Knowledge Management Framework of Human Values for Total Quality Management Implementation
DOI:
https://doi.org/10.11113/sh.v2n2.419Keywords:
Total quality management, human values, TQM practices, human Resource, real situation, knowledge management, frameworkAbstract
Total quality management (TQM) and knowledge management (KM) assist to grow an organization, but the acquisition of human values which are tacit knowledge by nature for TQM implementation are critical. It is agreeable that human values on individual level are the core for effective implementation of TQM. But despite the popularity of TQM, an absence of knowledge management framework that covers the tacit knowledge of human values identification and assessment for TQM implementation is limited. Human resource (HR) management work closely with quality management personals to motivate and socialize these values, but literature lacks in providing any directions for them about this tacit knowledge of human like values which are required for implementation of TQM. Without this, it is difficult for management to pursue the quality practices implementation. Thus, this research focused on this gap by proposing the knowledge management framework of human tacit knowledge like values identification and assessment for quality implementation. This research could assist HR and quality management to provide better understanding of human values and their level of practicing for implementation of TQM. Besides this, it may assist the HR management to perform the core HR functions such as selection, performance evaluation, and training and development that leads to the implementation of TQM.Â
References
Chandrakumara, P. M. K. A. (2011). Value of Values for Practicing Managers and Leaders. Problems and Perspectives in Management, 9(2 ), 80–88.
Dahlgaard-Park, S. M. (2012). Core Values–The Entrance to Human Satisfaction and Commitment. Total Quality Management & Business Excellence, 23(2), 125–140.
Dahlgaard, S. M. P., Dahlgaard, J. J., & Edgeman, R. L. (1998). Core Values: The Precondition for Business Excellence. Total Quality Management, 9(4–5), 51–55.
Davenport, T. H., & Prusak, L. (2000). Working Knowledge: How Organizations Manage what They Know. Harvard Business School Press.
Ertürk, A. (2012). The Role of Person-organization Fit in TQM: Influence of Values and Value Congruence on TQM Orientation. Quality Management and Practices.
Flynn, B. B., Schroeder, R. G., & Sakakibara, S. (1994). A Framework for Quality Management Research and an Associated Measurement Instrument. Journal of Operations Management, 11(4), 339–366.
Guest, D. E. (2011). Human Resource Management and Performance: Still Searching For Some Answers. Human Resource Management Journal, 21(1), 3–13.
Gupta, B., Iyer, L. S., & Aronson, J. E. (2000). Knowledge Management: Practices and Challenges. Industrial Management & Data Systems, 100(1), 17–21.
Hansen, M. T., Nohria, N., & Tierney, T. (1999). What's Your Strategy for Managing Knowledge? .
Hellsten, U., & Klefsjö, B. (2000). TQM as a Management System Consisting of Values, Techniques and Tools. The TQM Magazine, 12, 238–244.
Hibbard, J. (1997). Knowing What We Know. Information Week.
Ingelsson, P., Eriksson, M., & Lilja, J. (2012). Can Selecting the Right Values Help TQM Implementation? A Case Study About Organisational Homogeneity at the Walt Disney Company. Total Quality Management & Business Excellence, 23(1), 11–1
Izzo, J. B., & Withers, P. (2007). Values Shift: Recruiting, Retaining and Engaging the Multigenerational Workforce. FairWinds Press.
Jens, J. D., & Su Mi, D.-P. (2006). Lean Production, Six Sigma Quality, TQM and Company Culture. The TQM Magazine, 18(3), 263–281.
Ju, T. L., Lin, B., Lin, C., & Kuo, H.-j. (2006). TQM Critical Factors and KM Value Chain Activities. [doi: 10.1080/14783360500451614]. Total Quality Management & Business Excellence, 17(3), 373–393.
Lee, C. C., Yang, J., & Yu, L. M. (2001). The Knowledge Value of Customers and Employees in Product Quality. Journal of Management Development, 20(8), 691–706.
Moccia, S. (2008). The Role of Personal Values in An Advanced Perspective of Total Quality Management. Paper presented at the 11th QMOD Conference on Quality Management and Organizational Development Attaining Sustainability From Organizational Excellence to SustainAble Excellence.
Nonaka, I. (1994). A Dynamic Theory of Organizational Knowledge Creation. Organization Science, 5(1), 14–37.
Ooi, K.-B., Teh, P.-L., & Chong, A. Y.-L. (2009). Developing an Integrated Model of TQM and HRM on KM activities. Management Research News, 32(5), 477–490.
Pfeffer, J., & Veiga, J. F. (1999). Putting People First for Organizational Success. The Academy of Management Executive. 13(2).
Pommeranz, A., Detweiler, C., Wiggers, P., & Jonker, C. (2011). Elicitation of Situated Values: Need for Tools To Help Stakeholders And Designers To Reflect And Communicate. Ethics and Information Technology, 1–19.
Rokeach, M. (1973). The Nature of Human Values. Free Press.
Schwartz, S. H. (2005). Basic Human Values: Their Content and Structure Across Cultures. A. Tamayo and J. B. Porto. (eds.). Valores e comportamento nas organizac¸o˜es [Values and Behavior in Organizations] (pp. 21–55). Brazil. Vozes de Petro´polis.
Siltaoja, M. (2009). Why did the Rose Wither? If It Is All About Values, Let's Discuss Them. EjBO Electronic Journal lof Business Ethics and Organizational Sutdies, 14(2).
Talwar, B. (2009). Comparative Study of Core Values of Excellence Models Vis-À-Vis Human Values Measuring Business Excellence, 13 I(4), 34–46.
Zakuan, N. M., & Yusof, S. r. M. (2007). A Comparative Study of Quality Practices and Implementation for Malaysian Automotive Manufacturer: A Review. Paper presented at the 2nd International Engineering Convention (INTEC2007).
