The role of human resources management in implementing total quality management: A study to determine the integration level of human resources management practies with total quality management in Turkey

With the continuous improvement principle, TQM aims to meet customer's expectations completely. To realize this, TQM, pursues a preventive approach and puts the human factor at the center of every business operation. For this reason, TQM will provide the superior strategic advantage for firm in today's competitive market place. Earlier approaches to implement TQM focused on the technical system and neglected the social and management sub-systems of TQM. However, successful! TQM implementation calls for a comprehensive approach in which the organization is regarded as a integrated system. In the transition period to TQM, a cultural change program which includes every departments and individuals in the organization should be carried out otherwise it not possible to obtain the desirable result. For these reasons all members of the organization must understand the inevitability of change and involve in the process of change. In the implementation process of TQM, without creating a organizational culture that support TQM, it is not possible to expect the employees to develop and show such a behavior that is compatible with the TQM principles. One of the pre-conditions of successful TQM implementation is that all employees must involve in improvement of processes, products, services and related problem solving activities individually or as a member of a team. On the other hand, human resources with boundless development potential, apart from other business resources, provide firms a distinguish opportunity to differentiate themselves from their rivals in terms of competitive advantages. Thus, firms should concentrate their attention on human resources to gain sustainable competitive advantages. Main objective of this study is to examine the roles and functions of HRM in TQM. In Section I, historical background and principles of TQM and the management style compatible with TQM are reviewed. In Section II, roles of HRM in the process of planning, transition and creating quality culture in TQM are discussed, after mentioning HRM generally. In Section III examines how HRM practices should be in TQM environment for successful implementation of it. In Section VI, Discussion is extended in the context of Turkey and the results of survey study on a group of firms with ISO 9000 certification to determine the integration level of HRM practices with TQM are presented.