02028pab a2200181 454500008004000000100002300040245007200063260000900135300001500144520143700159650002901596650001801625700002001643773005101663909001001714999001701724952010501741180718b1996   xxu||||| |||| 00| 0 eng d  aSiegel, Gilbert B.  aTowards a public service blend of human resource management and TQM  c1996  ap.1781-810  aThe objective of this paper is to contemplate changes in personnel system infrastructure required to implement Total Quality Management (TQM) in public organizations (perhaps formal organization in general). By infrastructure we mean systems such as those for the design of work and positions, rewards, performance appraisal, selection, etc. We introduced the subject by summarizing many of the concepts from the quality literature which express philosophy, structural aspects and practices. Even the industrial context in which TQM has flowered has not adapted significantly to implications of TQM philosophy and structure. Instead, traditional personnel management systems prevail with some concern for needed special training, and anguish about negative effects of performance appraisal, some reward systems, and work standards. Because the government context is bound to present difficulties and pitfalls we summarized another body of literature, that of the reasons why the idea probably won't work in government. Ultimately, we get to the point of the essay: a discussion of contemplated types of personnel system changes that ought to support organizations operating in a quality mode. Changes are considered under the subjects of: work design, recruitment and selection, performance appraisal, training, compensation and labor-management relations. We conclude with a brief case study on the Pacer Share Project.- Reproduced  aTotal quality management  aCivil service  aSeidler, Edward  aInternational Journal of Public Administration  a32048  c32048d32048  00104070aIIPAbIIPAd2018-07-19hVolume no: 19, Issue no: 10pAR32234r2018-07-19w2018-07-19yAR