Evidence from a survey of the Irish Q Mark companies suggests that there are implications for both the human resource (HR) function and for human resource practices where organizations are involved in the implementation of quality intiatives. In some cases the HR function has taken a role in strategic decision making and responsibility for the communications, training and involvement measures necessary to support the quality programmes. HR practices have also changed in some organizations, with a revision of selection, training and appraisal methods. From the employee’s perspective, quality programmes appear to lead, through teamworking and communications mechanisms, to increased involvement. However, the reporting and control measures allied to quality have the potential to increase the monitoring of work and there is little evidence that reward structures have been revised to take account of changes in work practices.
Monks, K., Buckley, F. and Sinnott, A. (1997), "Human resource management in a quality context: some Irish evidence", Employee Relations, Vol. 19 No. 3, pp. 193-207. https://doi.org/10.1108/01425459710176945Download as .RIS
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