In this book, the authors relate Total Quality Management (TQM) to the broader organisation and environment in the context in which TQM is located, bringing in consideration of organisational culture and structure, of employee relations and the balance of power between management and employees and the role of Human Resource Management. This involves a critical appraisal of TQM, considering both the way in which employees perceive its operation in practice and the question of 'who gains what' from TQM.

Considers a very topical area
. Takes a critical approach to the subject
. Includes empirical material
. Well known authors with extensive experience of writing, teaching and researching

Autorentext
ADRIAN WILKINSON is Professor of Human Resource Management at Loughborough University Business School, UK. TOM REDMAN is Lecturer at Teesside Business School, UK.ED SNAPE is Lecturer in the Department of Management, Hong Kong Polytechnic University, Hong Kong.MICK MARCHINGTON is Professor of Human Resource Management and Dean of Management Studies at the Manchester School of Management, UMIST, UK.

Inhalt
List of Tables and Figures.- Introduction.- What Do We Mean by 'Quality' and `TQM'?.- The Origins and Development of TQM.- TQM, Organisational Change and Human Resource Management.- TQM in Practice.- Citizens as Customers: The Politics of Quality in Local Government.- Making TQM Work in a Tough Environment: British Steel Teesside.- Fads and Fixes: Waving Goodbye to Quality?.- Re-imaging Customer Services: The Management of Quality in Food Retailing.- Pay, Rewards and Recognition: Managing Quality in a Small Firm.- Conclusions: Whether TQM?.