Dear Hartmut Kainer

Your question/comment is very interesting. I have downloaded your article and I will read it. It seems that I will read it many times, as the topic is very interesting to me. The results of my most of research revealed that the firms with quality certificates/awards perform better and earn more profits than non-award firms.

Thank you very much for sharing the research paper. I will also consider the other side.

Best regards

Dr. Muhammad Yousaf

This is an important article and in particular its conclusion that the 'lived spirit of quality management' has moved away from meeting customer/ stakeholder requirements and expectations.

Thanks for your interesting contribution. Is this not a good argument for better quality managers and not for less work on the quality of the product?? Best wishes David Booth

Digital technology has altered all aspects of everyday life, and it is vital that organisations provide quality assurance of their ability to adapt to this changing landscape. The CQI commissioned The Oakland Institute/Leeds University to carry out 3 research projects to address fundamental questions about the future of quality (Q4.0) and assurance in the digitally enabled age. The results have been published in Quality World: Summer21, Spring22 and the latest article in Spring23, attached.

Thanks for sharing this, John. Very interesting!

Attached are our other two research articles on Quality 4.0 that appeared in Quality World, if you cannot easily get hold of them

2nd article

I don’t think there is anything wrong with quality management per se, after all, in a modern context, it is a process that started way back with Henry Ford (please read ’Today and Tomorrow’ by Ford) and was developed by many famous and very competent people such as Shewhart, Deming, Juran, Ohno, Ishikawa, and Crosby.

Rather, in my observation, what is wrong today with quality management, is that it is not applied professionally and exhaustively. Quality management, when applied properly, is a substantial undertaking. There are no shortcuts or quick fixes. You are either serious about it or you are not. Applied diligently, it becomes a way of life, much like safety, and the rewards are significant. Applied in a haphazard fashion where organisational leaders and followers pay lip service to it, then it becomes a farce.

Perhaps therefore, the question is “Why don’t organisations apply the tried and true QM principles and practices in a diligent and professional manner?” I would suggest that a good starting point (as always) to answer that question, would be to look at the priorities and focus of organisational leaders.

Thank you for presenting such an interesting question. As a PhD student, my research focuses on the correlation between organizational excellence and electronic human resource management. In my opinion, the current competitive market and rapid technological advancements have made it imperative for organizations to go beyond the traditional practices of adhering to quality management standards. Instead, they must anticipate and influence customer expectations and search for innovative and creative strategies to establish competitive advantages. This pursuit of excellence encompasses all facets of organizational structure, leadership, and employee management, which distinguishes it from traditional quality management practices.

Hi Fatma: I share your opinion on the excellence of and within companies. I've seen medium-sized companies in particular that they make an honest effort, but still stand on their own feet. The triangle people - processes - data requires a lot of basic work. My realization is that quality management for organizational development - with all its possibilities - has to mutate. In my opinion, there are enough methods; but there is a lack of access and contact with people. You have to be relentless in finding ways to reach them and take them with you. Last but not least: What do you mean by "Electronic HR management"?

The trend seemed global about quality and its management in light of the circumstances resulting from some countries of wars and instability, but the orientation about quality management seemed effective Your question is very wonderful and I will search and follow your wonderful topic.

Thank you.

Hi Hartmut, I apologize for the delay in responding to your inquiry regarding the definition of electronic human resources management (e-HRM). E-HRM refers to the convergence of Human Resource Management (HRM) and Information Technology (IT). This integration signifies that a significant portion, if not all, HRM activities become reliant on IT systems. Consequently, it alleviates the HR department's burden of routine tasks and enables them to engage in strategic endeavors such as organizational transformations, fostering creativity, talent management, and gaining competitive advantages. Thus, e-HRM serves as a facilitator in positioning HR as a strategic partner within an organization.

E-HRM can be categorized into three primary levels:

Operational e-HRM: This level primarily concentrates on the execution of administrative functions, including payroll management and personal data administration.

Relational e-HRM: At this level, more advanced HRM activities come into play, encompassing activities such as web-based recruiting, talent selection, training, and performance appraisal. These activities significantly contribute to the various business processes within an organization.

Transformational e-HRM: This level shifts the focus towards strategic tasks like managing organizational change processes, strategic competence management, and knowledge management.

The adoption of e-HRM offers several advantages, including cost reduction, improved efficiency by decreasing task completion times, higher employee commitment, and a transition towards paperless operations, allows HR to work from any where and at any time.