Role of Human Resource Management (HRM) Practices in the Lean Quality Strategy (LQS) Implementation: A Case Study of Bank

Abstract

Lean quality strategy (LQS) is a powerful and systematic approach widely recognized for improving the organizational processes and thus, increases organizational effectiveness. The debate has been centered that LQS is a key ingredient in operationalizing the organizational functions. Further, LQS has the ability to truly develop and encourage the high-performance culture necessary to embrace the organizational objectives. Regardless of the potential benefits of LQS organizations remain to overlook to have quality improvement in their functions. Organizations even persistently encountering difficulties to meet with the challenging competencies. One of the highlighted reasons is not incorporating the HR practices to the implementation of LQS. The study, therefore, aims to understand the impact of HR practices on the implementation of LQS. A qualitative method was employed to collect the data by conducting interviews with 12 participants from both functional and HR departments. Research findings indicate that HRM is the main driver behind the objective of LQS implementation to make its possible by entrusting each department to run their tasks in the best possible ways. It has been concluded that LQS is an influential strategy which has the ability to specifying and improving the business performance. LQS is critical to driving the organizational processes important for functional effectiveness. Some recommendations were also presented.

Keywords: HRM, LQS, Organizational Culture, Organizational Effectiveness, Business Performance