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With the increased awareness of frugal utilization of Human Resources, the organizations today keep their HR policies knitted in their strategic policies when they develop these policies. HR is no more a back wheel rather a forerunner.
 
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The links between HR effectiveness and organizational effectiveness could be explored from different conceptual angles. In this particular empirical study, the focus is on the multiple links that exist between certain HR policies and practices (i.e., staffing, compensation, training and the like), the characteristics of the HR Department (i.e., ratio of professionals, average level of education, and others), and the overall economic performance / success of the firm.

Organizations must determine their strategic direction and the outcomes they seek. This is usually accomplished with some form of strategic planning. Classic strategic planning is a formal, top-down, staff-driven process. When done well, it is workable at a time when external change occurs at a more measured pace. plans and strategies are so fundamental that there must be clear plans to address them before the organisation can achieve on any of its goals. These are likely to include:

• workforce planning issues • succession planning • workforce skills plans • employment equity plans • black economic empowerment initiatives

Suppose HR has a policy to only hire applicants who are college graduates (they are an engineering firm). Management decides to embark on a new strategy of constructing some of the units they have designed. The HR policy would work for the construction manager, but not for the welders, pipefitters, electricians, painters, insulators, etc. that they wold need to complete such projects.
In today’s rapidly changing business environment, the need for the HR department to be freed to be a more of a strategic force in the organization has become apparent. In order for this to happen, it is essential that mundane, day-to-day tasks be automated. This automation must be brought about in such a way that the HR department can
truly become more productive, rather than simply exchanging one set of tactical tasks
for another, and it must be done cost-effectively. The solution chosen has to be easily
usable and configurable by regular HR staff. In a constantly and rapidly changing
environment such as HR, it isn’t practical for every minor change in policy to require
precious resource be spent on employing outside consultants to reconfigure systems
The links between HR effectiveness and organizational effectiveness could be explored from different conceptual angles. In this particular empirical study, the focus is on the multiple links that exist between certain HR policies and practices (i.e., staffing, compensation, training and the like), the characteristics of the HR Department (i.e., ratio of professionals, average level of education, and others), and the overall economic performance / success of the firm.

Organizations must determine their strategic direction and the outcomes they seek. This is usually accomplished with some form of strategic planning. Classic strategic planning is a formal, top-down, staff-driven process. When done well, it is workable at a time when external change occurs at a more measured pace. plans and strategies are so fundamental that there must be clear plans to address them before the organisation can achieve on any of its goals. These are likely to include:

• workforce planning issues • succession planning • workforce skills plans • employment equity plans • black economic empowerment initiatives

Suppose HR has a policy to only hire applicants who are college graduates (they are an engineering firm). Management decides to embark on a new strategy of constructing some of the units they have designed. The HR policy would work for the construction manager, but not for the welders, pipefitters, electricians, painters, insulators, etc. that they wold need to complete such projects.
HRM has emerged as a one of the main focuses in present organizational era, today, organizations are not only production and revenue units, they are integrated and forceful orientations of people striving to achieve common, mutually beneficial goals, with this changing perspective of organizational structure and concepts, HRM has gained a key position in shaping up the strategic planning of modern organizations. Today’s organizations do not just plan their strategies, they give vital consideration to their HRM systems while building up plans to implement strategies whether on internal organizational level or on the global, multinational level. They work up different HRM systems for different workforce groups. Days are gone when HRM was just considered as hiring and firing the people, now it is the name of effectively managing the workforce of your organization, thus contributing significantly in achieving the organizational goals. We can surely say that HRM has become a fore runner in deciding the fate of an organization.
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The 14 Points for Management by Deming have been the subject of ...These 14 points are widely applicable in the manufacturing industry but not in the services industry just like education, health, banking etc. Discuss it with respect to the implementation of TQM in the services sector of Pakistan.
TQM is a set of management practices throughout the organization, geared to ensure the organization consistently meets or exceeds customer requirements. This project report illustrates the Product andServices offered by firm and defines the term TQM. After that report shows the step by step implementation of TQM (Total Quality Management) System

A bank applying TQM should track as goals and benchmarks those that matter to the customer:
• processing times of key products and services, like loans, new accounts, ATM cards, credit cards, check encashment;
• waiting times like downtime and queuing time;
• customer complaints, written or verbal;
• friendliness and efficiency of staff;
• accuracy and timeliness of statements of accounts and records;
• effective interest rates, inclusive of all service and hidden charges;
• promptness in responding to customer inquiries such as in answering the phone, the number of rings before phone is picked up, and number of transfers before the caller talks to the right person.
• lost customers and accounts
TQM IN CASE OF EDUCATION SECTOR:
Education sector is one of the most important sectors of
economy. Many countries are now shifting their economies
from manufacturing to services sector. Education
sector is one of the most important service sectors.
Education sector is now considered as important as other
sectors of the economy. Competition is now increasing
with in the industries in service sector. Researchers and
academicians are emphasizing their attention towards
educational sector.
As organizations operating in educational sector are
competing with each other on the basis of service
offered. Studying services and important of service
offered to all stakeholders is an important consideration
since the recent past. Now organizations are trying to
evaluate the services provided by these organizations
and comparing these services with competitors to
determine status of competitive advantage.

TQM implementation timeline
Total Quality Management (TQM)
TQM is management and control activities based on the leadership of top management and based on the involvement of all employees and all departments from planning and development to sales and service. These management and control activities focus on quality assurance by which those qualities which satisfy the customer are built into products and services during the above processes and then offered to consumers.

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