaluation systems. The review identifies key characteristics of a TQM-based HR performance evaluation system, such as aligning HR and quality policies, creating a quality-oriented organizational culture, and empowering employees. The literature suggests that traditional HR practices may conflict with TQM and need to be changed to focus more on continuous improvement, employee involvement, and developing a shared vision for quality.

1. Review of literature
1)Author(s): E. Soltani, (Strathclyde Business School, University of Strathclyde, Glasgow,
UK), J. Gennard, (Strathclyde Business School, University of Strathclyde,
Glasgow, UK), R.B. van der Meer, (Strathclyde Business School, University of
Strathclyde, Glasgow, UK), T. Williams, (Strathclyde Business School,
University of Strathclyde, Glasgow, UK)
Abstract: While the concepts of performance evaluation and total quality management (TQM)
have been explored in the management literature of the last decades, there has been
relatively little work on the particular characteristics that an organisation with a TQM
approach to human resource (HR) performance evaluation should adopt. To this end,
this paper provides a review of the literature in the area of TQM and HR performance
evaluation, in order to establish the context for future empirical research. This study
provides a brief overview of the implications of a quality orientation for the evaluation
of employee performance. It reveals the main difficulties with the concept of
performance evaluation from a quality perspective; and it also examines particular
characteristics of performance evaluation that could maximize the effectiveness of HR
performance evaluation in organisational environments with a quality orientation. Both
the assumptions of TQM and the requirements for HR evaluation are used as a
foundation from which to examine the ways in which HR performance evaluation
might have changed to integrate TQM requirements. By examining the relevant
literature, the main criteria of a TQM-based HR performance evaluation system are
refined and enhanced, thus moving towards a situation in which TQM can drive HR
performance evaluation in practice. The results also serve as a guide for the evaluation
of the effectiveness of such a system1.
Comment: - I agree on applying the TQM in HR, the work of an employee has been reduced
that too in effective form.
2) LITERATURE REVIEW
Key practices of TQM
Several efforts have been done to prove the elements of
TQM in the past decade (
Saraph et al., 1989; Flynn et al.,
1994; Ahire et al., 1996). According to prior TQM research,
the constructs of TQM has been categorized in a few
ways, even though they complement each other (Prajogo
and Sohal, 2003). There is no clear agreement of TQM
research concerning its key elements that show the capabilities
of what TQM portrays when referred (Shenawy et
al., 2007; Escrig-Tena and Bou-Llusar, 2005). Hence,
there arises a difficulty of reaching an agreement on the
elements of TQM due to the inconsistency in the previous
research (Hoang et al., 2006). A complete assessment of

2. TQM literature have shown that TQM practices could be
secured in seven areas, being leadership, strategic planning,
customer focus, information and analysis, human
resource management (HRM), process management and
supplier management (Sila, 2007). A huge amount of
previous literatures that confirms the practices of TQM
theoretically and practically is mainly based on the criteria
of Malcolm Baldrige National Quality Award (Shenawy et
al., 2007; Wilson and Collier, 2000). The constructs
embedded in the TQM practices are leadership, strategy
and planning, customer focus, information and analysis,
people management and process management (Prajogo
and Sohal, 2003). It was argued by Samson and
Terziovski (1999) that their model includes the Malcolm
Baldrige National Quality Award (MBNQA) criteria that
have been acknowledged as representing TQM practices
by several scholars such as Ahire et al., (1995), Dean
and Bowen (1994) and Juran (1995). These practices are
also consistent with the standard of the Malcolm Baldrige
National Quality Award (MBNQA) as implied by Sila
(2007) and Sila and Ebrahimpour (2003), who examined
the TQM practices taken out by 76 empirical TQM analysis
and categorized them under 2002 MBNQA model
(Sila, 2007). Hendricks and Singhal (1997); Wrolstad and
Krueger (2001) further mentioned that by putting into
effective practice the MBNQA criteria, it will enhance
economic performance.
Through the comprehensive examination of past research,
which includes the criteria of the most esteemed
quality award such as MBNQA (1999), six dimensions of
TQM practices were formed to signify the main TQM
practices in this research study as shown in Table 1, for
three most important reasons (Hoang et al., 2006): (a)
integrate the most well-recognized quality award criteria
of leadership, customer and market focus, information
and analysis, strategic planning, human resource and
people management – extensively acknowledged by
TQM researchers and practitioners; (b) comprise the
constructs that signify the soft and hard facets of TQM
conferred in the literature and (c) have been regarded as
key practices of TQM implementation in both
manufacturing and service industries by past researchers
and scholars (Powell, 1995; Prajogo and Sohal, 2003;
Samson and Terziovski, 1999; Hoang et al., 2006)2
Comment:- The constrains implemented in the TQM based HR practices are leadership, strategy

3. and planning, customer focus, information and analysis, people management and process
management.
3)
REVIEW OF THE LITERATURE :
Traditional HRM practices conflict with TQM and should be changed (Schonberger, 1994).
Although organizations have initially focused on a production-oriented perspective of quality
(Wilkinson et al., 1991), the recent literatures has underlined the importance of HRM for success
(Vouzas, 2006). In fact, the ―soft dimensions‖ of TQM (customer orientation, leadership, culture
or HRM) as they have been described by many authors (Bou Llusar et al., 2009; Fotopoulos and
Psomas, 2009). Therefore, the human resource function must take the lead in activities such as
job design and teams that promote cooperation, empower employees to provide information,
participation and autonomy, select employees that can adapt to the organizational culture, foster
programmes of training and development with quality goals and define appraisal and
compensation policies which support quality targets. A fruitful cooperation between HRM and
TQM can produce better organizational results. The alignment of HR and quality policies, such
as creating and communicating the TQM vision, preparing the organization and employees for
TQM implementation and generating quality awareness among the employees across all levels,
functions, and departments, should contribute to an increase company performance (Palo and
Padhi, 2005).
Management authors have tended to focus on the concepts associated with HRM and TQM
rather than providing evidence of their close relationship. This relationship by stating:
Quality management has high personnel content. It gives strategic importance to policies and
processes that personnel managers have traditionally considered to be on their patch (Giles and
Williams, 1991).
The role of the HRM department is therefore central to the success of total quality. TQM and
HRM are in pursuit of the same goals – productivity, profitability, a customer-oriented company
and a motivated workforce (Herbig, 1994). Management style Impact on management
Identification of management/ behavior, skills and employee styles and attitudes. attitudes
Modification of these where they inhibit the successful introduction of TQM Skills Analysis of
training and Meeting demands development needs, skills requirements and gaps.
Human resources appropriate recruitment, Effective policies and procedures career development,
and remuneration policies Shared values Ability to identify attitudes, Shared values are pertinent
in improve motivation, morale an TQM program.
In the achievement of total quality in the organization the human resource dimension is very
important (Deming, 1982, 1986). Continuous quality improvement depends upon the best use of
the talents and abilities of a company's workforce. To achieve world class quality, it is
imperative that a company empowers its workers. Companies must develop and realize the full
potential of their workforce and maintain an environment conducive to full participation,
personal and organizational growth. This can be achieved through creating the appropriate
human resource development through training, employee participation and involvement, building
quality awareness among employees, and motivating employees. The main issues considered in
human resource development are: human resource management, employee involvement, quality
education and training, employee recognition and performance, and employee well-being and
morale. The human resource development in an organization is an important contributor to

4. proper and meaningful quality management since the quality philosophy and practice have to be
part and parcel of the entire workforce and not the concern of only a few.
Empowerment
The link between HRM and TQM was identified as being in the area of development and
empowerment of people and the shift from a control based style of management to an
empowering management where attention is focused on coaching and leading.
It is generally accepted that a TQM environment fosters employee empowerment. In fact, five of
Deming‟ s 14 points relate directly to the notion of involvement and empowerment (Rahman,
2002). According to the literature, TQM should promote empowerment of front-line employees,
giving them more responsibility and information (Schuler and Harris, 1992), and so undermining
middle managers‟ traditional role in implementing and monitoring the instructions of top
management.
TQM means taking on greater responsibility, often for the same pay (Snape et al., 1995). Thus,
for quality initiatives to work, there must be sufficient participation (Ferna´ndez, 1996; Newall
and Dale, 1991; Schuler and Jackson, 1987) and communication on the part of all employees in
quality decisions, because they can improve the organizational processes (Mohanty and Sethi,
1996; Schonberger, 1994; Wilkinson et al., 1994). Organizational job descriptions should reflect
these variables and be designed to promote quality. Moreover, jobs descriptions require a
customer and innovation orientation and continual improvement (Blackburn and Rosen, 1993;
Schonberger, 1994), allowing employee autonomy, responsibility and flexibility (Simmons et al.,
1995; Snape et al., 1995). However, although job descriptions should be explicit and formal
(Schuler and Jackson, 1987), because of the importance of documentation to the system
(Ferna´ndez, 1996), TQM may require a move away from detailed, fixed job descriptions in
order to foster flexibility and teamwork (Bowen and Lawler, 1992; Snape et al., 1995).
Some empirical research has found support for these arguments. For example, Lam (1996)
showed how TQM programs improve employee participation in decision making. Utley et al.
(1997) argued that organizations that have motivators present are more likely to have successful
quality management implementation than those that are use hygiene factors to improve
performance. Wood and Peccei (1995) observed how communication fosters a consciousness of
quality. Finally, (Boon et al., 2006) found that organizational trust and empowerment have a
strong relationship with the propensity of employees to remain within the organization3.
Comment:-
4) Abstract
HRM issues in TQM implementation have been studied from several perspectives. The related
areas include TQM pitfalls caused by people barriers, employee commitment, employee
involvement, and people management. Derived from the relevant literature, this research is to
discover a quality working climate that will explicate the conditions for an overall quality HR-
TQM concept. This is the environment that this research assumes will enhance quality HRM
activities to ensure performance excellence, which is also called the mediating factor. The testing
and evaluating of the research framework are supported by data collected from questionnaire
survey and case study interviews of Malaysian universities. Meanwhile, the self-assessment
performance criteria from Malcolm Baldrige National Quality Awards were used to evaluate
organizational performance. Our results largely support that there is a significant relationship
between quality working climate and organisational performance4.

5. Comment:-The above abstract states the research discovers the quality working climate which
affects the quality of HR-TQM as the data is based on survey and interviews.
5) LITERATURE REVIEW
The whole essence of this research was to get an
understanding of the impact of TQM on the performance
of SMEs. In order to get complete understanding of the
theory and practice, various studies were analyzed and
reviewed.
Anderson and Sohal [9] studied the impact of TQM and
related improvement strategies on performance of
Australian SMEs by using Australian Quality Awards
framework to determine the relationship between TQM
practices and business performance. They observed a
positive correlation between TQM practices and
organizational performance of the SMEs, reiterating the
need for effective implementation of the TQM practices
alongwith strategic decision making which will
ultimately yield long-term fruitful results for SMEs.
Vincent K. Chong., Michael J. Rundus [10] explored the
impact of TQM and market competition on
organizational performance by studying filled acceptable
questionnaires from 89 managers from manufacturing
firms. Results showed that there is a positive correlation
between market competition and TQM practices of Most of the above-mentioned studies were
carried out in
developed countries with few exceptions and in Pakistan
there is scarcity of research on TQM except few
examples cited above. This research will therefore fill a
gap in the existing literature by investigating plausible
relationship between TQM practices and non-financial
performance of an organization5.
Comment:-
6)
Authors: Weng-Choong Cheah, Keng-Boon Ooi, Pei-Lee Teh, Alain Yee-Loong Chong and
Chen-Chen Yong, 2009. Total Quality Management and Knowledge Sharing: Comparing
Malaysia’s Manufacturing and Service Organizations. Journal of Applied Sciences, 9: 1422-
1431.
ABSTRACT

6. The aim of this study was to examine the difference between Malaysian manufacturing and
service organizations with regard to the multidimensionality of TQM practices and the
relationship of these practices to knowledge sharing behavior from middle management
employees’ perspective. The empirical data for this study were collected from 208 middle
management employees from Malaysian manufacturing and service organizations with a
response rate of 62.01% (129 respondents) from the manufacturing firms and 37.98% (79
respondents) from the service firms. The finding indicated there was no significance difference
between Malaysian manufacturing and service organizations in the level of TQM practices and
knowledge sharing. The multiple regression analysis also indicated a stronger relationship for
manufacturing firms than for service firms between TQM practices and knowledge sharing,
particularly in relation to teamwork. Results should be an interest to the TQM managers and
practitioners in Malaysia. This finding increased our understanding on the applicability of TQM
practices and the association of these practices to knowledge sharing in both Malaysian
manufacturing and service organizations. This study has contributed towards advancing the
TQM literature with a better understanding of the perception of middle management employees
of TQM practices and its association with knowledge sharing in both Malaysian manufacturing
and service organizations6.
Comment:-
7) Authors:
Dr Tripti Singh
tripti @mnnit.ac.in
Prof Geetika
geetika@mnnit.ac.in
Mr Rameshwar Dubey
rameshwardubey@gmail.com
School of Management Studies,
Motilal Nehru National Institute of technology
Allahabad-211004, India
Abstract— Total Quality Management (TQM) has evolved as a
widely acceptable philosophy and practice for achievement of
organisational objectives.
The principal contributions to the analysis of TQM and its
operation have come from thinkers in the Operations
Management area (Oakland[64],Dale & Plunkett[19], Dale,
[18]). This has led to a preoccupation with the so-called ―hard‖
production-orientated aspects of TQM. This has resulted in
ignoring ―soft‖ Human Resource Management (HRM)
characteristics, which is an important dimension for successful

7. implementation of TQM. This paper attempts to propose a
framework for emphasising the role of soft dimensions in
successful implementation of TQM. An exhaustive Literature
Review is carried to delineate the evolution of TQM, identify
the critical success factors for TQM implementation with
special attention to soft dimensions, its constructs and items.
Important constructs identified are viz: the role of leadership,
HR philosophy and systems, role of HR functions and
relationship with partners. Definitions of these constructs are
presented and items developed to provide an important
conceptual background. Finally a theoretical background is
proposed, to understand the relationship and role of soft
dimensions in effective implementation of TQM7.
Comment:-
8) Authors:
Durgesh Pattanayak
National Institute of Industrial Engineering
Dr. K. Maddulety
National Institute of Industrial Engineering
Abstract
Total Quality Management (TQM) has been practised in diverse industries from manufacturing
to services. But
its important in banking sector has attracted only a few researchers. By providing the best service
quality in
banks higher organizational performance will be expected. There is intense competition between
Public sector,
Private sector and foreign banks in India. So customer satisfaction plays a major role to survive
in the intense
competition. The present research attempts to close the research gap of relationship between
TQM and
Customer satisfaction. So the objective is to find out the association between the
multidimensionality of TQM
and Customer satisfaction in the banking industry in the Indian context. This research will
provide constructive
information that helps the practitioners to precisely identify areas of concerns and take corrective
measures to
enhance their level of customer satisfaction. Knowledge in this area will allow managers of the
banking
organizations to direct their resources adequately in improving the more important contributors
of Customer
satisfaction8.

8. Comment:-
9) Authors:
Faisal Talib- Mechanical Engineering
Section, University Polytechnic,
Aligarh Muslim University,
Aligarh, India
Zillur Rahman- Department of Management
Studies, Indian Institute of
Technology Roorkee, Roorkee,
India
M.N. Qureshi- Engineering Department,
Faculty of Engineering and
Technology, M S University of
Baroda, Vadodara, India
LITERATURE REVIEW
Earlier empirical studies in TQM suggested that the
successful implementation of TQM will result in
improved employee involvement, improved
communication, increased productivity, improved
customer satisfaction, and improved competitive
advantage (Prajogo and Sohal, 2003; Antony et al.,
2002; Tsang and Antony, 2001). Also, a strong
competitive pressure has forced service industries to
adopt QM tools and techniques to offer higher quality
products and services as a way to delight and keep their
customers intact. Many organizations have implemented
TQM and identified CSFs for better business
performance in order to improve their position in the
global market which is now become an important
research area in TQM.
What are critical success factors?
A literature review of the previous empirical
studies on TQM evolved that researchers and
academicians have defined TQM CSFs in different
ways although they are complementary to each other
(Prajogo and Sohal, 2003; Terziovski and Samson,
1999). Generally speaking, the CSFs can be defined as
―the critical areas which organization must accomplish
to achieve its mission by examination and
categorization of their impacts‖ (Oakland, 1995). On the

9. other hand, according to Boynton and Zmud (1984),
CSFs are those vital construct that must go well to
ensure success for a manager or an organization, and
therefore, they represent those managerial or
organizational areas that must be given special and continual attention to bring about increased
performance. Brotherton and Shaw (1996) defined CSFs
as ―the essential things that must be achieved by the
company or which areas will produce the greatest
competitive leverage‖. They emphasize that CSFs are
not objectives, but are the actions and processes that can
be controlled by management to achieve the
organizations goals. The definition given by Boynton
and Zmud is more universal which is equally applicable
to all sectors. The importance of defining the CSFs of
TQM for implementation is to increase the success rate,
reduce costs, and prevent disillusionment with
continuous improvement programs (Fryer et al., 2007).
Alternatively, it can be said that the CSFs are those vital
few requirements that must be present in an
organization to be able to attain its vision, and to be
guided towards its vision (Wali et al., 2003). Hence,
better management of such CSFs will result in improved
quality and increased financial performance for the
organization.
Critical success factors of TQM in
service industries
The extent review of the literature suggested that
there are numerous CSFs (also referred as constructs or
TQM practices in the literature) that can be identified as
being crucial to the successful implementation of TQM.
Table 1 presents a list of CSFs of TQM as
recommended by various authors of the current
literature review. CSFs as reported in the TQM
literature have been investigated extensively by Saraph
et al., 1989; Brah et al., 2000; Agus, 2004; Behra and
Gundersen, 2001; Sila and Ebrahimpour, 2002; Samat et
al., 2006; Antony et al., 2002; Sureshchandar et al.,
2002; Talib and Rahman, 2010b; and others . All these
studies have described similarities among practices
adopted by different service industries as well as by
manufacturing and service industries both, and their
implementation framework.s One of the earlier empirical studies in the QM area
by Saraph et al. (1989) have used data obtained from
162 managers of 20 manufacturing and service
industries collected in the region of USA to identify the
CSFs of TQM. They identified eight factors: topmanagement

10. leadership, role of quality department,
training, product design, supplier quality management,
process management, quality data reposting, and
employee relations. Meanwhile, Black and Porter
(1996) developed an empirical framework for TQM
using the criteria for the Malcolm Baldrige Quality
Award (MBQA) as well as the perceptions and
experiences of a range of total quality practitioners as
the basis. Their study covered manufacturing and
service industries and presented ten CSFs: corporate
quality culture; quality improvement measurement
systems; communication of improvement information;
strategic quality management; teamwork; structure, human resource management, technical
system,
information and analysis system, benchmarking,
continuous improvement, customer focus, employee
satisfaction, union intervention, social responsibility,
servicescapes, and service culture.
Another study by Brah et al., (2000) on TQM and
business performance in Singapore service sector
identified 11 constructs of TQM implementation, which
are: top management support, customer focus, employee
involvement, employee training, employee
empowerment, supplier quality management, process
improvement, service design, quality improvement
rewards, benchmarking, and cleanliness and
organization.
Beside this, Tari (2005) developed eight CSFs
from his literature review of 106 ISO 9000 certified
firms in Spain. They are: customer focus; process
management; leadership; supplier management;
learning; quality planning; continuous improvement;
and employee management.
Other similar studies on TQM CSFs are presented
in Table 1 and are considered in the present study for
further review9.
Comment:-
10) Abstract
This paper attempted to explore the human related aspects of TQM practices in Service
organizations (commercial banks). Soft TQM signifies any forms of business efforts dedicated to
human-related dimensions of TQM, namely, leadership and top management commitment,
customer focus, training and education, empowerment, and reward & recognition. The samples

11. of the study were 250 employees of commercial banks located in Hyderabad Karnataka region.
The tool of analysis used in this study was descriptive statistics. The finding of the study showed
that all Soft TQM dimensions were well implemented as part of commercial bank’s quality
management practices with empowerment appears to be a dominant practice. The result of the
study prescribed potential implications for the management of commercial banks in Hyderabad
Karnataka region to include human related aspect of TQM as an integral part of the company’s
strategic vision to obtain higher level of employees’ commitment10.
Comment:-
11) Abstract
The global focus on quality, combined with increasing costs of materials, equipment, labour and
training, are driving the implementation of TQM as a competitive strategy in all types of
organizations. These forces for change also provide an opportunity for an expanded role of
human resource management in making TQM succeed. Quality can no longer be viewed as the
responsibility for one department. It is a company-wide activity that permeates all departments,
at all levels. The key element of any quality and productivity improvement program is the
employee. Consequently, employee commitment to a TQM program is essential. Because of its
fundamental employee orientation, HRM should seek the responsibility for implementing TQM
programs rather than risk losing their influence over the key element of TQM -- the employee.
This paper is a modest attempt to discuss the concept of TQM in HR practices in integrating the
same for the sighted benefits of the organizations11.
Comment:-
12)Abstract:-
Total quality management (TQM) is a revolutionary approach to effective management.
The research in TQM has emerged from practical needs of organizations embracing this
philosophy, and the literature is mostly conceptual and practitioner-oriented. There is a
lack of sound theoretical framework classifying past efforts and guiding future
research. To fill the void, a study of the published TQM literature is undertaken. A
review, classification, and analysis of the research in TQM spanning the last two
decades is presented. A total of 226 TQM-related articles are identified from 44 refereed
management journals published from 1970 to 1993. These articles are then classified and
analyzed using the following two-dimensional scheme: (1) article orientation
(conceptual, case study, empirical, analytical, simulation, and overview) and (2) article
focus using the Malcolm Baldrige National Quality Award criteria. The analysis of the
literature presents pertinent developments in each of the seven criteria. In addition, it
provides future research directions as well as a ready reference of the TQM literature.
The suggestions for research should guide future developments in the TQM field and
help transform it into a formal discipline12.

12. Comment:-
13)
S. Thamizhmanii, S. Hasan
Faculty of Mechanical and Manufacturing Engineering,
University Tun Hussein Onn Malaysia,
86400, Parit Raja, Batu Pahat, Johor, Malaysia.
* Corresponding author: E-mail address: thamizhmaniis@yahoo.com
Received 21.12.2009; published in revised form 01.04.2010
Abstract
Purpose: This paper discusses the issues of employee’s empowerment, their training needs, suggestions
and other issues related to it. Total quality management (TQM) is a management technique adopted by the
most manufacturing organizations. TQM in general is viewed as organization set up which will help to
manufacture products at lowest cost by the following various management techniques through continuous
improvement. Employee empowerment is providing decision making powers to a team or an individual.
Design/methodology/approach: Employee empowerment is providing decision making powers for a
team or individual.
Findings: Employee empowerment is good for an organization and employee is empowered to make
specific decision for the interest of the organization. Empowerment helps to play a wider role in an
organization as a process owner.
Research limitations/implications: This is a conceptual study, and hence, there is no hypothesis
tested as an empirical study. It does provide a good foundation for future research.
Originality/value: The paper is a conceptual design and more elaborative requirements can be done.
This is an input to create awareness among the organizations 13.
Comment:-
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