Section Tworesource management attributes, with secondary emphasis on
the precision with which these attributed can be measured.
This point is evident in the following statement by Curt Reiman,
Director of the Baldrige Award for the U.S. Department of
Commerce: “A company doesn’t earn money making
measurements. The trick is to avoid great measurements of
irrelevant things. You may have to live with approximate
measurements of exactly the right things.”^68 Along this same
line, proponents of TQM also advocate the use of Pareto
analysis.^69 The basis of Pareto analysis is that a small number of
factors has a disproportionately large impact on outcomes, such
as quality. Therefore, by correcting a few critical problems,
disproportionate improvements in quality can be obtained.
One of the important impacts of TQM, from a human
resource management perspective, is that it places great
emphasis on training. TQM maintains that errors and mistakes,
which detract from the quality of companies’ products and
services, are a predictable result of untrained workers, and
therefore training must be provided. Consistent with the
emphasis on measurement, in some companies that use TQM,
training is evaluated with the use of control groups and
experimental designs.^70