Category: Articles – HR Management

How to Improve Quality and Work Performance

A critical element in an ongoing quality assurance program is follow-through. Managers, supervisors and those who actually do the work need support, recognition and encouragement in their quality assurance efforts.

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In Japan, and increasingly in the United States and Europe, this support and ongoing attention to quality at the “grass roots” or “worker” level is supplied by some¬thing known as the Quality Circle. A Quality Circle is a relatively small group of people (5 to 20) who come from the same work group and who meet weekly, bi-weekly or monthly to discuss quality problems. The group is usually led by a supervisor or senior employee. Continue reading →

Post Training Programs and Behaviors

The procedures and operations used during training to create generalization are critical to the transfer process. For instance, the diversity, variety and novelty of tasks, responses and problems presented during training assist transfer. Providing an adequate number of informational stimuli, as well as teaching sufficiently varied responses to them, is important.

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An underused method for programming generalization is to do the training in a number of organizational settings. For example, subgroups can be simultaneously trained in different environments with appropriate sequencing between them until training is completed; or the whole group can serially pass through training presentations in different settings. Continue reading →

Quality Improvement and Performance Analysis

Most companies, concerned about sagging productivity, tend to place too much emphasis on the quantity of work turned out per employee, as opposed to the quality of work produced.

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The amount or quantity of a particular product or output produced by an employee is easily measured and often serves as the basis for a performance rating, pay raise or promotion. As a result, quality is often lost in the rush to produce. And the once omnipresent words “Made in America” are giving way to foreign labels. Continue reading →

What is Quality Management ?

Discussions of quality are frequently subject to semantic snags. And reading the “old masters” only compounds the difficulty. The ancient Greeks equated quality with goodness, excellence and inherent worth. They were, in fact, the rascals who taught that quality is an unattainable goal, an ideal that can only be approximated in reality. Continue reading →

Role of HRD in a Quality Improvement Effort

There really are three roles for HRD in a quality-improvement effort. First and most obvious is the education and training role. HRD is the natural re¬source for communicating management’s commitment to quality “to the troops” and shaping the skills of the work force. Crosby sees three educational roles in a quality-improvement program. Continue reading →

American Business and Quality Management

American business leaders are becoming increasingly aware that Japan, not the United States, sets the standards of quality and excellence for manufactured goods in many markets. And, as sales figures testify, quality of goods and services — not price or clever marketing—is winning an enormous share of world trade for the Chinese and Japanese.

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But the evolving awareness that American industry is less and less able to deliver top-quality goods and services is stimulating a resolve to redress this abysmal state of affairs. Continue reading →