TY  - JOUR
AB  - 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.
VL  - 19
IS  - 3
SN  - 0142-5455
DO  - 10.1108/01425459710176945
UR  - https://doi.org/10.1108/01425459710176945
AU  - Monks Kathy
AU  - Buckley Finian
AU  - Sinnott Anne
PY  - 1997
Y1  - 1997/01/01
TI  - Human resource management in a quality context: some Irish evidence
T2  - Employee Relations
PB  - MCB UP Ltd
SP  - 193
EP  - 207
Y2  - 2024/04/23
ER  -