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People in Quality Management

1 Introduction

This section is very closely related to the section on leadership, since leadership is about change and change, for the most part, is about people. This section looks in a little more detail at some of the specific people oriented aspects of a Quality Management approach.

2 Respect for the Individual

The central tenet of a Quality Management approach to managing people is respect for the individual. It is recognised that everyone has their own unique contribution to make, whatever their role in the organization. The view of an organization as a system which permeates the quality mindset helps in this regard. If we see the organization as a system we can easily realize that poor performance in any aspect of the system can reduce the effectiveness of the whole, and that interdependence

is the order of the day. Apparently menial tasks can have significant impact on other aspects. For example, if cleaning is not

done effectively it can have a knock-on impact on machine performance (swarf becoming an issue on cutting machines,

for example), health and safety (trip hazards, slippery surfaces or dust causing allergic responses for example) and morale

(no-one likes to work in squalor). Recognition of this enhances the importance of the staff that perform those tasks.

A second aspect of respect for the individual is to respect the differences amongst the workforce. This goes beyond

respect for religious beliefs and cultural sensitivity (although, of course, these are important) to accept the fact that an

organization has a multiplicity of views held by individuals. This may lead to conflict if individuals or groups within the

organization see an issue differently, but rather than trying to impose a common view a more effective approach is to see

areas of conflict as opportunities to learn by understanding all the different perspectives. By supporting individualrsquo;s right

to disagree we can more fully explore the way the system works and see how it might be improved for the benefit of all.

3 Empowerment, Motivation and Participation

Again, many aspects of this are already covered in chapter 7 on Leadership. Empowerment, motivation and participation

are all inherently linked; there is no point in empowering staff if they are not motivated to accept their enhanced role,

motivated staff who are not empowered to take action, but must refer to managers or stick to rigid procedures will deliver

little (and soon become demotivated) and without participation it is impossible to sustain either of the other elements.

3.2 Motivation

As mentioned in chapter 7, it is the responsibility of leaders to motivate the individuals who work for them. Theories of

motivation recognize the power of intrinsic motivation; Sarmiento, Beale and Knowles (2007) show that there is a positive

and significant association between job satisfaction and performance. Motivation stems principally from the opportunity

to contribute to a range of business activities and from feeling invested in the organization and its goals. Clear vision and

values, management behaviour which is consistent with these and integrity and care in the way individuals are treated all

help to foster and sustain motivation.

Section 11.4 looks at a very common approach to motivation and performance management, Performance Appraisal (and

its frequent companion Performance Related Pay). This has been singled out for separate discussion due to the pervasive

nature of the approach in industry and public sector alike, and the controversy which surrounds it in relation to Quality

3.3 Participation

Quality Management is a participative process. It has been made clear in previous chapters that this is a very significant

activity and it cannot be left to a small proportion of the organization to deliver its goals. Participation is all about involving

a wide variety of employees in as much of the organizational strategy setting, policy making and deployment, and process

improvement as possible. By mobilizing the brain power of all individuals within the organization it is possible to generate

better ideas, better decisions, better productivity, and better quality (Goetsch and Davis, 2010). As we have already seen,

the wider the participation, the more complete the organizational buy in to approaches and the more comprehensive

decisions, process designs, etc. are likely to be.

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3.4 Empowerment

If participation refers to the breadth of involvement within a company then we might want to think of empowerment as

the depth of involvement. Empowerment is strongly linked to ownership. In empowering our employees we give them

genuine ownership of the processes they run. True empowerment allows them to make decisions about how to do their

jobs, how to best serve customers and what actions are in the best interests of the company. An empowered employee is

able (and willing) to question the status quo in his part of the organization; asking not just lsquo;how can this be done better?rsquo;,

but lsquo;why are we doing this?rsquo; Empowerment implies trust; a manager must trust her staff before she can empower them,

otherwise she will feel the need to put in checks and approval systems. Clearly in some cases these are necessary, but the

central idea of empowerment is for decisions to be made as close to the process in question as possible. Semler (1993)

points out that most participative leadership amounts to little more than consultation, as managers retain the decision

making. Until you allow employees to take decisions they are not empowered and practical participation is hamstru

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