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In this book, the authors relate Total Quality Management (TQM) to the broader organisation and environment in the context in which TQM is located, bringing in consideration of organisational culture and structure, of employee relations and the balance of power between management and employees and the role of Human Resource Management. This involves a critical appraisal of TQM, considering both the way in which employees perceive its operation in practice and the question of 'who gains what' from TQM.
Table des matières
List of Tables and Figures
Introduction
What Do We Mean by 'Quality' and `TQM'?
The Origins and Development of TQM
TQM, Organisational Change and Human Resource Management
TQM in Practice
Citizens as Customers: The Politics of Quality in Local Government
Making TQM Work in a Tough Environment: British Steel Teesside
Fads and Fixes: Waving Goodbye to Quality?
Re-imaging Customer Services: The Management of Quality in Food Retailing
Pay, Rewards and Recognition: Managing Quality in a Small Firm
Conclusions: Whether TQM?
A propos de l'auteur
ADRIAN WILKINSON is Professor of Human Resource Management at Loughborough University Business School, UK.TOM REDMAN is Lecturer at Teesside Business School, UK.ED SNAPE is Lecturer in the Department of Management, Hong Kong Polytechnic University, Hong Kong.MICK MARCHINGTON is Professor of Human Resource Management and Dean of Management Studies at the Manchester School of Management, UMIST, UK.
Résumé
In this book, the authors relate Total Quality Management (TQM) to the broader organisation and environment in the context in which TQM is located, bringing in consideration of organisational culture and structure, of employee relations and the balance of power between management and employees and the role of Human Resource Management. This involves a critical appraisal of TQM, considering both the way in which employees perceive its operation in practice and the question of 'who gains what' from TQM.
