See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/369799548

The Human Resource Management Practices for the Implementation of TQM

in Indian Manufacturing Industries The Human Resource Management
Practices for the Implementation of TQM in In...

Article in Brazilian Journal of Operations & Production Management · April 2023

DOI: 10.14488/BJOPM.1339.2023

CITATIONS READS

0 239

3 authors, including:

Dr T S Nanjundeswaraswamy Pallaki Nagesh

J S S Academy of Technical Education, Bangalore ICAR -CTRI
86 PUBLICATIONS 775 CITATIONS 27 PUBLICATIONS 85 CITATIONS

SEE PROFILE SEE PROFILE

All content following this page was uploaded by Dr T S Nanjundeswaraswamy on 05 April 2023.

The user has requested enhancement of the downloaded file.

 The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries

RESEARCH PAPER

The Human Resource Management Practices for the

Implementation of TQM in Indian Manufacturing Industries
T S Nanjundeswaraswamy¹ , Sridevi Kulenur ² , P Nagesh²

¹ JSS Academy of Technical Education, Bengaluru, Karnataka, India.

² Sri Jayachamarajendra College of Engineering JSS Science and Technology University,Mysuru, Karnataka, India.

How to cite: Nanjundeswaraswamy,T. S., Kulenur, S. and Nagesh, P. (2023), “The Human Resource
Management Practices for the Implementation of TQM in Indian Manufacturing Industries”, Brazilian
Journal of Operations and Production Management, Vol. 20, No. 2, e20231339.
https://doi.org/10.14488/BJOPM.1339.2023

ABSTRACT

1. INTRODUCTION

Total Quality Management (TQM) is one of the management techniques implemented

worldwide to improve the quality of products and services (Santos et al., 2019,Trappey, 1995). TQM
is the organizational philosophy implemented to meet customer satisfaction through the
employee’s involvement at all levels of the production process (Addis et al., 2019). In addition to

Financial support: None.

Conflict of interest: The authors have no conflict of interest to declare.
Corresponding author: [email protected]
Received: 4 October 2022.
Accepted: 16 November 2022.
Editor: Julio Vieira Neto.

This is an Open Access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use,distribution, and
reproduction in any medium, provided the original work is properly cited.
1/14
Brazilian Journal of Operations & Production Management, Vol. 20, No. 2 e20231339| https://doi.org/10.14488/BJOPM.1339.2023
 The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries

enhancing the quality of products and services, TQM implementation will increase productivity,
with reduced cost to sustain in the competitive business market (Rajagopal et al., 1995, Pereira et
al.,2018).
Effective implementation of TQM practices, along with Human Resource Management (HRM)
practices, will enhance organizational sustainability (Usrof and Elmorsey, 2016). Based on the
degree of implementation of quality management practices in the firm, many quality awards such
as Swedish Quality Award, Malcolm Baldrige National Quality Award, and European Quality Award
will provide to the firms as a reorganization. The awarded firm's financial performance is better
than the other organizations (Eriksson and Hansson, 2003). In the organization how employees are
treated depends on the methods of HRM implemented in the organization. The responsibility of
HRM is to bring talented people to the organization, support them to perform work efficiently,
compensate them for their work, and to help the individuals in their development (Patro, 2013).
Hubiak and O'Donnell (1996) and Gaucher et al., (1993) research explored that without
considering the human-related factors, TQM implementation in organizations is not possible, and
it will become a big failure. Human Resource Management (HRM) acts as a catalyst during the
implementation of TQM in the firm by enhancing competencies, motivation among employees;
cultural change in favor of TQM implementation and serves as reinforcement for human relations
and group formation (Palo and Padhi, 2005 and Hoogervorst et al., 2005). Both the TQM and HRM
practices have a common goal, such as increasing customer as well as employee satisfaction
through the continuous improvement in the product, process, and service quality by involving
motivated employees in that progression (Herbig et al., 1994).
A good number of manufacturing and service organizations have devoted substantial effort to
connect between HRM practices and TQM practices (Wolor et al.,2022; Sharma et al., 2021; Pandey
et al., 2021; El-Kot et al.,2021). Connecting HRM practices with TQM practices yields a high quality
of products and services, and increased productivity and performance at the lowest cost (Yang,
2006, Wolor et al.,2022). As far as a country like India, a little bit of empirical study has been
conducted in connecting HRM and TQM. Consequently, this research is one of the few of its kind.
The study findings of this research will help academicians, researchers, and management
practitioners to understand the extensive and multifaceted nature of HRM practices along with
fundamental TQM practices and its philosophy.
Therefore, we believe that the present empirical research is the primary contributor to this
research. This research will also contribute to finding an included method of HRM and TQM that
will help HR managers and quality managers to take necessary policies and strategies to enhance
productivity and profit. This research article unfolds as follows. First, there is a theoretical
framework for TQM practices; HRM practices and the association between HRM and TQM practices
will be investigated. Secondly, methodology (design of instrument and validation of instrument)
was discussed. Finally, the results and findings of the research were discussed.
Total Quality Management (TQM) is one of the management techniques implemented
worldwide to improve the quality of products and services (Santos et al., 2019,Trappey, 1995). TQM
is the organizational philosophy implemented to meet customer satisfaction through the
employee’s involvement at all levels of the production process (Addis et al., 2019). In addition to
enhancing the quality of products and services, TQM implementation will increase productivity,
with reduced cost to sustain in the competitive business market (Rajagopal et al., 1995, Pereira et
al.,2018). Effective implementation of TQM practices, along with Human Resource Management
(HRM) practices, will enhance organizational sustainability (Usrof and Elmorsey, 2016). Based on
the degree of implementation of quality management practices in the firm, many quality awards
such as Swedish Quality Award, Malcolm Baldrige National Quality Award, and European Quality
Award will provide to the firms as a reorganization. The awarded firm's financial performance is
better than the other organizations (Eriksson and Hansson, 2003). In the organization how
employees are treated depends on the methods of HRM implemented in the organization. The
responsibility of HRM is to bring talented people to the organization, support them to perform work
efficiently, compensate them for their work, and to help the individuals in their development (Patro,
2013).
Hubiak and O'Donnell (1996) and Gaucher et al., (1993) research explored that without
considering the human-related factors, TQM implementation in organizations is not possible, and
it will become a big failure. Human Resource Management (HRM) acts as a catalyst during the
implementation of TQM in the firm by enhancing competencies, motivation among employees;
cultural change in favor of TQM implementation and serves as reinforcement for human relations
and group formation (Palo and Padhi, 2005 and Hoogervorst et al., 2005). Both the TQM and HRM
practices have a common goal, such as increasing customer as well as employee satisfaction
through the continuous improvement in the product, process, and service quality by involving
motivated employees in that progression (Herbig et al., 1994).
A good number of manufacturing and service organizations have devoted substantial effort to
2/14
Brazilian Journal of Operations & Production Management, Vol. 20, No. 2 e20231339| https://doi.org/10.14488/BJOPM.1339.2023
 The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries

connect between HRM practices and TQM practices (Wolor et al.,2022; Sharma et al., 2021; Pandey
et al., 2021; El-Kot et al.,2021). Connecting HRM practices with TQM practices yields a high quality
of products and services, and increased productivity and performance at the lowest cost (Yang,
2006, Wolor et al.,2022). As far as a country like India, a little bit of empirical study has been
conducted in connecting HRM and TQM. Consequently, this research is one of the few of its kind.
The study findings of this research will help academicians, researchers, and management
practitioners to understand the extensive and multifaceted nature of HRM practices along with
fundamental TQM practices and its philosophy.
Therefore, we believe that the present empirical research is the primary contributor to this
research. This research will also contribute to finding an included method of HRM and TQM that
will help HR managers and quality managers to take necessary policies and strategies to enhance
productivity and profit. This research article unfolds as follows. First, there is a theoretical
framework for TQM practices; HRM practices and the association between HRM and TQM practices
will be investigated. Secondly, methodology (design of instrument and validation of instrument)
was discussed. Finally, the results and findings of the research were discussed.

2. THEORETICAL FRAMEWORK

In the last two decades, manufacturing and service organizations have witnessed that the TQM
is a critical innovation in management practices (Vafaei et al.,2019). In this viewpoint, the
implementation of TQM practices is an inclusive method to enhance the product's quality and the
organization's performance (Spencer, 1994; Hunt, 1993; Helal, 2022). Many research explored that,
with the implementation of quality management practices, the organization will gain various
benefits such as an effective knowledge management process (Honarpour et al., 2018); enhanced
financial performance (Augustyn et al., 2019); nurtured innovativeness among the employees
(Sahoo, 2019; Salim et al., 2019 and Rold et al., 2017); profitability of the organization (Hailu et al.,
2018) and superior employee productivity (Belay et al., 2014).
On the other hand, many researchers like Abu Doleh (2012); Spencer (1994); Wilkinson (1992)
mentioned that TQM has two faces first one is the challenging facet; it includes quality function
deployment, statistical control, organizational procedures and design process, on the other hand,
the second face, is the soft facet of TQM it involves methods of managing human resources,
employee communication, customer satisfaction and employee satisfaction.
At the same time, a few researchers such as Dwyer (2002); Legge (1995) opined that people
management also has two faces; the first facet consists of hard dimensions of HR policies and
procedures, and the second facet included soft dimensions related to the integration of HR policies,
organizational objectives, employee wellbeing, attitude etc. TQM encompasses two different
structures. One will address the HRM issues and the other related to technical systems Evans and
Lindsay (2002).
Top management needs to consider HR issues as the most priority; it is a precondition for
implementing quality aspects in the process Wilkinson et al., (1991). Employee involvement,
employee commitment, and HR issues are the core philosophy of quality implementation practices
and techniques (Yang, 2006; Vouzas, 2004).
The intention for implementation of HRM practices in the organization is to enhance employee
involvement, motivate the employees for continuous improvement, and to eliminate all types of
waste during the production of quality products and services (Alfalla-Luque et al., 2012). HRM
practices impact TQM practices; in addition to that, both methods have a considerable influence on
employee satisfaction and customer satisfaction (Yang et al., 2006). HRM practices can be explained
as a typical movement towards achieving competitive advantage (Gandhi, 2014; Hassan, 2022).
Competitive advantages can be achieved by implementing more appropriate procedures and
policies for managing human resources included with the organizational objective and strategic
goal (Darwish et al., 2009). The above-stated discussion recommends that HR practices and policies
play a significant role in implementing quality management practices in the organization. Even the
most sophisticated quality management strategies will not give good results in implementation
unless a committed workforce is involved in that process of implementation Palo and Padhi, (2005).
TQM and HRM try to focus on establishing continuous cutthroat improvement in the work practices
and performance; it includes adequate compensation, top management leadership, employee
involvement, teamwork, employee empowerment, job rotation, etc. (Boon et al., 2007). Top
management commitment, customer focus; employee participation; teamwork; education and
training; supplier focus, and process are the critical success factors of TQM practices (Addis, 2019,
a). Continuous improvement, customer focus; human resource management; leadership;
organizational climate; strategic quality planning, and supplier management are the critical success
factors of TQM practices (Yan et al., 2019).
HRM practices in the TQM practices are not optional, but it is a mandatory element for
3/14
Brazilian Journal of Operations & Production Management, Vol. 20, No. 2 e20231339| https://doi.org/10.14488/BJOPM.1339.2023
 The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries

successfully implementing quality management practices (Gennard et al., 2004). HRM practices are
associated with TQM practices (Tawalbeh and Jaradat, 2020; Nizamidou et al., 2019 Abu Doleh,
2012), and quality management practices enhance the quality of performance (Boon et al. 2007;
Gennard et al., 2004).
The present research focuses on the effect of HRM practices on the TQM practices in
manufacturing organizations in India. It is achieved by using a systematic framework by collecting
data and analyzing information related to HRM practices and TQM practices. This research explores
the significance of having competitive advantages from the manufacturing organization through
the effect of HRM practices such as employee empowerment; employee involvement; employee
reward; functional leadership; organizational change; organizational culture; performance
appraisal; recruitment & selection; teamwork, and Employee Training and TQM practices such as;
benchmarking, continuous improvement, customer focus, customer satisfaction, process
management, quality measurement, supplier quality management, and top management
commitment.

3. OBJECTIVES OF THE STUDY

The present research objective is to investigate the association between Human Resources
Management practices and Total Quality Management practices implementation in manufacturing
industries.

4. SAMPLE AND PROCEDURE

Data and information for the research were gathered by using a self-administered survey. The
survey instrument is designed to collect the data and information from the respondents related to
TQM practices and HRM practices in the organization. However, 55 mechanical manufacturing
industries were randomly selected located in Bengaluru, India for this research. Among the selected
55 mechanical manufacturing industries, only 49 organizations agreed to take part in the study.
Data were collected from the managerial level employees working in the HR, Quality, and
production departments. In brief, 600 questionnaires were distributed by personally contacting
individual respondents, out of which 510 questionnaires are returned; among them, 448 responses
were considered for the analysis remaining were rejected because of improper information.

5. QUESTIONNAIRE DEVELOPMENT

Through the extensive literature review and by considering the objectives of the research, an
instrument is developed. Items in the instrument were selected from the earlier research literature
and empirical research related to the amalgamation of HRM practices and TQM Practices in the
organization.
The instrument consists of three parts; the first part includes the demographical characteristics
of the firms. The second part consists of 32 items addressing ten dimensions of human resource
management, and they are employee empowerment, employee involvement, employee reward,
functional leadership, organizational change, organizational culture, performance appraisal,
recruitment & selection, teamwork, and Employee Training. The third part included 23 items
explaining eight critical success factors of TQM, they were; benchmarking, continuous
improvement, customer focus, customer satisfaction, process management, quality measurement,
supplier quality management, and top management commitment. The questionnaire was designed
using a five-point Likert scale. Data are collected from 448 respondents from 49 organizations.
Reliability of the instrument is measured through Cronbach’s Alpha, for the study, it is 0.78; it is
within the acceptable range when it is above 0.7 Hair et al., 2006.

6. VALIDATION OF THE MEASURING INSTRUMENT

Using Exploratory Factor Analysis (EFA), Confirmatory Factory Analysis (CFA), and
measuring different model fit indices, the developed instrument was validated separately for
Total Quality Management and Human Resources Management items.

6.1 Validation of Human Resource Management measuring instrument

6.1.1 Exploratory Factor analysis

4/14
Brazilian Journal of Operations & Production Management, Vol. 20, No. 2 e20231339| https://doi.org/10.14488/BJOPM.1339.2023
 The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries

Principle Component Analysis (PCA) is performed by considering the Varimax rotation

method; those factors address Eigenvalue more than one, and item loading yields more than
0.5 were extracted and considered for further analysis. Previously Kaiser-Meyer-Olkin test was
conducted to check the sample adequacy; results show that the KMO value is 0.868 at the
significance of 0.000, which is within the acceptable range. KMO test statistics reveal that
collected data is sufficient to perform EFA and CFA.

Table 1 Total Variance Explained

Sl. Initial Eigenvalues Extraction Sums of Squared Rotation Sums of Squared
N Loadings Loadings
o Total % of Cumulati Total % of Cumulat Total % of Cumulative
Variance ve % Variance ive Variance %
%
1 6.924 28.850 28.850 6.924 28.850 28.850 4.382 18.258 18.258
2 2.694 11.226 40.076 2.694 11.226 40.076 3.992 16.633 34.891
3 2.098 8.740 48.816 2.098 8.740 48.816 2.168 9.032 43.923
4 1.437 5.987 54.803 1.437 5.987 54.803 1.857 7.736 51.659
5 1.147 4.778 59.581 1.147 4.778 59.581 1.661 6.923 58.582
6 1.047 4.361 63.942 1.047 4.361 63.942 1.286 5.360 63.942
7 .919 3.831 67.773
8 .828 3.449 71.222
9 .737 3.070 74.292
10 .716 2.982 77.274
11 .646 2.693 79.967
12 .609 2.540 82.506
13 .563 2.345 84.851
14 .512 2.135 86.986
15 .466 1.943 88.929
16 .432 1.802 90.731
17 .404 1.684 92.415
18 .357 1.486 93.900
19 .346 1.443 95.343
20 .285 1.186 96.530
21 .260 1.085 97.615
22 .209 .873 98.487
23 .198 .827 99.314
24 .165 .686 100.000

From the EFA six dimensions of the HRM were extracted whose Eigenvalues more than
one represented in Table 1; these extracted grouped items were named according to their
relevance to the items. The extracted six factors, along with 24 items, explained 63.942 percent
of the total variance. Six named dimensions were Functional Leadership (FL), Positive
Organizational Scholarship (POS), Employee Involvement (EI), Empowerment (EMP), Employee
Training (ET) and Team Work (TW). The extracted items' loading varies from 0.879 to 0.544; it
is represented in Table 2.

Table 2 - Questions and item loading HRM

Component Items Factor

Loading
Employees' beliefs and values are shared with .698
FL1
each other.
Preferences of functional leaders would be on the .695
FL2
requirements of external customers.
Preferences of functional leaders would be on the .691
FL3
Functional requirements of internal customers.
Leadership (FL) Functional leaders continually improve the pattern .673
FL4
of communication between employees.
The performance management system prioritizes .667
FL5
group efforts to meet quality objectives.
Organizational stakeholders’ requirements are .661
FL6
met from time to time.

5/14
Brazilian Journal of Operations & Production Management, Vol. 20, No. 2 e20231339| https://doi.org/10.14488/BJOPM.1339.2023
 The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries

Component Items Factor

Loading
The Performance management system prioritizes .652
FL7 the competencies of employees to meet quality
objectives.
A positive work environment is maintained in the .627
FL8
organization.
The employee selection process is based on an .544
FL9 employee's ability to understand and reach
quality objectives.
Awareness of contemporary quality management .879
POS1 principles and practices allows employees to
overcome change resistance.
The team environment helps to resolve quality .854
POS2
issues related to products and services.
Positive
Quality practices and principles are implemented .835
POS3 Organizational
using motivational aspects toward employees.
Scholarship
(POS) A systems approach helps the organization .823
POS4
implement quality goals.
Performance Management System focuses on .812
POS5 individual efforts to improve quality objectives.

Employees are encouraged to provide .796

EI1
suggestions and feedback on quality practices.
Employee Awareness of quality objectives is provided to .749
EI2
Involvement every member of the organization.
(EI) Quality improvement programs are considered in .593
EI3 HR plans and programs.

Employees' involvement in decisions making .809

EMP1
quality improvement is encouraged.
Empowerment The employees are supported to take .709
EMP2
(EMP) responsibility for achieving quality objectives.
The management appreciates the quality efforts .697
EMP3
of employees.
Employee competencies are focused on .837
ET1
improving employee adaptability to change
Employee
Specific training sessions on quality aspects will .789
Training (ET)
ET2 help the employees to enhance their skills to meet
quality objectives.
Peer Pressure on teams ensures performance .751
TW1
Team Work improvement to achieve quality goals
(TW) Teamwork is prioritized to enhance the quality of .709
TW2
work.

6.1 Confirmatory Factor Analysis

Extracted six factors along with 24 items in the EFA are confirmed by performing CFA. CFA
analysis yields five predominant components they were Functional Leadership (FL), Positive
Organizational Scholarship (POS), Employee Involvement (EI), Empowerment (EMP), and
Employee Training (ET) and 2 items are deleted because of poor factors loading compared to
others. Five-dimension first-order measurement model is represented in the figure 1, all the
measurement fit indices like CMIN/DF = 3.0, GFI=0.901,IFI=0.920,TLI=0.903, CFI=0.920 and
RMSEA = 0.067 are within the acceptable range according to Hair et al., 2006.

6/14
Brazilian Journal of Operations & Production Management, Vol. 20, No. 2 e20231339| https://doi.org/10.14488/BJOPM.1339.2023
 The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries

Figure 1 - HRM Measurement model

6.2 Validation of Total Quality Management

6.2.1 Exploratory Factor analysis

Principle Component Analysis (PCA) is performed by considering the Varimax rotation

method; those factors address Eigenvalue more than one, and item loading yields more than
0.5 were extracted and considered for further analysis. Previously Kaiser-Meyer-Olkin test was
conducted to check the sample adequacy; results explored that the KMO value is 0.834 at the
significance of 0.000, which is within the acceptable range. KMO test statistics reveal that
collected data is sufficient to perform EFA and CFA.

Table 3 - Total Variance Explained

Sl.No Initial Eigenvalues Extraction Sums of Squared Rotation Sums of Squared
Loadings Loadings
Total % of Cumulati Total % of Cumulati Total % of Cumulati
Variance ve % Variance ve % Variance ve %
1 4.890 27.167 27.167 4.890 27.167 27.167 3.383 18.797 18.797

2 3.023 16.793 43.960 3.023 16.793 43.960 3.383 18.793 37.590

3 2.063 11.460 55.420 2.063 11.460 55.420 2.543 14.129 51.719

4 1.236 6.869 62.289 1.236 6.869 62.289 1.903 10.570 62.289

5 .857 4.763 67.053

6 .812 4.510 71.563

7 .708 3.932 75.495

8 .641 3.563 79.057

9 .599 3.328 82.386

10 .545 3.026 85.412

11 .530 2.942 88.354

12 .503 2.794 91.148

13 .439 2.436 93.585

14 .379 2.105 95.690

15 .242 1.345 97.034

16 .220 1.224 98.258

17 .163 .905 99.163

18 .151 .837 100.000

From the EFA four dimensions of the TQM were extracted whose Eigenvalues more than
one, represented in table 3; these extracted grouped items were named according to their
7/14
Brazilian Journal of Operations & Production Management, Vol. 20, No. 2 e20231339| https://doi.org/10.14488/BJOPM.1339.2023
 The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries

relevance to the items. The extracted four factors, along with 18 items, explained 62.28
percent of the total variance. Four named dimensions were Benchmarking (BEN), Customer
Satisfaction (CS), Top Management Commitment (TMC), and Supplier Relation (SR). The
extracted items' loading varies from 0.909 to 0.534; it is represented in Table 4.

Table 4 - Questions and item loading of TQM

Components Items Item

Q.No
loading
The quality of the product and services is focused on building
BEN1 .829
competitiveness in the market.
The standards set to achieve quality objectives are assessed
BEN2 .813
through self-assessment tools.
Primary competitors are kept as a benchmark to implement
BEN3 .762
Benchmarking various practices.
(BEN) Formal benchmarking helps to recognize the best practices for
BEN4 .698
quality improvement.
The employees identify quality objectives to enhance quality
BEN5 .632
performance.
To improve the quality of work, new suggestions and ideas will
BEN6 .625
be encouraged.
CS1 The focus will be on improvising customer satisfaction .909
To satisfy the needs of the customers, process alignment
CS2 .871
becomes vital.
Customer
Key process measurements are used to enhance customer
CS3 Satisfaction (CS) .860
satisfaction
To enhance the quality of work, continual improvement is
CS4 .830
ensured.
The company adapts upgraded technology to ensure the
TMC1 .790
proper application of Total Quality Management practices.
The assessment of customer satisfaction is made through a
TMC2 Top .723
systematic feedback mechanism.
Management
The company will do periodic inspections to assess the quality
TMC3 Commitment .705
of materials supplied to match the standards set.
(TMC)
The product design and development are matched with the
TMC4 customer requirements by prioritizing the research and .696
development department.
The relationship with suppliers is prioritized to enhance
SR1 .762
continual improvement in reaching quality goals.
The company adopts a proper method for evaluating its
SR2 .713
Supplier supplier.
Relation (SR) Cost of quality to check and measure the rework, wastage, and
SR3 .590
rejections are part of the system
To control variability, statistical process control is utilized to
SR4 .534
improve processes.

6.2.2 Confirmatory Factor Analysis

Extracted four factors along with 18 items in the EFA are confirmed by performing CFA. CFA
analysis yields the same five predominant components they were Benchmarking (BEN),
Customer Satisfaction (CS), Top Management Commitment (TMC), and Supplier Relation (SR).
Four dimension first-order measurement model is represented in the figure 2, all the
measurement fit indices like CMIN/DF = 2.9,GFI=0.905,IFI=0.913,TLI=0.900,CFI=0.913 and
RMSEA = 0.077 are within the acceptable range according to Hair et al., 2006.

8/14
Brazilian Journal of Operations & Production Management, Vol. 20, No. 2 e20231339| https://doi.org/10.14488/BJOPM.1339.2023
 The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries

Figure 2 - Measurement model for TQM

6.3. Scale reliability and validity and model fitness analysis

Before conducting SEM it is required to test the reliability and construct validity of the
measuring instrument. Construct validity of Total Quality Management and Human Resource
Management confirmed if the Cronbach’s Alpha value is more than 0.7 according to Hair et
al.,(2006). Table 5, represents the different statistics of reliability and validity of the
instruments, the minimum Cronbach’s alpha value in this study is 0.733, which indicates that
the instrument shows the good internal reliability of both TQM and HRM dimensions.
At the same time, Kaiser Meyer Olkin (KMO) value is more than 0.5. Most of the dimension's
average variance explained more than 0.5; this also explored that the instrument is reliable to
measure the stated objectives. For the designed instrument, convergent validity is also tested
through the Average Varian Extracted (AVE) value; if the AVE is more than 0.5, the instrument
fulfils the criteria of convergent according to Hair et al., (2006); in this study majority of the
dimensions, AVE is more than 0.5.

Table 5 - Convergent Validity, Reliability Statistics

Cronbach's Composite Average
Components KMO
alpha value Reliability Variance
Extracted
Functional Leadership (FL) 0.833 0.855 0.558 0.876
Positive Organizational
0.916 0.923 0.707 0.849
Scholarship (POS)
Employee Involvement (EI) 0.740 0.759 0.515 0.676
Empowerment (EMP) 0.742 0.783 0.548 0.653
Employee Training (ET)
0.793 0.796 0.662 0.500

Benchmarking (BEN), 0.834 0.872 0.534 0.819

Customer Satisfaction (CS) 0.922 0.924 0.753 0.828
Top Management
0.747 0.819 0.532 0.742
Commitment (TMC)
Supplier Relation (SR) 0.733 0.748 0.531 0.684

7. IMPACT OF HRM PRACTICES ON IMPLEMENTATION TQM

To verify the impact of HRM on TQM, a Structural Equation Modeling (SEM) was done. To
assess the proposed model, several model fitness indices are verified. In this proposed
research model, the results from the data analysis process are: Chi-square/df (CMIN)= 2.94
(<3); RMSEA = 0.079 (<0.08); CFI = 0.901 (>=0.9), TLI = 0.900 (>=0.9), IFI = 0.902 (>0.9), p = 0.000;
therefore, the structural model reveals a sufficient model fit to collected data according to Hair
et al., 2006 and Nanjundeswaraswamy et al.,(2022).The tested SEM model is represented in
figure 3.

9/14
Brazilian Journal of Operations & Production Management, Vol. 20, No. 2 e20231339| https://doi.org/10.14488/BJOPM.1339.2023
 The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries

Figure 3 - Tested HRM and TQM model

From the SEM path analysis, the tested HRM and TQM model statistics are represented in
Table 6, at 1 percent of significance level Human Resource Management(HRM) impacts on the
Total Quality Management (TQM). In addition to that, the statistics explored that Human
Resource Management is associated with Positive Organizational Scholarship (POS), Employee
Involvement (EI), Empowerment (EMP), Employee Training (ET) and TQM associated with
Benchmarking (BEN), Top Management Commitment (TMC) and Supplier Relation (SR).

Table 6 - Path model analysis statistics

Components Estimate S.E C.R P Significance
Value
TQM <--- HRM 2.439 .237 10.310 *** 1%
FL <--- HRM 1.000
POS <--- HRM -1.438 .161 -8.953 *** 1%
BEN <--- TQM .520 .049 10.701 *** 1%
CS <--- TQM 1.000
EI <--- HRM 1.312 .140 9.398 *** 1%
EMP <--- HRM .196 .051 3.823 *** 1%
ET <--- HRM .513 .087 5.925 *** 1%
TMC <--- TQM -.223 .040 -5.501 *** 1%
SR <--- TQM -.050 .022 -2.258 .024

From this analysis, it is explored that the probability of getting a critical ratio as large as
10.31 in absolute value is less than 0.001. In other words, the regression weight for HRM in
the prediction of TQM is significantly different from zero at the 0.001 level (two-tailed).

8. THE EFFECT OF PREDOMINANT DIMENSIONS OF HRM PRACTICES ON CRITICAL SUCCESS

FACTORS OF TQM PRACTICES

To the extent that the effect of HRM practices on TQM practices, Table 7 explores Pearson’s
correlation coefficient.

10/14
Brazilian Journal of Operations & Production Management, Vol. 20, No. 2 e20231339| https://doi.org/10.14488/BJOPM.1339.2023
 The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries

Table 7 - Pearsons Correlation coefficient

TQM Practices
Top
HRM Practices Customer Supplier
Benchmarking Management
Satisfaction Relation
(BEN) Commitment
(CS) (SR)
(TMC)
Functional
.786** .495** -.192** -.072
Leadership (FL)
Positive
Organizational
-.132** -.737** .301** .351**
Scholarship
(POS)
Employee
.429** .502** -.265** -.147**
Involvement (EI)
Empowerment
.151** .224** .106* .054*
(EMP)

Employee
.196** .261** -.061 -.056
Training (ET)

** significant at the 0.01 level

*significant at the 0.05 level

The outcome of the Person’s correlation analysis in Table 7 represents that the
implementation of specific human resource management practices like “Functional
Leadership,” “Positive Organizational Scholarship,” “Employee Involvement,” “Empowerment”
and “Employee Training” have a significant effect on the majority of the TQM practices.
Interestingly, it is identified that “Functional Leadership” has the most significant impact on
Benchmarking, and in turn, on customer satisfaction. On the other hand, it is noted that
“Empowerment” has less impact on the “Supplier Relationship.” The present study result is in
line with the outcome of Vouzas (2004); at the same time, the research outcome is not much
similar to the research of Boon et al. (2007).

9. CONCLUSION AND DISCUSSION

To sustain in the competitive business environment for a longer period, organizations have
to satisfy the customer and employees' needs. Much research explored that the
implementation of TQM practices significantly impacts customer satisfaction; therefore, it is
inevitable to implement TQM practices to increase the organization's competitiveness, like the
quality of the product and its brand image, innovativeness, etc. At the same time, much
research evidence that many organizations fail to implement TQM practices because TQM
cannot be implemented individually; it needs to be implemented together with HRM practices.
Therefore, this research report examines the relationship between HRM practices and TQM
practices in Indian manufacturing organizations. To examine this relationship, an instrument
is designed to suit the nativity and validate the same. Secondly, it identifies the effect of HRM
practices on the implementation of TQM practices. The data and information were collected
from 448 employees; the respondents were the managerial-level employees working in the
HR, Quality, and production departments.
The study explored that, there is a positive association between HRM practices and
TQM practices, at the same time study also identified that Human Resource Management
practices like “Functional Leadership,” “Positive Organizational Scholarship,” “Employee
Involvement,” “Empowerment,” and “Employee Training” have a significant effect on the
majority of the TQM practices. Interestingly, it is identified that “Functional Leadership” has
the most significant impact on Benchmarking, then it impacts customer satisfaction. On the
other hand, “Empowerment” has less impact on the “Supplier Relationship.”
In general, the research outcome explored that HRM practices played a vital role in the
implementation of TQM practices; the blended culture of HRM and TQM implementation will
enhance the quality of the product and the performance of both organizations and employees.
Conversely, the effect of various HRM practices on the different TQM practices during the
implementation is differentiated. Organizations should determine which HRM practices are
critical to their business process and prioritize these practices before implementing TQM
practices. The study outcome provides insight and reference for the organizations in this
11/14
Brazilian Journal of Operations & Production Management, Vol. 20, No. 2 e20231339| https://doi.org/10.14488/BJOPM.1339.2023
 The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries

respect. On the other hand, a few limitations of our studies are, that our study explores few
interesting findings by establishing the relationship between the research variables at a single
point period. However, the sample size considered for our study is not statistically
representative of all the employees of mechanical manufacturing industries.

REFERENCES

Abu-Doleh, J.D. (2012), “Human resource management and total quality management linkage–
rhetoric and reality”, International Journal of Commerce and Management, Vol. 22 No. 3, pp. 219-
234. DOI: https://doi.org/10.1108/10569211211260300
Addis, S. (2019), “An exploration of quality management practices in the manufacturing industry of
Ethiopia”, The TQM Journal, Vol. 32, No. 1, pp. 127 -142. DOI: https://doi.org/10.1108/tqm-01-
2019-0031
Addis, S., Dvivedi, A. and Beshah, B. (2019), “Quality management practices as a tool for job
satisfaction improvement of shop-floor workers: empirical evidence from the Ethiopian
manufacturing organizations”, Production Planning & Control, Vol. 30 No. 8, pp. 665-681. DOI:
https://doi.org/10.1080/09537287.2019.1574510
Alfalla Luque, R., Marín García, J.A., & Medina Lopez, C. (2012), “Is worker commitment necessary
for achieving competitive advantage and customer satisfaction when companies use HRM and
TQM practices? ”, Universia Business Review, Vol. 36, pp. 64-89.
Augustyn, M.M., Elshaer, I.A. and Akamavi, R.K. (2019), “Competing models of quality management
and financial performance improvement”, The Service Industries Journal, pp. 1-29. DOI:
https://doi.org/10.1080/02642069.2019.1601706
Belay, A.M., Kasie, F.M., Helo, P., Takala, J. and Powell, D.J. (2014), “Adoption of quality management
practices”, Benchmarking: An International Journal, Vol. 21 No. 1, pp. 77-100. DOI:
https://doi.org/10.1108/bij-02-2012-0011
Boon, O.K., Arumugam, V., Safa, M.S. and Abu Baker, N. (2007), “HRM and TQM: association with job
involvement”, Personnel Review, Vol. 36, No. 6, pp. 939-62. DOI:
https://doi.org/10.1108/00483480710822445
Darwish, T.K. (2009), “The Impact of Strategic Human Resource Management Implementation on
Firm Performance”, In BBS Doctoral Symposium, Vol. 23, pp. 1-13.
Dwyer, G. (2002), “Quality management initiatives and people management strategies – the need
for integration in the new millennium in an Irish context”, International Journal of Quality &
Reliability Management, Vol. 19, No. 5, pp. 524-39. DOI:
https://doi.org/10.1108/02656710210427502
Eriksson, H. and Hansson, J. (2003), “The impact of TQM on financial performance”, Measuring
Business Excellence, Vol. 7, No.1, pp. 36-50.
Evans, J. R. and Lindsay, W. M. (2002), “The management and control of quality Cincinnati, OH:
South-western”, Vol. 5, pp. 115-128.
Gandhi, J. (2014), Competitive advantage through human resource in HDFC bank. Gitarattan
International Business School.
Gaucher, E.J., Marszalek-Gaucher, E. and Coffey, R.J. (1993), Total quality in healthcare: from theory to
practice. Jossey-Bass.
Gennard, J., Soltani, E., Van Der Meer, R.B. and Williams, T.M. (2004), “HR performance evaluation in
the context of TQM: a review of the literature”, International Journal of Quality and Reliability
Management, Vol. 21, No. 4, pp. 377-396. DOI: https://doi.org/10.1108/02656710410530082
Hailu, H., Mengstu, S. and Hailu, T. (2018), “An integrated continuous improvement model of TPM,
TPS and TQM for boosting profitability of manufacturing industries: an innovative model &
guideline”, Management Science Letters, Vol. 8 No. 1, pp. 33-50.
Hair, J.F.J., Black, W.C., Babin, B.J., Anderson, R.E. and Tatham, R. L. (2006), Multivariate data analysis.
Pearson Education: New Jersey.
Hassan, M. (2022). Human Resource Management (HRM) Practices in Ready-Made Garments Sector in
Bangladesh.
Helal, I. (2022), “Investigating the relationship between total quality management (tqm) and human
resources management (HRM) in lebanese companies”, The euraseans: journal on global socio-
economic dynamics, Vol. 3, No. 34, pp. 95-105.
Herbig, P., Palumbo, F. and O’Hara, B.S. (1994), “Total quality and human resource professional”,
12/14
Brazilian Journal of Operations & Production Management, Vol. 20, No. 2 e20231339| https://doi.org/10.14488/BJOPM.1339.2023
 The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries

The TQM Magazine, Vol. 6, No. 2, pp. 33-6. DOI: https://doi.org/10.1108/09544789410054000

Honarpour, A., Jusoh, A. and Md Nor, K. (2018), “Total quality management, knowledge
management, and innovation: an empirical study in R&D units”, Total Quality Management &
Business Excellence, Vol. 29, No 7, pp. 798-816. DOI:
https://doi.org/10.1080/14783363.2016.1238760
Hoogervorst, J.A.P., Koopman, P.L. and van der Flier, H. (2005), “Total quality management: the need
for an employee-centred, coherent approach”, The TQM Magazine, Vol. 17 No. 1, pp. 92-106. DOI:
https://doi.org/10.1108/09544780510573084
Hubiak, W. A. and O'Donnell, S.J. (1996), “Do Americans have their minds set against TQM?”, National
Productivity Review, Vol. 15, No. 3, pp. 19-32. DOI: https://doi.org/10.1002/npr.4040150304
Hunt, V.D. (1993). Managing for quality: Integrating quality and business strategy. Irwin Professional
Publishing.
Legge, K. (1995), Human Resource Management, Rhetoric and Realities. Macmillan, London.
Nanjundeswaraswamy, T.S., Renuka, S.D. and Srinivasaiah, R. (2022), “A study on quality of work life
of employees in LPG bottling plant”, Brazilian Journal of Operations & Production Management,
Vol. 19, No. 1, e2022935. DOI: https://doi.org/10.14488/bjopm.2021.036
Nizamidou, C., Vouzas, F. and Gotzamani, K. (2019), “Exploring the interrelationship between
quality, safety and HR within crisis management framework”, The TQM Journal, Vol. 31, No. 4,
pp, pp. 541-562.
Palo, S. and Padhi, N. (2005), “How HR professionals drive TQM: a case study in an Indian
organisation”, The TQM Magazine, Vol. 17 No. 5, pp. 467-85. DOI:
https://doi.org/10.1108/09544780510615960
Patro, C.S. (2013), “The role of human resource management in implementation of
TQM”, International Journal of Computer Science and Management Research, Vol. 2, No. 6, pp.
2689-2695.
Rajagopal, S. (1995), “Total quality management strategy: quick fix or sound sense?”, Total Quality
Management, Vol. 6 No. 4, pp. 335-344. DOI: https://doi.org/10.1080/09544129550035297
Rold, B., Llor, M. and Ruiz, M. (2017), “Open innovation and quality management: the moderating
role of inter organizational IT infrastructure and complementary learning styles”, Production
Planning & Control, Vol. 28 No. 9, pp. 744-757. DOI:
https://doi.org/10.1080/09537287.2017.1306895
Sahoo, S. (2019), “Quality management, innovation capability and firm performance”, The TQM
Journal, Vol. 31 No. 6, 2019 pp. 1003-1027. DOI: https://doi.org/10.1108/tqm-04-2019-0092
Salim, T.A., Sundarakani, B. and Lasrado, F. (2019), “The relationship between TQM practices and
organisational innovation outcomes”, The TQM Journal, Vol. 31 No. 6, 2019, pp. 874-907. DOI:
https://doi.org/10.1108/tqm-11-2018-0160
Santos, A.C.S.G., Carvalho, L.M., Souza, C.F., Reis, A.C. and Freitag, A.E.B. (2019), “Total Quality
Management: the case of an electricity distribution company”, Brazilian Journal of Operations &
Production Management, Vol. 16, No. 1, pp. 53–65. DOI:
https://doi.org/10.14488/BJOPM.2019.v16.n1.a5
Spencer, B.A. (1994), “Models of organization and total quality management: a comparison and
critical evaluation”, Academy of management review, Vol. 19, No. 3, pp. 446-471. DOI:
https://doi.org/10.5465/amr.1994.9412271807
Tawalbeh, H.F. and Jaradat, M. (2020), “The Associations among Human Resource Management
(HRM) Practices, Total Quality Management (TQM) Practices and Competitive Advantages”,
Journal of Social Sciences (COES&RJ-JSS), Vol. 9, No. 2, pp. 505-534. DOI:
https://doi.org/10.25255/jss.2020.9.2.505.534
Trappey, C. (1995), “TQM: where is it today and where will it be tomorrow”, Mobius, Journal for the
Society of Consumer Affairs Professionals, Vol. 14, pp 4-7.
Usrof, H.J. and Elmorsey, R.M. (2016), “Relationship between HRM and TQM and its Influence on
Organizational Sustainability”, International Journal of Academic Research in Accounting, Finance
and Management Sciences, Vol. 6, No 2, pp 21-33. DOI: https://doi.org/10.6007/ijarafms/v6-
i2/2036
Vafaei, S., Bazrkar, A. and Hajimohammadi, M. (2019), “The investigation of the relationship between
sustainable supply chain management and sustainable competitive advantage according to the
mediating role of innovation and sustainable process management”, Brazilian Journal of
Operations & Production Management, Vol. 16, No. 4, pp. 572-580.
13/14
Brazilian Journal of Operations & Production Management, Vol. 20, No. 2 e20231339| https://doi.org/10.14488/BJOPM.1339.2023
 The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries

https://doi.org/10.14488/BJOPM.2019.v16.n4.a3
Vouzas, F. (2004), “HR utilization and quality improvement: the reality and the rhetoric – the case of
Greek industry”, The TQM Magazine, Vol. 16 No. 2, pp. 125-35. DOI:
https://doi.org/10.1108/09544780410523026
Wilkinson, A. (1992), ”The other side of quality:‘soft’issues and the human resource
dimension”, Total Quality Management, Vol. 3, No. 3, pp. 323-330. DOI:
https://doi.org/10.1080/09544129200000038
Wilkinson, A., Allen, P. and Snape, E. (1991), “TQM and the management of labour”, Employee
Relations, Vol. 13 No. 1, pp. 24-31. DOI: https://doi.org/10.1108/01425459110002349
Wolor, C.W., Musyaffi, A.M., Nurkhin, A. and Tarhan, H. (2022), “Employee Perceptions of TQM-
Oriented HRM Practices for Perceived Performance Improvement in the Case of Companies in
Indonesia”, Asian Journal for Public Opinion Research, Vol. 10, No. 2, pp. 123-146. Doi:
10.15206/ajpor.2022.10.2.123
Yan, J., Zhang, K., Zhu, W. and Fan, Y. (2019), “An empirical framework for soft CSFs of TQM in
Chinese manufacturing companies”, The TQM Journal, Vol. 31, No. 3, 2019 pp. 377-399. DOI:
https://doi.org/10.1108/tqm-07-2018-0102
Yang, C.C. (2006), “The impact of human resource management practices on the implementation of
total quality management”, The TQM magazine, Vol. 18, No. 2, pp. 162-173. DOI:
https://doi.org/10.1108/09544780610647874
Sharma, B. and Rahim, M.A. (2021), “TQM and HRM: an integrated approach to organizational
success”, Journal of Comparative International Management, Vol. 24, No. 1, pp. 27-41. DOI:
https://doi.org/10.7202/1081420ar
Pandey, P., Agrawal, N., Saharan, T. and Raut, R. D. (2021), “Impact of human resource management
practices on TQM: an ISM-DEMATEL approach”, The TQM Journal. DOI:
https://doi.org/10.1108/tqm-03-2021-0095
El-Kot, G., Leat, M. and Burke, R. (2021), The relationship between HRM and TQM practices among
egyptian employees-Work outcomes effect. Emerging Trends in Global Organizational Science
Phenomena: Critical Roles of Politics, Leadership, Stress, and Contextpp. 533-545.

Author contributions: All authors contributed equally to this paper.

14/14
Brazilian Journal of Operations & Production Management, Vol. 20, No. 2 e20231339| https://doi.org/10.14488/BJOPM.1339.2023

View publication stats