Ministry of Civil Service in Sultanate of Oman - Implementing Quality Management on Recruitment - Research Proposal Example

An Assessment of the readiness of the recruitment department in ministry of civil service in Sultanate of Oman to implement total quality management on the recruitment process Name of the Student: Name of the University: Date: Table of Contents Table of Contents 2 Chapter 1: Research Background & Objective 3 Chapter 2: Literature Review 6 2.1 Introduction 6 2.2 Dimension of Total Quality Management 7 2.3 Recruiting and Staffing in Government Sector 9 2.4 Congruence between Total Quality Management & Recruitment (HRM) 10 2.5 Conclusion 12 Chapter 3: Research Methodology 13 3.1 Outline of the Overall Strategy 13 3.3 Realistic Estimation of Potential Value of the Proposed Research 18 3.4 Ethical Review 18 References 20 Chapter 1: Research Background & Objective Historically, the concept of Total quality management (TQM) was being developed in order to improve production quality or service quality but significant amount of controversies or better to say doubt exist over application of TQM in human resource management (HRM) functions such as recruitment, training & development, performance management (Yang, 2006, pp. 162-73). In recent research work, Abu-Doleh (2012, pp. 219-234) showed that synergy and congruence in human resource management practices define successful implementation of TQM while counter argument is that TQM implement does not need intervention of strategic human resource practices. Consideration of research works of Abu-Doleh (2012, pp. 219-234) reveals the fact that establishing synergy between TQM and HRM plays vital role in helping the organization to its business objectives like profitability, productivity and customer satisfaction. Unfortunately, Abu-Doleh (2012, pp. 219-234) or Yang (2006, pp. 162-73) conducted research for understudying the synergy between HRM and TQM but they never tried to understand perspective of HRM division in companies regarding implementation of total quality management on the recruitment process. Wickramasinghe (2012, pp. 836-850) conducted research on almost similar topic but the scholar defined perspective of HRM division in companies regarding implementation of total quality management on entire human resource activities like performance management, training & development, recruitment etc. Another problem is that Wickramasinghe (2012, pp. 836-850) conducted research in context Sri Lankan industry perspective and other researchers also conducted research on the topic in context to private sector. According to limited knowledge of the researcher, very few scholars tried to shed light on application of TQM in government sectors of Gulf Cooperation Council (GCC) countries like Oman, Qatar, Bahrain, United Arab Emirates, and Saudi Arabia etc. Abu-Doleh (2012, pp. 219-234) conducted research on linkage between HRM and TQM in GCC in context to some of GCC countries but their research was focused on private sector. It has been found by the researcher that in countries like Oman, TQM has been considered as concept of western countries has very little application in context to Muslim work environment and even most of the companies in private sector have little awareness towards TQM (Sharma, Al-Shihi & Govindaluri, 2013, pp. 87-100). Very few researchers shaded light on application of TQM in HRM functions like recruitment process in context to Omani government sector such as ministry of civil service in Sultanate of Oman. However, consideration of research works of Sharma, Al-Shihi & Govindaluri (2013, pp. 87-100) reveals the fact there ministry of civil service in Sultanate of Oman and other government sectors works as organization and there is significant amount of scope exist for human resource functions such as recruitment, performance management, reward management etc. The Sultanate of Oman is being located to South-eastern territory of Arabian Peninsula. Immediate neighbours of the country include Republic of Yemen, Saudi Arabia and United Arab Emirates. Government sector in Oman is being divided capital city is Muscat, five regions and three governorates. Economy of the country depends heavily on oil resources and due to rise in oil prices, the country has been witnessed period of tremendous economic growth and prosperity (Sharma, Al-Shihi & Govindaluri, 2013, pp. 87-100). Gross domestic product (GDP) of the country stands at US$72.6 billion (Sharma, Al-Shihi & Govindaluri, 2013, pp. 87-100). As the study will focus on recruitment function in ministry of civil service in Sultanate of Oman, therefore discussion will be done in context to mentioned government sector in Oman. Ministry of civil service in Sultanate of Oman works as governing body and works under the civil service system and handles issues regarding government employees. Job responsibilities of Ministry of civil service in Sultanate of Oman includes activities like human resource related policy suggestion to government, providing support to Council of Civil Service in making decision, formulating civil service action plans, approving and structuring Omanization policy of government to create local talent pool etc (Sharma, Al-Shihi & Govindaluri, 2013, pp. 87-100). Despite performing such important role, no researcher conducted researched conducted research TQM application in recruitment process in department in ministry of civil service in Sultanate of Oman (Sharma & Chandel, 2013, pp. 44-49). Therefore gap in the literature has been created and such gap has influenced the researcher to take up this study and put effort to fulfil certain portion of gap in the literature. In such research background, for conducting research, the researcher has selected topic titled as “An Assessment of the readiness of the recruitment department in ministry of civil service in Sultanate of Oman to implement total quality management on the recruitment process.” Aims of the Research To define the requirements of quality management readiness from literature that focuses on the recruitment in public service. To perceive the leadership and staff readiness of the recruitment department in the Ministry of the Civil Service in the Sultanate of Oman to implement the TQM concept. . To identify the main barriers and benefits in implementing TQM in the recruitment department in the Ministry of the Civil Service in the Sultanate of Oman. To identify some of recommendations that will help to implement the TQM in the recruitment department in the Ministry of the Civil Service in the Sultanate of Oman, if it is proven that the department is ready to implement. Based on the above research objectives, both practical and theoretical outcomes for the research will be, one- understanding the implication of total quality management (TQM) in recruitment process, two- analyzing congruency between leadership and staff readiness in context to successful TQM implementation, three- highlighting probable obstacles in the way of implementation of TQM in government sector and four- identifying probable recommendation for successful implementation of TQM on the recruitment process of mentioned organization Chapter 2: Literature Review 2.1 Introduction The researcher has decided to analyze whether recruitment department in ministry of civil service in Sultanate of Oman is ready to implement total quality management on the recruitment process or not. It is better to admit that due to absence of previously research works by scholars precisely on the research topic regarding Sultanate of Oman; it will be difficult for the researcher to conduct literature review. The problem regarding lack of literature on the topic can be addressed in two way manner, one- gathering and analyzing previous research work of scholars on similar topic but on broad aspect of implementation of total quality management on the recruitment process and two- analyzing and understanding the core context of the topic rather than conducting literature review to develop hypothesis (bounded rationality) (Zikmund, Babin, Carr & Griffin, 2012, pp. 130-167). The researcher will use both the logical flow in order to address the research problem in comprehensive manner. 2.2 Dimension of Total Quality Management Tan (2002, pp. 165-71) pointed out that it is difficult to determine characteristic or even define the term “quality” due to intangibility of the concept and subjective application in different perspective. For example, in product manufacturing, quality means to decreasing frequency of defects while in case of recruitment in human resource division, quality means recruiting right candidates with minimal usage of resources. Due to such heterogeneity in definition and functionalities, it is even more difficult to establish a standardized definition of Total quality management (TQM). Tan (2002, pp. 165-71) defined TQM as philosophy that can be used to manage organizational activities such a manner which helps the organization to meet stakeholder requirements in efficient manner. In such context, Chen and Lee (2009, pp. 1139-52) stated that concept of Six Sigma, Kanban, Kaizen etc are can be considered as subpart of TQM and implementing these techniques helps companies to reduce resource waste, optimize cost and decrease errors in production process. Lambert & Ouedraogo (2008, pp. 1071-85) pointed out that implementation of quality management technique in every verticals of business organization cannot be classified as fad rather companies are encouraging such practices in order to realize long term benefits. Stading and Vokurka (2003, pp. 931-46) defined Total quality management (TQM) as combination of quality management philosophy and statistical technique which has wide range of applications. Power and Sohal (2000) argued that TQM should not be considered as mere management philosophy that can increase production quality rather TQM can used in human resource management context. Consideration of research works of Power and Sohal (2000, pp. 932-58) reveals the fact that companies need to take more constructive approach while using TQM techniques in human resource management activities such as recruitment, employee performance management, training & development, employee engagement etc. Vouzas (2004, pp. 125-35) pointed out that in most of the cases, TQM techniques are being used by human resource departments as process improvement mechanism such as decreasing error in recruitment process, decreasing cost of recruiting new employees etc. It is not the fact TQM only deals with quality improvement rather different research scholars came up with different frameworks for TQM. For example, Bendell (2005, pp. 969-78) included range of factors in TQM model such as leadership, stakeholder management, HR management practices, information technology, process improvement etc. Vouzas (2004, p. 126) defined organizational aim for implementing TQM technique in recruitment process of Human Resource [HR] division as, “[. . .]…by upgrading the role of HR function, redesigning and enhancing the existing HR practices to fit into the quality plans and objectives, providing systematic education and training, relating rewards and recognition to quality and, finally, establishing agreements with trade unions.” It is evident from the definition that when it comes to application of TQM in HR functions and recruitment process, TQM works as controlling mechanism and supervisory technique in order to reduce errors committed by HR department. TQM even simplifies work procedure of HR division, ease the training & development process and trade union agreement. On the other hand, Zink (2008, pp. 793-805) argued that TQM even helps HR practitioners to work as change agents during organizational change process and help them to act as pro-active agent in order to improve organizational performance. Zink (2008, pp. 793-805) found that application of TQM in the field of HRM practices like rewards and recognition, performance appraisal and recruitment. However, in order to implement TQM, organizations need to change HRM (Human Resource Management) systems in order to create room for flexibility. 2.3 Recruiting and Staffing in Government Sector In case of government sector and public enterprises, role of recruitment department and overall action of HRM department differs significantly from function of HR department in case of business organizations. Abu-Doleh (2012, pp. 219-234) found that government sector in GCC countries like Oman is being characterised by bureaucratic structure, conservative mentality and strong presence of Omanization policy. In such environment, it becomes difficult for HR department or the recruitment division to work as independently or take part in strategic decision making of ministry of civil service in Sultanate of Oman or other ministries. International Public Management Association for Human Resource (2007) conducted research HR practices in public and government sector. They found that in almost 42% cases, functioning of recruitment division are being governed through at-will employment systems and civil service. In case at-will employment system, recruitment is being done on the basis of project requirements and in temporary manner. In case of civil service system, recruitment divisions need to follow government norms and rigid rules while recruiting. It has been found that public organizations and government are not very comfortable in handling complex details of HR functions such as training & development, performance management etc and they prefer to use shared services model. In such context, public & government organizations prefer to establish one organizational unit that can provide HR services to other departments. On the other hand, outsourcing of HR functions to external service providers is not being accepted in case of public sector HR operations (International Public Management Association for Human Resource, 2007). Although, there are government or public sector organizations which put significant amount of importance on HR division and recruitment process but International Public Management Association for Human Resource (2007) found that more than 60% of government organizations do not have strategic human resource plan. It has been found that more than 80% of public sector organizations are not aware about implication of TQM in recruitment process or they are not ready to implement total quality management on the recruitment process (International Public Management Association for Human Resource, 2007). It is evident from the discussion that at present condition, recruitment division in public and government organization has been guided by government norms and works as mere operational unit. Due to lack of understanding and absence of required resources, recruitment department in most public or government organizations are not ready to implement TQM in on the recruitment process. In the final research paper, the researcher will conduct research in order to understand whether same argument holds true for recruitment department in ministry of civil service in Oman to implement or not. 2.4 Congruence between Total Quality Management & Recruitment (HRM) Going by the definition, it can be assumed that there is no theoretical boundary that TQM cannot be applied in human resource functions in order to increase efficiency of activities like workforce management, training & recruitment, performance management etc (Palo & Padhi, 2005, pp. 467-85; Boselie & Van der Wiele, 2002, pp. 165-72). From management perspective, TQM is being considered as quality tool that can improve overall organizational performances. Ahmad & Schroeder (2002, pp. 540-50) bifurcated TQM into two parts such as hard factors (production techniques, quality function deployment, process design and statistical control) and soft factors (employee communications, generating customer awareness, customer satisfaction). Similarly, in case of HRM function, there are hard factors (HR policies, administration system, strategic activities etc) and soft factors (employee engagement, training & development, employee commitment building etc). In such context, Dwyer (2002, pp. 524-39) pointed out that TQM can be integrated to human resource function by putting HRM issues in the management system of TQM. Taking Sun’s (2000, pp. 168-79) argument into account, it can be said successful implementation of TQM requires constant effort from HR division to provide adequate training to employees in order to reduce resistance to change or engaging employees with the new system. Consideration of research works of Soltani, E. (2005, pp. 796-818) and Zhang, Waszink & Wijngaard (2000, pp. 730-55) reveals the fact that HR department can influence successful implementation of TQM in three way manner, 1- developing training & development program that for employees in order to eradicate their resistance towards TQM process, 2- developing high performance work practices (HPWP) that boost the potential of TQM implementation such as employee commitment, leadership, employee participation, job rotation, employee development, transparent performance management etc and 3- streamlining the recruitment process in order to recruit right candidate who can fit with organizational vision and performance objectives. Boon, Arumugam, Safa & Abu Baker (2007, pp. 939-62) presented alternate view that implementation of TQM process can improve efficiency of HR functions such as providing transparency in recruitment process, decreasing employee attrition rate, increasing employee productivity, decreasing cost of recruitment etc. In such context, Paauwe & Boselie (2003, pp. 56-70) pointed implementing TQM on specific HR functions require sincere effort from respective HR divisions, recruitment department, trainers and performance management supervisors. Consideration of research works of Paauwe & Boselie (2003, pp. 56-70) reveals the fact that when it comes to application of TQM in recruitment division, concept of Talent Audit system is being used by HR departments. Incorporation of Talent Audit system backed by TQM process can provide several recruitment function specific benefits such as decrease in “unwanted” turnover, increase in employee productivity, decrease in resource waste during recruitment process, improving succession planning, decreasing probability of poor job fit, addressing the problem of talent shortage supply, matching right talent to right job, identifying right talent etc. However, very few researchers conducted research on implication of TQM in recruitment division of government agencies. Therefore, at this point, it will be difficult to assess readiness of the recruitment department in ministry of civil service in Oman to implement total quality management on the recruitment process due scarcity of literature regarding the topic. Therefore, in the final research paper, the researcher will use both primary and secondary sources in order to address the research problem in comprehensive manner. 2.5 Conclusion It is evident from the above discussion that literature regarding the research topic is filled with descriptive analysis and subjective assumptions. Very few researchers tried to understand context of the problem perspective of HR practitioners in public organization or government agencies. Therefore, further research is needed in order to develop the topic. In such context, in the final research paper, the researcher will conduct research on recruitment division in ministry of civil service in Oman in order to put both theoretical and empirical depth to the analysis. In the next section, the researcher will brief about research methodology that will be used for the research. Chapter 3: Research Methodology 3.1 Outline of the Overall Strategy According to Saunders, Lewis & Thornhil (2009, pp. 96-106), researchers can conduct research by using three types of methodologies such as qualitative study, quantitative study and mixed approach. Qualitative study- researchers may use content analysis of secondary data, open ended interview or ethnographic survey in order to gather non-numeric qualitative data and analyze data on the basis of their qualitative merit. Qualitative strategy works well for understanding root cause of the research problem or understanding perception of stakeholders regarding the problem in comprehensive manner. As the researcher will use Interpretivism as research philosophy, therefore qualitative research method will be used to assess primary data on the basis of their qualitative merit. As the researcher has no plan to analyze relationship between variables in numeric manner or through statistical analysis, therefore the researcher will not use quantitative or mixed approach to address the research problems. Secondary data will be collected from books, online articles, white papers, print materials, academic peer reviewed journals, magazines, ministry of civil service in Oman databases etc (Creswell, 2009, pp. 77-91; Gray, 2009, pp. 17-27). Convenience sampling (non-probabilistic sampling) will be used for selecting sample size of 20 respondents for semi-structured questionnaire based interview. 15 respondents will be general employee from recruitment and quality management division of ministry of civil service in Oman. On the other hand, 5 managers from quality management and recruitment division of ministry of civil service in Oman will also be included in the interview process through semi structured questionnaire. Semi-structured interview questionnaire will be derived from similar kind of research works done by Wickramasinghe (2012, pp. 836-850) and Sharma, Al-Shihi & Govindaluri (2013, pp. 87-100). A pilot study with 3 respondents will also be done in order to refine and revise the semi structured interview questionnaire. Semi structured interview Zikmund, Babin, Carr & Griffin (2012, pp. 242-250) pointed out that in case of qualitative research, researchers need to analyze the context and meaning of responses by analyzing responses of respondents through rational and knowledge gathered from previous literature. The researcher will use the same technique while analyzing responses of respondents. According to Maxwell (2005, pp. 87-100), in case of phenomenological research, researchers need to analyze the collected data on the basis of their qualitative merit and underlying meaning. The researcher has decided to collect data through ethnographic interview of respondents backed semi structured questionnaire. In such context, the researcher will analyze underlying meaning of response of respondents in context to existing literature and macro environment information. As part of the origin of the samples to be studied, the researcher has selected sample size (15 general employees from recruitment and quality management division of ministry of civil service in Oman and 5 managers) on the basis of their stake and job experience and knowledge about TQM implementation. Leech & Onwuegbuzie (2010, pp. 61-69) pointed out that sample survey or open ended interview are being done in order to fit the responses to address research objectives. Therefore, through semi structured ethnographic interview, the researcher wants to understand perception and readiness of respondents to implement the TQM concept. Ethnographic interview backed by semi structured questionnaire will help respondents to speak up their mind freely and through periodic interactions, the researcher will know perception of respondents regarding the research problem. As the research problem is qualitative in nature and need cognitive understanding for staff readiness, therefore the adopting ethnographic interview backed by semi structured questionnaire will help the researcher to understand perception and staff readiness in far more comprehensive manner. Boote & Beile (2005, pp. 3-15) argued that while doing ethnographic survey, researchers need to use literature review to shape the questionnaire. Taking the suggestion in the mind, the researcher will also take help of existing literature for shaping the questionnaire such as Wickramasinghe (2012, pp. 836-850) and Sharma, Al-Shihi & Govindaluri (2013, pp. 87-100). Underlying assumptions for selecting qualitative research strategy backed by content analysis and semi structured interview can be briefed in the following manner. Participants in the interview will have clear idea about function of TQM and its implication recruitment process Convenience sampling method will robust enough to represent entire population Content of semi structure interview can be easily understood by participants Time line for the research activities can be mentioned in the following manner. Months Month 1 Month 2 Month 3  Week Numbers  1 2 3 4 5 6 7 8 9 10 11 12 Activities     Research problem identification and rationalizing research objectives     Developing the research proposal, submitting the research proposal and revising it     Developing literature review based on secondary data     Completing qualitative analysis of data, refining the research hypothesis on the basis of literature review. Developing questionnaire on the basis of qualitative analysis and literature review Conducting interview of sample population through semi-structured questionnaires     Analyzing primary data and writing the final report Revising & submitting final report 3.2 Critical Discussion Sekaran & Bougie (2009, pp. 48-60) pointed out that every research follows particular research philosophy and without following research philosophy, it becomes difficult for researcher to direct the research for addressing research problems. According to Sekaran & Bougie (2009, pp. 48-60), researcher can select either of the research philosophies to analyze the research problem such as positivist style and phenomenological style or interpretivism. Phenomenological Style or Interpretivism- Spradley (1979, p. 23-40) defined phenomenology as part of social science research and by using the philosophy, researchers become able to address research problems regarding micro sociological issues like human perception, feelings of persons, individualistic behaviours etc. In this philosophy, the research problem is being assessed on the basis of qualitative merit or primary or secondary data and in most of the cases; quantitative techniques are being avoided in order to analyze a particular phenomenon in most comprehensive manner. Key objective of this philosophy is to come up with new explanation of phenomenon. Positivist Style- in this philosophy, researchers try to narrow down the scope of the research by establishing theory or hypothesis prior actual research and conducting research to test the hypothesis (Davies, 2007, p.119). As part of positivist philosophy, experimental research or descriptive research can be used to narrow down the research problem by selecting dependent and independent variable. Therefore, while following positivist philosophy, researchers tries to analyze relationship between variables in qualitative or quantitative manner. It has been found by the researcher that multiple internal or external environmental factors might intervene while developing a quality management system in the government recruitment division. Another problem is that due to interlinked nature of variables, it becomes difficult to identify dependent or independent variables in accurate manner. Therefore, selecting positivism as research philosophy will not only limit the scope of the research but also might negatively impact validity of research findings. Therefore, the researcher has decided to use Phenomenological Style or Interpretivism as research philosophy in order to conduct research in non-constrained manner and address the research problem in comprehensive manner. Another justification for selecting interpretive philosophy is that objective of this paper is to address the research problem in socially constructive and subjective manner. This criterion can only be fulfilled while using Interpretivism as research philosophy. Apart from research work of Wickramasinghe (2012, pp. 836-850), none of the previous research has close proximity to the research topic in this paper. Therefore, the researcher has very little scope to take help from literature of previous research works to develop research method. Although, Wickramasinghe (2012, pp. 836-850) used quantitative research methodology to address the research problem but suggested that future researchers should use interpretive research philosophy due to qualitative nature of the research problem. Considering the suggestion, the researcher has decided to use qualitative research approach backed by phenomenological research philosophy or interpretivism in order to address the research problem. However, there are possibilities that the research can be done by using quantitative methodology backed by positivist research philosophy. For example, Yang (2006, pp. 162-73) used quantitative technique backed by close ended questionnaire survey to conduct research on similar topic but the research work was plagued by lack of interpretation of qualitative variables, biasness of estimators, questionable research findings etc. In order to avoid these shortcomings, the researcher has decided to follow qualitative methodology backed by phenomenological research philosophy or interpretivism for addressing the research problem. 3.3 Realistic Estimation of Potential Value of the Proposed Research Findings of the research has not only academic value of fulfilling gap in the literature but also from empirical value perspective, findings can be used by ministry of civil service in Sultanate of Oman to facilitate the implementation of TQM on the recruitment process. Aims of the research project can be briefed in the following manner. Conservative political environment of Oman and bureaucratic structure of ministry of civil service in Sultanate of Oman might create problem for the researcher to access respondents or convince them regarding research objectives. On practical ground, cost of the research project might get increase due to delay in getting permission from ministry of civil service for conducting the research. On ethical ground, the researcher will need to maintain confidentiality of identity of respondents and follow norms of ministry of civil service in Sultanate of Oman for conducting research. 3.4 Ethical Review For ethical perspective, objective and purpose of the research will be explained to respondents prior conducting the research. Confidentiality and rights of respondents will be maintained as par ethical norms of University of Portsmouth. On the other hand, secondary data will be assessed in unbiased manner and no subjective view will be used in order to misrepresent arguments of scholars (Curwin & Slater, 2008, pp. 337-354; Bryman & Bell, 2003, pp. 45-49). Filled student dissertation ethical review checklist will also be attached in the appendix of final research paper. References Abu-Doleh, J. D. (2012). Human resource management and total quality management linkage –rhetoric and reality: Evidence from an empirical study. International Journal of Commerce and Management, 22(3), pp. 219-234. doi: 10.1108/10569211211260300 Ahmad, S., & Schroeder, R. (2002). The importance of recruitment and selection process for sustainability of total quality management. International Journal of Quality & Reliability Management, 19(5), pp. 540-50. doi: 10.1108/02656710210427511 Bendell, T. (2005). Structuring business process improvement methodologies. 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Human resources and organizational excellence. Total Quality Management, 19(7/8), pp. 793-805. doi: 10.1080/1478336080215945 Read More