Performance measurement systems, TQM and multi-level firm performance: a person–organisation fit perspective

Wei, Jo Ting; Chang, Yeun Wen; Zhang, Xiaoxiang; Wu, Hsin-Hung; Tang, Yung Tai

doi:10.1080/14783363.2017.1384311

Cited by 13 publications

(14 citation statements)

References 42 publications

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“…Additionally, there are other works that measure the impact of TQM on more than one key area at the same time; for example, [6] studied the relationships among TQM, plant performance and customer satisfaction. On the other hand, regarding the latter, there are some works that have studied the impact of TQM on the organisation as a whole from different perspectives [27][28][29][30][31]. However, none of these works followed a structured approach in terms of a performance measurement framework, which means that the results achieved are limited from a global and strategic point of view.…”

Section: Tqm and Performance Measurementmentioning

confidence: 99%

An ANP-Balanced Scorecard Methodology to Quantify the Impact of TQM Elements on Organisational Strategic Sustainable Development: Application to an Oil Firm

et al. 2020

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This paper presents a methodology for quantifying the impact of Total Quality Management TQM elements on organisational strategic sustainable development, integrating within it the well-known strategic management tool of Balanced Scorecard to represent the strategic part of the organisations, and the multi-criteria technique Analytic Network Process (ANP) to identify and quantify the mentioned impact. Additionally, the application of TQM generates directly some organisational improvements—or outputs—which help model a decisional ANP network constituted by all three building blocks—TQM elements, strategic objectives and outputs—and their interrelationships. The application of the methodology to an oil firm carried out by an expert group offered, from a decision-making point of view, meaningful results that were developed following three different analyses: Global analysis, which identified the global weight of each variable; Analysis of Influences, which established sound cause–effect relationships between the variables to identify the elements—TQM and outputs—that are more important to achieve the strategic objectives; and the Integrated analysis, which pointed out which TQM elements should be fostered in order to achieve the most important sustainable strategic objectives. Finally, it is suggested to apply the methodology to other types of size and sector activity organisations, as well as to use other techniques that introduce fuzzy elements.

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Section: Tqm and Performance Measurementmentioning

confidence: 99%

An ANP-Balanced Scorecard Methodology to Quantify the Impact of TQM Elements on Organisational Strategic Sustainable Development: Application to an Oil Firm

et al. 2020

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“…For the successful implementation of any quality program, an organization needs both top management employees as well as the non-management workforce (Solomon, 1996; Lawler et al , 1992; and Garson and Vasu, 1994). Apart from the role of human dimensions, the operational (functional) roles of the quality department are supported by the functions of core TQM program such as product design; supplier role in the TQM program, and planning; establishing a quality control system and supplier-rating scheme, and developing quality manuals and standards (Ho et al , 1999; Wei et al , 2017; Sweis et al , 2019). Operational roles and operations will support TQM implementation.…”

Section: Introductionmentioning

confidence: 99%

Barriers to Total Quality Management for sustainability in Indian organizations

Kumar

Verma

Mangla

et al. 2020

IJQRM

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PurposeThe paper aims to identify key human and operational focused barriers to the implementation of Total Quality Management (TQM). It develops a comprehensive structural relationship between various barriers to successfully implement TQM for sustainability in Indian organizations.Design/methodology/approachWith the help of expert opinions and extant literature review, we identified the case of TQM failure companies and barriers to implement TQM effectively. Interpretive Structural Modeling (ISM) and fuzzy MICMAC techniques are employed to develop a structural model and the identified barriers are categorized based on their dependence and driving power in the various categories.FindingsFrom the intensive case analysis, we identify fourteen barriers that constrain the successful implementation of TQM. The findings also provide a hierarchy of barriers in which the absence of top management involvement and ineffective leadership are the human barriers having the highest dependence.Research limitations/implicationsThe critical inputs show the implementation of TQM in the firms being more proactive and well prepared in the selected five companies. The study's emphasis on barriers will help organizations in implementing TQM for better sustainability in an organizational context.Originality/valueIn the successful implementation of TQM, barriers need to be identified because failure has often eliminated the organizations from the market. Thus, TQM is the source of strength to achieve higher productivity, profitability, and sustainable business performance. The barriers must be identified to improve organizational performance to contribute to sustainable development.

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“…Quality performance measurement of customer perspective TQM is recognized as a management philosophy that ensures continuous improvement in the organization throughout and creates an organizational culture to achieve customer satisfaction (Chen, 2015). Since the final goal of quality management is to achieve customer satisfaction, the performance measurement system in companies that implement TQM should address quality issues such as customer surveys, customer perceived needs, product quality, the change and presentation of new products, as well as the image that the company displays from the customer's perspective so as to design products or services that can achieve customer desires on products or services (Wei et al, 2017). Also receiving feedback from the customer should be considered to improve quality and ensure customer satisfaction relative to product quality (Sinclair and Zairi, 1995a;Lockamy III, 1998).These factors are considered as important measures.…”

Section: Performance Measurement Of Company Qualitymentioning

confidence: 99%

“…Thus, the performance measurement system should be based on financial and non-financial criteria to evaluate the performance of comprehensive quality management (Pimentel and Major, 2014). With regard to this issue, the companies which implement comprehensive quality management should redesign their performance evaluation system and determine the performance criteria according to quality management (Wei et al , 2017). The companies which attempt to implement comprehensive quality management should increase employee training, employee skills, and employee satisfaction to strengthen the relationship between employees and company and increase employee motivation to engage in comprehensive quality management activities (Mehralian et al , 2017).…”

Section: Previous Literature Reviews On Quality Management Performanc...mentioning

confidence: 99%

Supply chain quality management performance measurement: systematic review

Karamouz

Kahnali

Ghafournia

2020

IJQRM

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PurposeThis study aims at investigating the existing knowledge in the literature on quality management performance measurement in order to identify performance measures in the field of total quality management and classify measures according to the three levels of supplier, customer and company.Design/methodology/approachA systematic literature review is conducted at the intersection of performance measurement and total quality management fields. Four databases including Web of Sciences, Scopus, Emerald and Google Scholar were searched up to 2018. A final sample of 24 articles was selected based on the inclusion/exclusion criteria that constitutes the knowledge base of the study.FindingsOne of the problems that many organizations face is the lack of knowledge and resources on how to evaluate, improve and manage the quality performance. Through analysis and synthesis of the literature, the study revealed the measures for assessing quality performance at three levels of supplier, customer and company.Research limitations/implicationsThis study focuses only on four databases, which may have limited the number of the databases included and thus the scope of this investigation to a certain extent.Originality/valueThe present study aimed to identify and classify different performance measures through a systematic literature review framework classifying these measures into three groups. The article brings together fragmented literature from multiple studies to categorize research output regarding performance measurement of supply chain quality. The paper shows the state of the performance measurement in total quality management in supply chain.

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Performance measurement systems, TQM and multi-level firm performance: a person–organisation fit perspective

Cited by 13 publications

References 42 publications

An ANP-Balanced Scorecard Methodology to Quantify the Impact of TQM Elements on Organisational Strategic Sustainable Development: Application to an Oil Firm

An ANP-Balanced Scorecard Methodology to Quantify the Impact of TQM Elements on Organisational Strategic Sustainable Development: Application to an Oil Firm

Barriers to Total Quality Management for sustainability in Indian organizations

Supply chain quality management performance measurement: systematic review

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