Abstract
A key strategic objective behind the introduction of TQM centres on ensuring employee commitment and participation in continuous process innovation for the purpose of improving operational efficiencies and developing a competitive edge within the expanding and dynamic marketplace. Although TQM has many of its roots in the principles of total quality control, the main objectives of many current programmes rest on revising existing organizational attitudes and belief systems. Uses the experience of Pirelli Cables to describe employee responses to the process of establishing a “quality culture” and to illustrate how Japanese TQM programmes may not be well suited to building employee commitment within an Australian workforce which is culturally very diverse.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: Managing Service Quality: An International Journal
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
