TQM, RESTRUCTURING, ETHICS, WORKFORCE DIVERSITY

1. HUMAN RESOURCE MANAGEMENT
BY- AKASH YADAV, ANURAG SINGH, ASHIMA MATHUR , RAJANIKANTA NAYAK, SUMIT SINGH

2. TOTAL QUALITY MANAGEMENT (TQM)
 TQM stands for total quality management. A
core definition of total quality
management (TQM) describes a management
approach to long-term success through customer
satisfaction. In a TQM effort, all members of an
organization participate in improving processes,
products, services, and the culture in which they
work.
Focus on
Customer Employee
involveme
nt
Process
centered
Integrated
system
Strategic
and
systematic
approach
Decision-
making
based on
facts
Communi
cation
Continuou
s
improvem
ent

3. PRIMARY ELEMENTS OF TQM
 Customer-focused
The customer ultimately determines the level of quality. No matter what an organization does to foster quality
improvement - training employees, integrating quality into the design process, or upgrading computers or
software -the customer determines whether the efforts were worthwhile.
 Total employee involvement
All employees participate in working toward common goals. Total employee commitment can only be
obtained after fear has been driven from the workplace, when empowerment has occurred, and when
management has provided the proper environment. High-performance work systems integrate continuous
improvement efforts with normal business operations. Self-managed work teams are one form of
empowerment.
 Process-centered A fundamental part of TQM is a focus on process thinking. A process is a series of steps that
take inputs from suppliers (internal or external) and transforms them into outputs that are delivered to
customers (internal or external). The steps required to carry out the process are defined, and performance
measures are continuously monitored in order to detect unexpected variation.

4. CONTD…
 Integrated system
Although an organization may consist of many different functional specialties often organized into vertically
structured departments, it is the horizontal processes interconnecting these functions that are the focus of
TQM.
 Micro-processes add up to larger processes, and all processes aggregate into the business processes required for
defining and implementing strategy. Everyone must understand the vision, mission, and guiding principles as well as the
quality policies, objectives, and critical processes of the organization. Business performance must be monitored and
communicated continuously.
 An integrated business system may be modeled after the Baldrige National Quality Program criteria and/or incorporate
the ISO 9000 standards. Every organization has a unique work culture, and it is virtually impossible to achieve excellence
in its products and services unless a good quality culture has been fostered. Thus, an integrated system connects
business improvement elements in an attempt to continually improve and exceed the expectations of customers,
employees, and other stakeholders.
 Strategic and systematic approach
A critical part of the management of quality is the strategic and systematic approach to achieving an
organization’s vision, mission, and goals. This process, called strategic planning or strategic management,
includes the formulation of a strategic plan that integrates quality as a core component.

5. CONTD…
 Continual improvement
A large aspect of TQM is continual process improvement. Continual improvement drives an organization
to be both analytical and creative in finding ways to become more competitive and more effective at
meeting stakeholder expectations.
 Fact-based decision making
In order to know how well an organization is performing, data on performance measures are necessary.
TQM requires that an organization continually collect and analyze data in order to improve decision
making accuracy, achieve consensus, and allow prediction based on past history.
 Communications
During times of organizational change, as well as part of day-to-day operation, effective
communications plays a large part in maintaining morale and in motivating employees at all levels.
Communications involve strategies, method, and timeliness.

6. TQM
The US Environmental Protection Agency's Underground Storage
Tanks program, which was established in 1985, also employed Total
Quality Management to develop its management style.
The private sector followed suit, flocking to TQM principles not only
as a means to recapture market share from the Japanese, but also to
remain competitive when bidding for contracts from the Federal
Government since "total quality" requires involving suppliers, not just
employees, in process improvement efforts.

7. RESTRUCTURING
 Restructuring is the corporate management
term for the act of reorganizing the legal,
ownership, operational, or other structures of a
company for the purpose of making it more
profitable, or better organized for its present
needs.

8. ADVANTAGE FOR RESTRUCTURING
 To reduce costs
 To concentrate on key products or accounts
 To incorporate new technology
 To make better use of talent
 To improve competitive advantage
 To spin off a subsidiary company
 To merge with another company
 Quality Management
 New Management Methods

9. DISADVANTAGES OF RESTRUCTURING
 Loss of skilled workers may result in a loss of productivity.
 Reassigning the duties of these workers to remaining employees often involves added training
expenses.
 Workers remaining after a downsizing often feel insecure about their jobs, which may lead to low
worker morale and poor customer service.
 Productivity may suffer while employees learn their new roles.
 Investors may question the company's future.

10. RESTRUCTURING PROCESS
The corporate restructuring process
falls into the following stages:
 Determining Business Needs
 Gather and Analyze Data
 Gap Analysis and Culture check
 Create Restructuring Strategies
 Restructuring Execution

11. FACTORS THAT HR SHOULD CONSIDER WHEN RESTRUCTURING AN
ORGANIZATION
 Workforce Characteristics: To develop strategy, the owner must consider the company’s competitive
position, including employees’ strengths and weaknesses. HR supplies the owner with a workplace
assessment
 Organizational Structure: Keeping the company’s strategy at the center of structural decisions allows
HR to make the best choices
 Job Design: HR must reassess the tasks and workflows needed to effectively do business and compare
those to the organization’s existing jobs and processes.
 Redeployments and Cuts: HR should consult the workforce assessment to match people to
transformed and new positions.
 Reengagement: HR must make sure that the remaining employees are primed to be successful in their
new situations

12. RESTRUCTURING
 1. Appoint a project leadership team
 2. Define and communicate the vision for success
 3. Communicate ‘why’ as well as ‘what’
 4. Give managers the support and skills to succeed
 5. Consult and engage your employees
 6. Shape the future culture
 7. Tackle the difficult decisions
 8. Keep the right people
 9. Don’t let your attention waver
 10. Celebrate success when it happens

13. Workforce Diversity
Definition-:
Workforce diversity is concerned with the similarities and differences in such
characteristics as age, gender, ethnic heritage, physical abilities and disabilities,
race and sexual orientation among the employees of the organisations.
- Moorhead and Griffin
Dimensions of Diversity-:
Primary Secondary
Dimensions Dimensions

14. Primary Dimensions -: these are the
core elements about each member of
the workforce that can not be changed
such as -
►Age
►Physical and Mental Abilities
►Race
►Gender
►Sexual Orientation
Secondary Dimensions -: these
constitute the elements that can be
changed or at least modified such as -
►Education
►Income
►Language/Accents
►General Appearance
►Health Habits
►Nationality

15. Advantages of Diverse Workforce
►A company with a well managed diversity will solve the conflicts resulting from opposing viewpoints, into
more complete and inventive solutions.
►An organisation promoting equal employment opportunity for diverse groups will generally do better at
attracting and retaining talent from all backgrounds thereby increasing pool of skilled labour.
►Workforce from varied backgrounds can more effectively serve the customers who are diverse. Such
employees can interact with local customers in an effective manner and pay full attention to the needs of
their customers sensitivities and expectations.
►Improve motivation and creativity among employees
►The global market place of today demands a workforce with language skills, cultural sensitivity and
awareness of national and other differences across the market to be successful.

16. Challenges of Workforce Diversity
►Problematic gender relations, for example women often face exploitation and sexual harassment at the
workplace.
►Cultural Conflicts may arise making some employees feel like outsiders as other cultural groups may
not accept him or her, affecting the performance of the organisation.
►Discriminatory Treatment of diverse workforce by top officials is very common. For example, in some
countries, promotions, equal salary and authority is not given to people who do not belong to that country.
►Resistance to change proposed by the management may occur because of diversity.

17. Reasons for Growing Interest in Workforce Diversity
►Globalization of Markets - with the emergence of globalized markets, business firms around the world
compete for customers by offering choices unavailable to them domestically.
►Mergers and Strategic Alliances - corporate cultures may differ in many ways, such as customs of
conducting business, how people are expected to behave and the kinds of behaviour that get rewarded.
Therefore, for successful management of mergers and strategic alliances, workforce diversity must be
managed effectively.
►Managing Labour Markets - Increasing demand for knowledgeable workers and also more women
taking up jobs add an important dimension in workforce diversity.
►Legal Requirements - Under the provisions of the Constitution of India, certain portion of jobs in the
government and public sector are reserved for SC’S, ST’S and OBC’s, women, physically challenged etc.
►Changing Composition of Workforce - Organisations have people coming from different states and
cultural backgrounds, cultural diversity can be used to its advantage by the organisation. The employees
must be taught to understand and value different cultures, languages, orientation etc to serve customers
belonging to different cultural and ethnic backgrounds.

18. Accenture
Workplace Diversity
Industry: Professional Services/Consulting
# of Employees Worldwide: 375,000+
Diversity & Inclusion: Accenture believe “that no one should be discriminated
against because of their differences, such as age, disability, ethnicity, gender,
gender identity and expression, religion or sexual orientation.” Diversity training
within the company is broken into 3 different categories;
1) Diversity Awareness – to help people understand the benefits of working
with a diverse organisation
2) Diversity Management – to equip executives to manage diverse teams and
3) Professional Development – to enable women, LGBT and ethnically diverse
employees to build skills for success.

19. Managing Ethical Issues in an
Organisation

20. ETHICS
 Ethics refers to a system of moral principles - a sense of right and wrong, and goodness and badness of
actions and the motives and consequences of these actions.
 It is basically a moral principle which governs an individuals behaviour towards an activity.
 Its about being loyal toward your organisation, your duty and the society.
 Ethical values channelize the individual energies into pursuits that are friendly to others and beneficial
to the society.
 Ethical issues abound in HR activities, such as remuneration, labour relations, health and safety, training
and development etc

21. MAJOR ETHICAL ISSUES
 Some of the ethical challenges faced by organisation in workforce diversity are:
1. Equal opportunity
2. Privacy
3. Hiring and Termination
4. Working conditions
5. Compensation and skills
6. Harming someone while benefitting others
7. Opportunity for new skills

22. MEASURES TO CONTROL UNETHICAL PRACTICES
 Establishment of ethics code
 Improved remuneration
 Administrative reform
 Policy and programme rationalisation
 Involvement of senior managers in ethical awareness and taking action against unethical conduct
 Ethical conduct by public servant

23. ETHICAL PRACTICES ADOPTED BY INTERNATIONAL COMPANIES