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TOTAL QUALITY-ORIENTED HUMAN-RESOURCES MANAGEMENT
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DOI：10.1016/0090-2616(92)90073-V.png)
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摘要
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Why, the authors ask, do human resources managers often find themselves acting like second-class citizens when it comes to important business issues, such as total quality management (TQM)? The human element, Bowen and Lawler argue, weighs heavily in any quality equation. Thus, TQM represents a prime opportunity for HR to made a measurable, value-added contribution to the organization's performance. But before HR managers lead a companywide quality drive, they may have to learn to practice TQM at home. This means developing quality measures of HR work, applying group problem-solving skills, and chucking specialist functions and canned programs in order to customize services for HR clients (line managers). Leading a broader TQM program calls for HR managers to extend what is currently known about employee selection and training to make these procedures support special TQM needs, e.g., developing workers skilled in group problem analysis and statistical quality measures. The greatest challenge, however, comes in such areas as performance appraisal/merit pay and career development. The TQM emphasis on collective responsibility for quality, for example, counters the individual-based appraisal/reward systems found in most companies. And the TQM need for supervisors with broad, cross-functional skill is at odds with narrow career paths up the corporate hierarchy. Although TQM may force HR managers to reconsider some traditional practices in these areas, no function is better positioned to lead change.
