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The human side of introducing total quality management: Two case studies from Australia

Ron Edwards (Department of Management, Monash University, Caulfield East, Australia)
and
Amrik S. Sohal (Department of Management, Monash University, Caulfield East, Australia)

International Journal of Manpower

ISSN: 0143-7720

Article publication date: 1 August 2003

3573

Abstract

The aim of this paper is to explore the reasons why businesses, having adopted total quality management (TQM), fail to sustain their reforms over time. In order to gain insights into the pressures that, despite good intentions, can make full implementation of TQM problematic, a case study approach is used. The research indicates that a lack of attention to the human element of change, especially inconsistent senior management support, a lack of involvement of supervisors and middle managers in planning for change, and lack of attention to groups of staff affected negatively by the changes, explain why businesses may face difficulty sustaining reform programs.

Keywords

Citation

Edwards, R. and Sohal, A.S. (2003), "The human side of introducing total quality management: Two case studies from Australia", International Journal of Manpower, Vol. 24 No. 5, pp. 551-567. https://doi.org/10.1108/01437720310491080

Publisher

:

MCB UP Ltd

Copyright © 2003, MCB UP Limited

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