This paper presents an empirical investigation to study the relationship between employee performance and TQM. The proposed study of this paper designs two questionnaires for TQM and performance measurement and distributes them among some employees who worked for one of Iranian banks in city of Semnan, Iran. The result of Kolmogorov-Smirnov test confirms that all data are normally distributed and the study uses Pearson correlation to investigate the relationship between various components of the survey. The result of the implementation of Pearson correlation ratio indicates that there was a positive and meaningful relationship between employee performance and TQM components (r=4.6223, P-value=0.000). In addition, there are some positive and meaningful relationships between TQM components and employee performance. The highest correlation belongs to relationship between employee performance and feedback (r=4.6223, P-value=0.000) followed by training and development (r = 0.441, Pvalue = 0.000) and communication (r = 4.2861, P-value = 0.000).

Introduction: Knowledge management covers all process and activities related to the creation, acquisition sharing and use knowledge, skills and expertise. At the present of time, if organization does not have information and new knowledge in according with global development will not be able to make the right decision. Addressing the issue of knowledge and knowledge management it is important to have knowledge because knowledge is an ultimate competitive advantage for new origination and the key to victory and it is the only source that is difficult or even impossible to imitate and copy. Methods: This study is a descriptive survey. The study sample included all employees of Bank Hekmat Iranian are located in Tehran. According to the understanding of study population characteristics, simple random sampling method was used. In this study, on the framework Of Huang is studied:  Team working, employee involvement, employee empowerment, knowledge structure, information system, training, commitment of senior management, benchmarking, performance measurement, organizational culture. The descriptive analysis of data using descriptive statistics and then through confirmatory factor analysis using SMART PLS software to inferential analysis of the hypothesis was done. Subsidiary hypothesis were studied and tested by One-Sample T-Test. Results: The analyze performed on collated data, it was concluded that all elements of employee empowerment, infrastructure , information systems, organization culture, modeling, employee involvement, teamwork, commitment of senior managers, knowledge structure, staff training and performance measurement leads to successful implementation of knowledge management in Bank Hekmant Iranian. Prioritizing these factors, as well as to establish knowledge management model led to 1. Team working, 2. Employee involvement., 3. Employee Empowerment, 4. Knowledge structure, 5. Information System, 6. Training, 7. Commitment of senior management, 8. Benchmarking, 9. Performance measurement, 10. Organizational culture. Results of the analysis showed that the situation of organizational culture, employee empowerment and information systems infrastructure are significantly appropriate, the situation of commitment of senior management, staff training, teamwork, benchmarking and structure knowledge and performance measurement are  partly appropriate. Conclusion: Identifying factors affecting on successful implementation of knowledge management in Bank Hekmat Iranian may lead to identifying gaps in organizational knowledge, more productivity of human capital, efficient and effective learning of staff, providing more value-added services, customers and employees satisfaction, prevent the recurrence of errors, reduction duplication, saving time, stimulate motivation, creativity and innovation, and strengthening the competitive position of the bank.