Several empirical studies have investigated and established the effect of HR practices and systems on organizational performance. However, there has been little or no focus on the effect of the HR function on organizational performance in both human resource development (HRD) and human resource management (HRM) literature. The term human resource development and management (HRM&D) is utilized to represent scholarly and pragmatic considerations of both fields in representing the HR function. This study elaborates on ways in which organizations achieve the HR-firm performance linkage using the resource-based view of the firm as a theoretical framework. In order to do so, the study examined HRM&D function involvement in lean and quality strategy (LQS) implementation in four U.S. based distribution companies. A qualitative case study approach was utilized to answer the following research issues: 1) the role; 2) the extent of HRM&D involvement in LQS implementation and; 3) the effect on organizational performance. A total of 51 executives participated in the study. Qualitative analysis of data using the constant comparative method helped in understanding the distinctive ways firms achieved the HRM&D-firm performance linkage. Five interrelated components are macro-conditions, strategy (LQS), structure, cross functional performance, and organizational performance affecting HRM&D involvement in LQS implementation. The results suggest that organizations leverage external and internal resources for sustaining competitive advantage, thereby enhancing organizational performance. Further, it was found that the extent of HRM&D involvement in LQS was dependent on functional engagement between the Operations and HRM&D functions. Finally, based on empirical data gathered and verification, the following results emerged: (1) three distinctive levels of cross functional performance; interactions, alignment and integration between Operations and HRM&D illustrated the manner in which HRM&D functions are utilized by organizations espousing LQS; (2) stronger HRM&D-firm performance linkages are created by socially complex relationships influenced by environment and internal factors such as leadership, culture, strategy and structure, (3) strategic relevance of the HRM&D role increased involvement in organizational strategy implementation and, (4) potential resource based advantages for HRM&D function in achieving business partner status were isolated. The implications of the study are outlined.

Made available in DSpace on 2014-12-17T14:53:18Z (GMT). No. of bitstreams: 1 LucianaTCM_DISSERT.pdf: 2651795 bytes, checksum: 7c2c35dffa683db2b43fb59f0a6f1b0e (MD5) Previous issue date: 2013-12-06 / The customer loyalty became strategy factor for the sustainability of business enterprises. And will be them competitive is important to describe the factors than the consumers consider for to choose the business than will buy the product or service. The dissertation objective is to know the factors that influence the consumer s satisfaction and loyalty in gas stations of Natal/RN, using the index national of customer satisfaction. The literature review was directed for strategy concepts, service quality, satisfaction and fidelity consumer and index national of customer satisfaction. The method used was descriptive-explicative, with application of a survey, from march 15 until april 15 of 2013, with 391 consumers of gas station. In relational analysis, we considered eight constructs: quality, price, complaints, satisfaction, image, loyalty, affection and commitment calculated. For customer satisfaction, the factors that influence have resulted in fuel quality, technical skills of vendors and duration of service. For customer loyalty, the factors that influence resulted in: image, feeling for distributor flag post, location and overall satisfaction with the gas station / A fidelidade dos clientes tornou-se fator estrat?gico para a sustentabilidade do neg?cio das empresas. E para torn?-las competitivas ? importante identificar os fatores que os clientes levam em considera??o para escolher a empresa em que ir?o comprar o produto/servi?o. Esta disserta??o de mestrado objetiva conhecer os fatores que influenciam a satisfa??o e fidelidade dos clientes em postos de combust?veis de Natal/RN, tomando como base o modelo noruegu?s de ?ndice de satisfa??o do consumidor. A pesquisa te?rica foi fundamentada nos conceitos de estrat?gia, qualidade nos servi?os, satisfa??o e fidelidade do cliente e especificamente nos ?ndices nacionais de satisfa??o do cliente. O m?todo utilizado foi descritivo-explicativo, com aplica??o de uma pesquisa do tipo survey, no per?odo de 15 de mar?o ? 15 de abril de 2013, com 391 clientes de postos de combust?veis. Foram considerados na an?lise relacional oito constructos: qualidade, pre?o, reclama??o, satisfa??o, imagem, fidelidade, afetividade e compromisso calculado. Para a satisfa??o dos clientes, os fatores que influenciam resultaram em: qualidade do combust?vel; habilidades t?cnicas dos vendedores e tempo de atendimento. Para a fidelidade do cliente, os fatores que influenciaram resultaram em: imagem, sentimento em rela??o a bandeira distribuidora, localiza??o do posto e satisfa??o geral com o posto

Submitted by Mariana Dornelles Vargas (marianadv) on 2015-05-08T17:28:40Z No. of bitstreams: 1 proposta_metodo.pdf: 6001546 bytes, checksum: 47e28e0b6c3ab310b5828c4a637819f3 (MD5) / Made available in DSpace on 2015-05-08T17:28:40Z (GMT). No. of bitstreams: 1 proposta_metodo.pdf: 6001546 bytes, checksum: 47e28e0b6c3ab310b5828c4a637819f3 (MD5) Previous issue date: 2011-09-19 / Nenhuma / No ambiente industrial, a busca pela excelência com permanente melhoria contínua faz com que os Sistemas de Gestão da Qualidade encontrem-se em constante evolução. Os Sistemas de Gestão da Qualidade dão suporte para a fabricação de produtos que atendam as expectativas dos clientes a custos competitivos. O nível de qualidade dos produtos fabricados pode contribuir significativamente no desempenho e nos resultados financeiros de uma organização. Os problemas de qualidade, sejam eles detectados dentro da empresa ou no cliente, podem gerar custos elevados. Além do custo financeiro, problemas de qualidade podem gerar perdas intangíveis como perda de cliente, destruição da imagem da empresa e da credibilidade da marca. Problemas com a qualidade do produto também podem ocasionar problemas de entrega e perdas por redução da produtividade da empresa ou do cliente. Com a meta de melhorar o desempenho da qualidade reduzindo sucata, retrabalhos, devoluções e inspeções desnecessárias, surge a necessidade de estabelecer uma diretriz estratégica da qualidade. Diversas são as ferramentas e práticas gerenciais que buscam a melhoria da qualidade do produto. Dentre inúmeras opções disponíveis, as organizações podem definir quais ferramentas serão utilizadas na sua estratégia da qualidade. Através de uma pesquisa, predominantemente qualitativa, este trabalho tem o objetivo de apresentar uma proposta de um método para auxiliar as empresas de manufatura na definição de uma diretriz estratégica da qualidade voltada para melhoria da qualidade do produto e redução dos custos da qualidade. Para fundamentar este trabalho, foram estudadas as evoluções que os sistemas da qualidade apresentaram ao longo dos tempos, os fundamentos da gestão estratégica da qualidade, os custos da não qualidade e as principais ferramentas utilizadas por empresas de manufatura para combater as falhas, reduzir os custos e melhorar o nível de qualidade do produto. Então, elaborou-se um método para auxiliar as empresas na definição de uma diretriz estratégica da qualidade. O método proposto foi aplicado em uma empresa do setor metal-mecânico com o objetivo de testá-lo e retroalimentá-lo com melhorias provenientes da aplicação prática. Os resultados foram analisados e, com base no aprendizado adquirido por esta experiência, o método foi reformulado incorporando as melhorias geradas pela aplicação prática. O presente trabalho deixa como contribuição a proposta de um método com 14 etapas que pode ser utilizado por empresas de diversos setores para auxiliar na definição de sua diretriz estratégica da qualidade quando esta estiver voltada para a melhoria da qualidade do produto e para a redução dos custos da não qualidade. / In the industrial environment, the pursuit of excellence with permanent and continuous improvement makes the Quality Management Systems find themselves in constant evolution. The Quality Management Systems give support for the manufacturing of products which meet customers? expectations at competitive costs. The quality of the products manufactured can contribute significantly to the performance and financial results of an organization. Quality problems, being them detected within the company or by the client, can generate high costs. Besides the financial cost, quality problems can generate intangible losses, such as, loss of customer, destruction of company image and brand credibility. Problems with product quality can also cause delivery problems and losses due to reduced productivity of the company or client. With the goal of improving the performance of quality reducing scrap, rework, returns and unnecessary inspections, comes the need to establish a strategic guideline of quality. There are several tools and management practices which seek to improve the quality of the product. Among several options available, organizations can determine which tools will be used in their quality strategy. Through a survey, mostly qualitative, this paper aims to present a proposal for a method to assist manufacturing companies in setting a strategic guideline aimed at improving the quality of the product quality and reduction of quality costs. To support this study studied the evolution that the quality systems had over time, the basis of strategic quality management, the costs of poor quality and the main tools used by manufacturing companies to face failures, reduce costs and improve the level of product quality. Then, a method was developed to assist companies in setting a strategic guideline of quality. The proposed method was applied in a company in the metal-mechanic sector in order to test it and feed it back with improvements from practical application. The results were analyzed and based on the learning gained by experience; this method has been reformulated to incorporate the improvements generated by the practical application. This paper leaves as a contribution the proposal of a method with 14 steps which can be used by companies from several sectors to assist in defining its strategic guideline of quality when it is focused on improving product quality and reducing the costs of poor quality.

Cette recherche a pour objet l’étude de la problématique de la mise en œuvre d’une démarche qualité dans le contexte des établissements d’enseignement supérieur en Tunisie. Elle porte plus particulièrement sur la mise en œuvre dans une école d’ingénieurs. Cette école est l’une des premières à expérimenter cette démarche, qui s’inscrit dans une politique générale coordonnée par le Ministère de l’Education Nationale et de la Recherche. La qualité est le fer de lance de la stratégie de développement de l’éducation nationale contribuant au développement économique et social du pays d’une part, à la compétitivité de l’enseignement supérieur tunisien plus spécifiquement d’autre part.La mise en œuvre prescrite par le plan ministériel s’inscrit dans le cadre des concepts et des méthodes du « Total Quality Management ». Après avoir présenté le cadre théorique et méthodologique de notre recherche, nous analysons dans une première partie le donné contextuel, en regard d’une approche normative, qui fait école au plan mondial, de la définition et de la mise en œuvre d’une démarche qualité. Nous montrons que ce cadre du « Total Quality Management » permet de réaliser l’implantation de la qualité sur le plan téléologique, qui se concrétise généralement l’obtention d’une certification. Notre recherche montre corrélativement que la mise en œuvre de la qualité dans l’enseignement supérieur en Tunisie emprunte au modèle occidental de gestion de la qualité, généralisé de part le monde. Ce modèle organise la qualité des procédés et des produits. Il permet de prescrire les adaptations à réaliser sur le plan du management et du fonctionnement de l’organisation. Nous observons cependant que dans le contexte tunisien, il faut associer une démarche axiologique, qui justifie le positionnement de notre recherche. Selon ces deux axes, nous proposons une démarche de « Qualité Intégrale ». Mais, cela n’est envisageable qu’en se positionnant dans un cadre théorique et méthodologique approprié, compatible avec le cadre de prescription. Notre recherche montre que le cadre théorique et méthodologique de l’analyse socio-économique permet de réaliser cette comptabilité. Les prescriptions que nous formulons se déclinent à partir du concept de la « Qualité Intégrale ». Le modèle d’intervention proposée par cette approche consiste, non plus à saisir la qualité à partir des buts à atteindre et à obtenir les changements requis, mais à définir les conditions de possibilité du changement, et à conduire les transformations du management et du fonctionnement de l’organisation, dans ses infrastructures, qui permettront d’atteindre les buts. / This research broaches the implementation of quality management in Tunisian colleges, particularly in the field of engineering. The case study is a college which experimented with this approach, sponsored by the Ministry of Higher Education. Quality is the spearhead of the Tunisian administration so as to contribute to the socio-economic development of the country and to the competitiveness of Tunisian higher education. . The implementation was embedded in the TQM framework and methodology that are outlined in the first part of the dissertation, as an international norm and standard. It enables a teleological implementation of quality management, resulting in getting the accreditation by importing a western and global approach to quality. This method structures the quality of products and processes and drives the operation management. However, we assume that there is a need for an axiologic axis to supplement the teleological axis in Tunisia so as to propose an integrated approach to quality management, which requires designing a compatible theoretical and methodological framework. Our research shows that the socio-economic approach to integrated quality management is required to enable such compatibility. The intervention methodology doesn’t consist in defining quality only through the objectives, but through the conditions and possibilities of change, and through transforming the very underpinnings and infrastructure of the organizations so as to better reach the objectives.