BAB I PENDAHULUAN January 21, 2010
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1.1 Latar Belakang Masalah
Keunggulan daya saing perusahaan untuk memenangkan persaingan bisnis salah satunya melalui pencapaian kualitas produk / jasa yang memiliki kualitas unggulan dan mampu memuaskan pelanggan dengan segala atribut yang di-inginkan pelanggan. Kesuksesan kinerja organisasi tidak lagi semata-mata dilihat dari perspektif / indikator finansial, namun juga melalui perspektif kepuasan pelanggan, kinerja operasional maupun kapabilitas organisasi. Salah satu strategi bisnis yang banyak digunakan sebagai standar praktek global saat ini adalah implementasi inisiatif TQM (Total Quality Management) melalui berbagai bentuk variannya.
Saat ini TQM dan alat manajemen serupa yang lain, misalnya Six Sigma, Lean Management System, diyakini merupakan alat peningkatan kinerja bisnis yang paling banyak digunakan oleh perusahaan-perusahaan kelas dunia, dan menjadi alat utama di dalam manajemen perubahan untuk menciptakan budaya perusahaan unggulan. Menurut Hansson (2003), TQM telah menjadi filosofi manajemen dan menjadi kunci dalam persaingan global, sebagai alat untuk mencapai keunggulan kompetitif jangka panjang. Namun demikian hingga saat ini belum ada penelitian yang mengembangkan model terpadu bagaimana pengaruh strategis praktek MSDM, budaya perusahaan dalam menunjang kinerja organisasi yang berbasis TQM, padahal secara operasional terdapat keterkaitan erat ketiga praktek manajemen tersebut, khususnya di dalam sebuah organisasi perusahaan yang berorientasi pada world class company.
BAB II TELAAH PUSTAKA DAN PENGEMBANGAN MODEL January 21, 2010
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Pada Bab 2 akan dikaji bangunan teori yang dijadikan pijakan dalam pengembangan model penelitian disertasi, selanjutnya akan dibahas penelitian-penelitian terdahulu baik berupa konsep eksploratif maupun hasil penelitian empirik yang terdapat di dalam berbagai jurnal dan penelitian ilmiah. Kristalisasi gagasan berupa kerangka pemikiran teoritis, keterkaitan (asosiasi) antar konsep akan diwujudkan dalam proposisi penelitian.
Model teoritikal dasar yang dihasilkan dari kajian teori, sintesis antara konsep (proposisi) dan hasil penelitian empirik sebelumnya akan digunakan dalam menurunkan model penelitian utama sekaligus hipotesis-hipotesis penelitian untuk disertasi ini. Pada telaah pustaka akan difokuskan pada upaya penggalian 3 (tiga) konsep utama yang meliputi studi praktek MSDM, teori budaya organisasi, dan kinerja unggulan TQM, serta 1 (satu) sintesis model penelitian terpadu penelitian.
Lingkup bahasan Bab 2 diorganisasikan seperti yang ditunjukkan pada Gambar 2.1. Pembahasan secara terperinci atas teori-teori dan konstruk-konstruk yang digunakan untuk penelitian ini diuraikan pada bagian-bagian berikut.
BAB III METODE PENELITIAN January 21, 2010
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Pada bab ini akan dijelaskan metode penelitian yang dilakukan, Tipe Penelitian, Obyek Penelitian, Rancangan Penelitian, Instrumen Penelitian, Pengumpulan Data, dan Teknik Analisis Data. Adapun skematis lingkup Bab 3, disajikan pada Gambar 3.1.
Gambar 3.1
Lingkup Bab III
Penelitian ini dilaksanakan berdasarkan model penelitian empirik yang telah dikembangkan dalam Bab 2. Pengukuran variabel-variabel indikator yang berkaitan dengan konsep atau konstruk yang dikembangkan dan diajukan dalam membangun hipotesis harus memenuhi kriteria standar validitas dan reliabilitas. Terdapat 9 variabel yang dikembangkan dalam penelitian ini, sehingga dapat dipastikan bahwa model kausalitas yang dikembangkan dalam penelitian ini rumit dan memerlukan ukuran sampel yang besar. Kendala ukuran sampel yang besar ini mendorong peneliti untuk menggunakan pengukuran indikator ganda yang diperlakukan sebagai indikator tunggal (Frone, Russel dan Cooper, 1992). Indikator tunggal tersebut diperoleh dengan menggunakan konsep composite indicator sebagai factor score. Factor score dihitung dengan menggunakan penjumlahan secara tertimbang terhadap masing-masing indikator pembentuk composite variable. Angka timbangan tersebut diperoleh dari confirmatory analysis (w). Penyederhanaan proses perhitungan variabel latent ini memungkinkan peneliti untuk mempergunakan Path Analysis sebagai pengganti Full Structural Equation Modelling dengan aplikasi AMOS, apabila sampel penelitian tidak memenuhi persyaratan dalam pengujian model menggunakan full SEM.
Ritz Carlton Hotel: Gold Standard Culture January 14, 2010
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Prof. Dave Ulrich and HR Transformation January 13, 2010
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Centurion: brute change at Philips Electronics December 1, 2009
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On October 25th 1990 the president of Philips Jan Timmer announced a reorganization operation, called Centurion, which included a lay-off of 45,000 jobs. This was a personnel reduction of an unprecedented scale in Europe.
Balanced Scorecard practices amongst Thai companies: performance effects October 14, 2009
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Kittiya Yongvanich, Ramkhamhaeng University, Bangkok, Thailand
James Guthrie, Discipline of Accounting, The University of Sydney, Sydney, Australia
Acknowledgements
The authors appreciate the comments of the University of Sydney research team, including Fiona Crawford and Sara Haddad, and acknowledge two referees for their helpful comments. This research was funded by the Commission on Higher Education and the Thailand Research Fund, whose support is gratefully acknowledged.
Abstract
Purpose – The purpose of this paper is to provide a descriptive analysis of Balanced Scorecard (BSC) usage among companies on the Thai stock exchange; and to assess the performance effects of this BSC use.
Design/methodology/approach – Sample organisations were surveyed through a questionnaire and the results used to examine whether the extent and manner of BSC use are significantly associated with satisfaction with financial performance and whether higher types of BSC usage result in higher satisfaction with financial performance.
Findings – Around 33 per cent of companies that had implemented the BSC did not employ cause-and-effect relationships. The study found no significant association between types of BSC usage and company size. There were no significant differences in satisfaction and perceived benefits gained from using different types of BSC. Also, the extent of BSC use is not significantly different between different types of BSC usage. Further, the extent and manner of BSC use are not significantly associated with all performance variables.
Research limitations/implications – Owing to the small sample size, the results from the study make generalisation difficult. Future research may replicate the study using a larger sample size, testing financial performance implications with stock returns.
Originality/value – The paper examines whether BSC use actually results in the claimed benefits and positive performance effects.
Why quality management programs fail October 7, 2009
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A strategic and operations management perspective
The Authors
Muhammad Asif, School of Management and Governance, University of Twente, Enschede,The Netherlands
Erik Joost de Bruijn, School of Management and Governance, University of Twente, Enschede,The Netherlands
Alex Douglas, Liverpool Business School, Liverpool John Moores University, Liverpool, UK
Olaf A.M. Fisscher, School of Management and Governance, University of Twente, Enschede,The Netherlands
Journal: International Journal of Quality & Reliability Management, Volume: 26, Number: 8, Year: 2009, pp: 778-794
Abstract
Purpose – This paper seeks to elaborate the reasons why quality management programs (QMPs) frequently fail to produce the intended results, and to demonstrate how QMPs could be effectively institutionalised in an organisational setting.
Design/methodology/approach – A survey of literature from different management fields was carried out to determine how the main issues about QMPs’ implementation are discussed in diverse areas (such as strategic and operations management) and how useful insights regarding better implementation and institutionalisation of QMPs could thus be induced.
Findings – To harness maximum benefits, QMPs need to be implemented as a meta-methodology (or meta-management) targeting the whole enterprise. The QMPs need to be effectively integrated with the business strategy, which steers the business processes towards its unique competitive advantage. An undesirable scenario would be employing QMPs as sub-methodologies that take the form of tools and techniques (quick fixes) and thus remain as stand-alone programs which fail to yield desired results. Institutionalisation of QMPs requires a context specific design that promotes greater buy-in by employees; developing the routines and structures that act as memory of organisational knowledge, and nurturing a common and fostering culture (instead of various sub-cultures). Managerial intent of QMP implementation, i.e. performance improvement or legitimisation in the eyes of stakeholders, also determines the success or failures of QMPs.
Practical implications – This paper should provide practitioners and academics with a better understanding of managerial actions and factors that lead QMPs to failures and how such problems could be tackled. This research also provides a better understanding of managerial actions about QMPs implementation that are actually counter-productive.
Originality/value – The paper contributes to theory and practice by explaining the reasons for QMPs failures and thus how such failures could be prevented. The research has significant originality, as there is little research to date focusing on the QMPs problems explained through perspectives from strategic management and operations management literature.
Continuous improvement: role of organisational learning mechanisms October 7, 2009
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Journal: International Journal of Quality & Reliability Management, Volume: 26, Number: 6, Year: 2009, pp: 546-563
The Authors: Judy Oliver, Swinburne University, Melbourne, Australia
Abstract
Purpose – The purpose of this study is to explore the use of the performance measurement system as an organizational learning mechanism to support continuous improvement.
Design/methodology/approach – The paper reports the results of a survey of Australian organizations certified to quality standard ISO 9000.
Findings – For those respondents who consider their organization’s quality program to be successful, the findings indicate that such organizations have embedded quality into the culture of the organization, and have developed performance measurement systems as an organizational learning mechanism to support the continuous improvement initiatives.
Practical implications – The paper highlights the need for management to ensure that the organization’s management control systems are structured to support continuous improvement initiatives.
Originality/value – The paper explores the links between continuous improvement and organizational learning.
Six Sigma vs TQM: some perspectives from leading practitioners and academics October 7, 2009
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Jiju Antony, Strathclyde Institute for Operations Management (SIOM), University of Strathclyde, Glasgow, UK
Journal: International Journal of Productivity and Performance Management, Volume: 58, Number: 3, Year: 2009, pp: 274-279
Abstract
Purpose – This paper aims to present the fundamental and critical differences between two of the most powerful philosophies of modern quality management.
Design/methodology/approach – The approach taken was to form a panel of leading academics and practitioners who are familiar with both the Six Sigma and Total Quality Management (TQM) topics.
Findings – The findings of the panel discussion were quite stimulating in the sense that the paper demystifies the myth that Six Sigma is an old wine in a new bottle or that it is another hot topic or flavour of the month. The author believes that this will be extremely useful to many practitioners and researchers in these fields.
Research limitations/implications – The viewpoints expressed here are based on many practitioners and academics in a few countries such as the USA, Singapore, India, the UK and Korea. It is essential to collect data on this topic from a number of leading researchers and practitioners in the field from other countries and to set out a research agenda in the future.
Originality/value – The paper provides an excellent resource for those people who are currently carrying out research in Six Sigma. Moreover, it is equally useful to practitioners and academics to understand the critical differences between these two powerful approaches to quality management.
