https://bsms-inc.com/articles/Towards_a_model_of_safety_culture.pdf

Towards a model of safety culture

Presents an interdisciplinary literature review and research agenda and suggests a number of propositions, in advance of new fieldwork, to discover a revised or new theory of internal marketing as it relates to organizational change management. The literature on marketing, services marketing, corporate strategy, total quality management, operations management, human resource management, and organizational development reveals a body of work referring to or describing an “internal marketing” concept or internal customer concept. This seems to have grown out of an organizational internal communications perspective and the notion of an “inner market” in the organization comprising “internal customers”. Provides an extensive overview of tactical and strategic issues relating to internal marketing. Presents a resulting model and includes a comprehensive bibliography is included, with suggestions for some themes for possible fruitful research in this area of change management and service quality management.

Internal marketing: a review and some interdisciplinary research challenges

This article discusses the implications of total quality management (TQM) for the management of human resources. It argues that the dominance of operations management writers amongst the leading proponents of total quality management has led to insufficient attention being paid to this area. While lip service is paid to human resource considerations there is little detailed examination of such issues. The article further suggests there may be tensions between the ‘hard’ and ‘soft’ sides of TQM. It also points to the need for the personnel function to provide greater input into TQM processes but recognizes this is problematic.

The other side of quality: 'soft' issues and the human resource dimension

Reports on the results of a survey of 220 front‐line supervisors in Hong Kong using the job descriptive index (JDI) to investigate the perceived impact of total quality management (TQM) programmes on job satisfaction. Shows that the respondents were much less satisfied with the work dimension than with other JDI dimensions such as supervision and co‐workers. TQM programmes seemed to have no impact on pay and promotion. The respondents perceived that the TQM programmes had led to a variety of changes which made their jobs more demanding, requiring greater individual skill and accuracy, but did not make their jobs more interesting and important. Discusses significance of these findings in the context of the need to provide employee satisfaction in total quality management.

Quality management and job satisfaction: an empirical study

Examines the management of quality from the perspective of
organizational culture change. Discusses the nature of quality and the
evolution of the management of quality in relation to key issues arising
from the literature on organizational culture. It is found that total
quality management (TQM) makes a number of assumptions about
organizational culture. Adopts an integrationist perspective, with
culture defined in terms of something an organization has, as opposed to
something an organization is. Presents a tentative model of the
relationship implied between TQM and organizational culture. A number of
questions emerge, not least of which concern the strength and direction
of this relationship. The culture perspective is likely to challenge
some of the basic assumptions found in the TQM literature. In so doing,
it may inform organizational attempts to raise levels of quality.

Organizational Culture and the Management of Quality: TOWARDS A NEW FRAMEWORK

Discusses why, if quality is concerned with changing behaviour, we leave so much to chance. Asserts that organisations need to design into their TQM programmes the means for people to tackle and solve quality problems. Demands a clear focus on the customer and total commitment throughout the organization. Asserts that what is lacking is an effective balance between the goals and tasks of achieving quality and organizational values and behaviours. Contends it is balanced attention to values as well as goals which will drive the “culture change” required for long‐term success of TQM. Stresses responsiveness to customer needs. Believes that quality improvement depends on people changing their behaviour. Observes that to create change both passion ‐ shared vision and values ‐ and systems are needed.

A Passion for Quality

Describes a TQM methodology model for achieving lasting culture change. Asserts that TQM effectiveness is often limited or negated by a failure to adequately consider the relationship between productivity and cultural behaviour. Proposes a model and techniques that integrate strategies and tasks with values and behaviours to accelerate the TQM process. Asserts that the values held in the organization should be compatible with its strategic goals. Advizes on how to choose domains for gathering and analysis of data. Concludes that successful quality interventions change people′s behaviour and related attitudes.

John Seddon

Papers

A Passion for Quality

TQM and Culture Change