Experiencing Human Resource Management examines human resource management (HRM), its management and effects, from the perspective of those at the “receiving end” of human resource initiatives and strategies. If HRM is to contribute to the objectives of organizations, it is imperative to understand how HRM techniques are being applied and experienced. This book tells the experiences of employees in more than 20 organizations across a number of sectors and countries, and sets out to answer three questions: + A decade or so from its arrival, is HRM delivering its promises? + Of the many documented changes in workplace policies and practices, which can be distinctly attributed to HRM? + Where changes are occurring in HRM, who is benefiting? Presenting not the usual managerial focus, but a rich and valuable view from employees, Experiencing Human Resource Management will be of great value to academics and advanced-level students in human resource management, industrial relations and sociology, as well as to practitioners dealing with employment related issues.

Total Quality Management: Shop Floor Perspectives

Total Quality Management: Shop Floor Perspectives

Total quality management: Shop floor perspectives
LindaGlover and DeborahFitzgerald-Moore

As companies have faced increasing competition, globalization and deep recession, it is of little surprise that issues of quality, adding value and minimizing cost are at the forefront of the corporate mind.

It is perhaps equally unsurprising that quality management initiatives such as total quality management (TQM) should appear so desirable. The protagonists of TQM promise a range of benefits including meeting customer requirements, producing zero defects, empowering employees, reducing waste and maximizing resources. Wilkinson and Marchington (1994) have argued that TQM represents ‘the biggest single recent innovation in management’. QM strategies have been perceived as not only desirable but central to business survival.

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