Managing with Total Quality Management ‐ Theory and Practice

Citation

Garvin, J. (1998), "Managing with Total Quality Management ‐ Theory and Practice", International Journal of Manpower, Vol. 19 No. 5, pp. 358-360. https://doi.org/10.1108/ijm.1998.19.5.358.1

This is an immensely readable book, published as one of a series of business textbooks dealing with management, work and organisations. Since the series is concerned primarily with the areas of human resource management, employee relations, organisational behaviour and related fields of management, it is these aspects that this text concentrates on ‐ thereby filling an appreciable gap in the TQM literature. However, it would be incorrect to assume that this book is of interest only to practitioners and researchers in these specialisms, it is an excellent introduction to TQM from many perspectives, which deserves to be read by anyone with an interest in the subject, from whatever background. The introduction in chapter 1 is a succinct summary of the rationale behind TQM, its relationship with HRM, and how it contributes to competitive advantage. The conflict with conventional business strategic thinking is dealt with particularly well, and the extent to which sectoral variation and competitive position affect the “fit” between TQM and business strategy highlighted. The claim that the leading gurus, due to their background in production and operations management, have tended to concentrate overly on the “hard” analytical aspects of TQM to the comparative exclusion of the “soft” factors has some justification from an HR viewpoint, though the writings of Frank Price in this area appear to have been overlooked. The emphasis placed on “leadership” and “human resource development and management” in assessment for the Baldrige Award in the USA, and the corresponding aspects in the EFQM model for self‐appraisal in Europe somewhat refute this claim, but are not referred to. The chapter concludes with a useful outline to the remainder of the book, its structure and the approach adopted.

The following four chapters expand on the meaning of “quality” and TQM, the origins and development of the TQM movement, a more detailed examination of its relationship to organisational change and human resource management, and a study of TQM in practice. In chapter 2 the discussion on the definition of quality is particularly good, with an abundance of references, and the various approaches to TQM are distilled down to the three fundamental principles of customer orientation, process orientation, and continuous improvement. However, I feel that the definition of TQM attributed to Rampey and Roberts (Proceedings of Total Quality Forum IV, Ohio, 1992) would have been a useful addition at this point, as the (primarily internal) HR perspective adopted tends to overlook processes in the external supplier chain, which are so important in a TQM context. Also the statement (p. 12) that Oakland’s conceptual model of TQM has senior management commitment at its apex is outdated, as the 2nd edition of his Total Quality Management textbook (1993) shows teams, systems and tools as the “hard” aspects at the points of the triangle, with the “soft” aspects, viz. commitment, culture and communication, linking and supporting them. Particularly useful, though, is the discussion on corporate culture, and the effect of TQM on the internal balance of power in organisations, an aspect which is largely overlooked in most texts on the subject.

Chapter 3, dealing with the origins and development of TQM, documents the various stages in its adoption better than most, and leads on to discuss the particular problems experienced in the service and public sectors, with quite a lively review on the latter, where “rhetoric may be winning over the reality”. Chapter 4 focuses on the relationship between TQM, organisational change and HR management, claiming that “the prescriptive literature says more about what employers are trying to achieve regarding employee commitment, than how it is to be achieved”. This is where this text comes into its own, with a wide‐ranging and well‐referenced discussion on the common aspects of TQM and HR strategies, while exploring the inevitable conflicts ‐ particularly with regard to the contentious (in both disciplines) area of performance appraisal. The conclusion espoused at this point, that the work environment itself is an important factor in behavioural change, is an important one which shifts the emphasis away from exhortation as a change agent and, perhaps inadvertently, gives some justification to the emphasis placed on process improvement by advocates of TQM. This leads on to a comparison of two competing HR views on the adoption of TQM, whether it contributes to employee empowerment or to intensification of management control through peer pressure and customer awareness and expectations. The chapter concludes with a useful examination of the role that the personnel function can play in the promotion of a TQM culture and the achievement of corporate goals, provided it can rise to the challenge. Chapter 5 evaluates the significance and achievements of TQM in practice, confirming the key role of quality in competitive success as evidenced by the PIMS and other studies. The inherent difficulties in achieving successful implementation are addressed, with comprehensive summaries of the findings of European and US studies on TQM effectiveness ‐ giving substance to the conclusion that success depends on the approach adopted by management, and the level of commitment shown over the longer term. While there is nothing surprising in such an outcome, the supporting evidence lends credibility to this conclusion. The finding that managers tend to attribute failings to practical issues, rather than having doubts regarding the principles, is worth noting by both advocates of and detractors from the TQM philosophy.

A valuable aspect of this text is the coverage in the next five chapters of detailed case studies of TQM in practice. Examples in local government, manufacturing, financial services, food retailing, and an entrepreneur‐led small firm respectively are examined in detail, thus comprehensively covering virtually the entire gamut of business environments, and organisational structures. The politics of quality in the public sector is dealt with comprehensively in the local government example, an aspect which has rarely been addressed elsewhere, which alone would make this book a worthwhile read for anyone involved in TQM in this sector. The case studies are generally well researched and presented, and provide valuable information on potential problems for anyone tasked with TQM implementation, particularly with regard to the devising of an appropriate HR strategy.

The final chapter, entitled “Conclusions: whither TQM?”, looks to the future and draws comparisons between TQM and more recent approaches, in particular BPR and “stretch” management. By frequent reference to earlier chapters comparisons are drawn, and overall there is an objective and balanced approach to drawing conclusions. The comments on the final page, that “while the high tide of the TQM movement may have receded, this does not mean that its impact has been negligible or insignificant: it has left its mark”, and “partial quality management is characteristic of the broader experience of TQM in the UK” sum up the overall findings.

In summarising my general impressions, I found the book to be both interesting and informative, presenting a fresh perspective on several aspects of the subject, and marred only slightly by a number of typographical errors which did not detract significantly from the quality of the text but served as a minor irritant. It is well structured, treats the subject progressively, and fulfils the stated objectives of the series in being analytical rather than prescriptive, and suitable for students with no prior specialist knowledge. It does contain “serious and challenging material”, and is written in a “clear and accessible way” as promised. The “international orientation” is perhaps less evident, since any historical perspective on TQM is inevitably international anyway, and the main case studies provided are all UK based, but this does not render them any less valid. It should appeal to a wide audience of both academics and practitioners, but particularly to those involved in teaching HR management on undergraduate and postgraduate courses who need to relate the function more directly to the special challenges presented by operating in a TQM environment. It would also be a valuable addition to any manager’s bookshelf, even though it (wisely) steers away from providing prescriptive solutions to the problems identified, preferring to present the alternative options available from which the choice appropriate to the circumstances may be made.

Highly recommended.