Total Quality Management in Higher Education
Total quality management in higher education
The TQM Magazine Volume 7 · Number 6 · 1995 ·6–12
Gerald McElwee
Perspectives Total quality management in higher education: how to approach human resource management
George Holmes and Gerard McElwee
The authors George Holmes is Dean of Management, University of Humberside, Hull, UK. Gerard McElwee is Associate Dean of School of Management, University of Humberside, Hull, UK. Abstract Presents the view that total quality management in higher education institutions, and the development of a so-called managerialist ideology, has led to the inevitable adoption of an approach to human resource management (HRM) policy and practice which is functionalist. Asserts that the criteria favoured by managerialism represented by TQM is not only inappropriate in higher education but that, more importantly, it limits the productive activity of individuals. This limitation occurs to the extent that, at the level of the individual “academic” in higher education organizations, quality control and assurance which has traditionally been a localized process of self and close peer review, has become formalized by externally imposed systems and procedures; a necessary condition under the current funding arrangements for enabling internal quality assurance systems to meet the requirements of external agencies. Suggests that only a truly professionalizing, “soft”, individualistic and user-focused collegial culture will provide a sufficient condition for total quality enhancement to become reality. Provides a summary of the rapidly changing nature of higher education organizations (and the conditions they face) with specific reference to the new university sector in the UK. Reviews the recent literature on human resource management (HRM). Offers recommendations for strategic managers and those invested with responsibility for quality in the new universities.
The TQM Magazine Volume 7 · Number 6 · 1995 · pp. 5–10 © MCB University Press
The TQM Magazine Volume 7 · Number 6 · 1995 ·6–12
Gerald McElwee
Perspectives Total quality management in higher education: how to approach human resource management
George Holmes and Gerard McElwee
The authors George Holmes is Dean of Management, University of Humberside, Hull, UK. Gerard McElwee is Associate Dean of School of Management, University of Humberside, Hull, UK. Abstract Presents the view that total quality management in higher education institutions, and the development of a so-called managerialist ideology, has led to the inevitable adoption of an approach to human resource management (HRM) policy and practice which is functionalist. Asserts that the criteria favoured by managerialism represented by TQM is not only inappropriate in higher education but that, more importantly, it limits the productive activity of individuals. This limitation occurs to the extent that, at the level of the individual “academic” in higher education organizations, quality control and assurance which has traditionally been a localized process of self and close peer review, has become formalized by externally imposed systems and procedures; a necessary condition under the current funding arrangements for enabling internal quality assurance systems to meet the requirements of external agencies. Suggests that only a truly professionalizing, “soft”, individualistic and user-focused collegial culture will provide a sufficient condition for total quality enhancement to become reality. Provides a summary of the rapidly changing nature of higher education organizations (and the conditions they face) with specific reference to the new university sector in the UK. Reviews the recent literature on human resource management (HRM). Offers recommendations for strategic managers and those invested with responsibility for quality in the new universities.
The TQM Magazine Volume 7 · Number 6 · 1995 · pp. 5–10 © MCB University Press
References: 1 Lewis, P., “Performance related pay and quality in higher education”, Quality Assurance in Education, Vol. 1 No. 2, 1993. 2 Pollitt, C., Managerialism in the Public Services: The Anglo American Experience, Blackwell, Oxford, 1990. Commentary Quality improvement interventions have to be culturally congruent – otherwise they won’t stick. If that means the culture eventually has to change – so be it. But we have to start from where we are, not where we wish we were. 10