Tqm To Hrm In Lebanon example essay topic

In this article P. B Beaumont, L.C. Hunter and R. M Phayre portray the experience of certain companies in regards to Human Resources and Total Quality Management. The authors point out that TQM programmes and their implementation is the way forward for companies and should be a top priority on their agendas as linked to advancement and change. "These TQM programmes have been viewed as an instrument of organisational development and change" (P. B Beaumont, L.C. Hunter and R. M Phayre, 1994) and are as such a necessity to include within organisation and their various departments including HRM. The article here is a case study detailing the experience of one company with reference to two other cases for comparison purposes. In the next section I will attempt to use the experience detailed in the case study and see its applicability to Lebanon.

Analysis and applicability to Lebanon. In the first case study the point of emphasis is training as it is a crucial part of change. An organisations management can't impose new systems on their employees with out at least informing them of the change that is about to occur and how it is going to affect them. Decisions to change are often issued on the request of top management or principle headquarters with out reference to the actual company that is actually going to undergo the change. In some instances to make matters worse there is a time frame by which the new system should be implemented and on its way. Taking such action is sure to generate resistance and disgruntlement.

This was the case in the article, as the introduction of the TQM and the new plant resulted in a high level of absenteeism and lack of willingness to cooperate among staff members. This is a very dangerous situation as it affects the overall image of a company and its level of productivity. A main concern in such instances is the consultation of employees. If management is asking its employees to cooperate and show effective team work then at least top management should act in the same way.

The lack of transparency can lead employees to feel a lack of belonging, thus their acting as no longer part of the organisation. Many companies in Lebanon are now 'modernising'; it has to be said that the existence of foreign based companies at times sets and example for the rest to follow. Furthermore the workforce available in the country is open to new suggestions and ways of work of foreign companies. This means that Lebanese managed and owned companies need to pay close attention to the staff at hand.

It is important to value them as well as make them feel valued. Should the need for change arise; the staff should be the first to know. Transparency is still problematic in Lebanon. Management still tends to make decisions regardless of the staff's opinions. On the other hand, training programmes are made more and more available and in different fields covering team work, time management, leadership skills and the like.

These can be used for change purposes and to ensure staff's readiness to operate under a new system. Implementing TQM to HRM in Lebanon is a necessity. HRM is relatively new and developing in Lebanon and it would go hand in hand to directly introduce with it TQM as opposed to its ISO predecessor. Introducing TQM in HR in Lebanon will help insure more transparency, a clearer performance evaluation and feedback. It can also improve the level of productivity as pay systems can shift towards a skill basis rather than job description one which depends on the title of the post. It will also allow for the most crucial issue in my opinion which is a methodology of communication that allows for free flow of information and all round feedback.