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Human resource development already embraces total quality management—or does it?
Author(s) -
Swanson Barbara L.
Publication year - 1992
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.3920030203
Subject(s) - general partnership , total quality management , business , premise , human resources , quality (philosophy) , human resource management , process (computing) , knowledge management , process management , management , marketing , computer science , economics , finance , linguistics , philosophy , epistemology , service (business) , operating system
HRD professionals who understand total quality management (TQM) have two major challenges: to enlighten management regarding what customer focus and leadership mean and to refuse to assume responsibility that is not theirs. The premise that managers own the human development process in their organizations still requires acceptance and clarification from both parties. Following that, a customer‐supplier partnership between managers and HRD that is based on trust and an understanding of what is needed from each is crucial. The partnership must be clearly defined, engaged in, and then continually evaluated to ascertain its contribution to human resource development for meeting the organization's goals of financial security and growth through continuous improvement.