HUMAN-RESOURCE MANAGEMENT LESSONS FROM A DECADE OF TOTAL QUALITY MANAGEMENT AND REENGINEERING

TQM and its high-powered sidekick, reengineering, require extensive ch anges in human resource management, as demonstrated by the experiences of leading-edge companies. These changes fall into four groups: peopl e and their roles (the process improvement baton passes from experts a nd managers to everyone else); performance, recognition, and pay (acti vities and results are put on display in the workplace and the foundat ion for reward and recognition expands); the role and responsibilities of the human resource department (broadened jobs, expanded involvemen t in training, and mentally active employees cut the size of the HR st aff and department); and corporate decision making and strategy (speci alists come out of isolation and join cross-functional teams for inter active decision making).