Human resource management and total quality management linkage – rhetoric and reality: Evidence from an empirical study

Abstract

Purpose

The purpose of this paper is to investigate the impact of human resource management (HRM) practices on the implementation of total quality management (TQM) practices, on the one hand, and to investigate the impacts of HRM and TQM practices on the organizational quality performance, on the other.

Design/methodology/approach

Data were collected through a survey designed to be answered by human resource managers and quality managers. Data were analyzed by means of descriptive statistics and correlation analysis.

Findings

HRM practices such as training and development, employee career planning, and recruiting and selection had the greatest significant influences on the implementation of TQM. The results of the study also reveal that HRM practices and TQM practices have a significant effect on organizational quality performance, especially employee quality awareness, customer satisfaction, and company image.

Research limitations/implications

The sample of the study was not large enough to permit the use of any sophisticated statistical analysis. Further research should be considered in order to gather more information about HRM and TQM linkages in different business industries.

Practical implications

The HRM system and TQM system should be aligned with corporate strategy to ensure that HRM and TQM practices are in congruence with each other. Also, there should be evidence of existence of an integrated system for assessing the success of these practices.

Originality/value

The paper offers insights into the linkage between HRM and TQM practices, focusing on Jordan. Therefore, this paper offers some useful suggestions that may lead to translating quality rhetoric into concrete business practice.

Citation

Daoud Abu‐Doleh, J. (2012), "Human resource management and total quality management linkage – rhetoric and reality: Evidence from an empirical study", International Journal of Commerce and Management, Vol. 22 No. 3, pp. 219-234. https://doi.org/10.1108/10569211211260300