This integrative conceptual review is based on a critical need in the area of performance management (PM), where there remain important unanswered questions about the effectiveness of PM that affect ...both research and practice. In response, we create a theoretically grounded, comprehensive, and integrative model for understanding and measuring PM effectiveness, comprising multiple categories of evaluative criteria and the underlying mechanisms that link them. We then review more than 30 years (1984-2018) of empirical PM research vis-à-vis this model, leading to conclusions about what the literature has studied and what we do and do not know about PM effectiveness as a result. The final section of this article further elucidates the key "value chains" or mediational paths that explain how and why PM can add value to organizations, framed around three pressing questions with both theoretical and practical importance (How do individual-level outcomes of PM emerge to become unit-level outcomes? How essential are positive reactions to the overall effectiveness of PM? and What is the value of a performance rating?). This discussion culminates in specific propositions for future research and implications for practice.
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The primary objective of this study is to examine the present literature of Total Quality Management (TQM) and its connection with industry 4.0. The author tried to understand what subject and ...problems might be deemed more relevant, referring to the so-called Quality 4.0, which is absent from the literature to open avenues for further research. To achieve the primary objective, the author reviewed the literature on TQM from the objective (soft) and subjective (hard) perspectives, followed by identifying the critical success factors and future research avenues for researchers. A total of 87 empirical studies from 1987-2019 were studied. The descriptive and thematic analysis identified the soft and hard total quality management practices. A quality tool, 'Pareto Analysis', was applied to soft and hard TQM practices. The comprehensive review identified 23 soft and 15 hard TQM practices in the manufacturing and services sectors. The findings revealed four soft dimensions for the effective implementation of Quality 4.0 in business: Top management commitment, customer focus, training and learning, and quality of big data and analysis. Furthermore, three hard dimensions revealed the effective implementation of Quality 4.0: process management, continuous improvement, and product/service design.
This study is primarily focused on the effect of total quality management (TQM) on organization performance of Small and Medium Enterprises (SMEs) service sector in Selangor, Malaysia. The four ...critical elements of TQM; namely customer focus (X1), continuous improvement (X2), strategically based (X3), and total employee involvement (X4) are used as an important factors influencing on organization performance (Y). The necessary data are collected from 350 managers/owners of service sector SMEs in Selangor, Malaysia using some questionnaire. Multiple linear regression analysis is performed in this study by using SPSS 23. All hypotheses are positively fit with the conceptual model and show a positive impact of TQM on organization performance. The research finding indicate that TQM elements; namely customer focus, continuous improvement, strategically based, and total employee involvement have a positive and significant effects on organization performance.
Environmental social governance (ESG) and total quality management (TQM) are two relevant mechanisms that hold great promise for a progressive and sustainable world. Yet, their application and study ...have largely remained independent of one another, which may be due to the traditionally outward focus of ESG and inward focus of TQM. To address this gap, this article aims to shed light on the latest issues on ESG and TQM, and the ways in which they could be logically and seamlessly integrated, wherein ESG and TQM become both inward and outward in their focus. Using a novel multi-study meta-systematic review, this article makes a noteworthy contribution by consolidating the potential of integrating ESG and TQM, and thus, should be useful for stakeholders who wish to untangle the complexities of ESG and TQM, as well as the ways in which they could co-exist for a brighter future.
This book presents an innovative method of how to select a leader based on system engineering concepts and the voice of the customer from Total Quality Management.
To achieve sustainable change, quality improvement initiatives must become the new way of working rather than something added on to routine clinical care. However, most organizational change is not ...maintained. In this next article in this Moving Points in Nephrology feature on quality improvement, we provide health care professionals with strategies to sustain and support quality improvement. Threats to sustainability may be identified both at the beginning of a project and when it is ready for implementation. The National Health Service Sustainability Model is reviewed as one example to help identify issues that affect long-term success of quality improvement projects. Tools to help sustain improvement include process control boards, performance boards, standard work, and improvement huddles. Process control and performance boards are methods to communicate improvement results to staff and leadership. Standard work is a written or visual outline of current best practices for a task and provides a framework to ensure that changes that have improved patient care are consistently and reliably applied to every patient encounter. Improvement huddles are short, regular meetings among staff to anticipate problems, review performance, and support a culture of improvement. Many of these tools rely on principles of visual management, which are systems transparent and simple so that every staff member can rapidly distinguish normal from abnormal working conditions. Even when quality improvement methods are properly applied, the success of a project still depends on contextual factors. Context refers to aspects of the local setting in which the project operates. Context affects resources, leadership support, data infrastructure, team motivation, and team performance. For these reasons, the same project may thrive in a supportive context and fail in a different context. To demonstrate the practical applications of these quality improvement principles, these principles are applied to a hypothetical quality improvement initiative that aims to promote home dialysis (home hemodialysis and peritoneal dialysis).
Six Sigma and Lean methodologies are effective quality improvement tools in many health care settings. We applied the DMAIC methodology (define, measure, analyze, improve, control) to address ...deficiencies in our pediatric anesthesia supply chain. We defined supply chain problems by mapping existing processes and soliciting comments from those involved. We used daily distance walked by anesthesia technicians and number of callouts for missing supplies as measurements that we analyzed before and after implementing improvements (anesthesia cart redesign). We showed improvement in the metrics after those interventions were implemented, and those improvements were sustained and thus controlled 1 year after implementation.
These two volumes are about understanding—why—and application—how—with the aim of providing guidance and introduction to both.Quality is the consistent achievement of the user’s expectations of a ...product or service. The achievement needs to be “The right thing, right first time, every time, in time.” Beginning with manufacturing and services, it also includes professional, personal, and spiritual dimensions.Variation does not sit happily with consistency and skill in handling risk and opportunity requires competence in the use of statistics, probability, and uncertainty; and needs to complement the critically essential soft dimensions of quality and the overarching and underpinning primacy of personal relationships.There are no clear boundaries to the applicability of quality and the related processes and procedures expressed in management systems, and this is why it matters so much to show “how it applies in diverse business and social environments.” Increasingly, the acceptability of boundaries that are drawn depends on their effect on the user and the achievement of quality, and the latest standards on quality management are explicit on this key point.Quality is everyone’s business, and there is no single professional discipline that can properly express this. Insights, knowledge, experience, best practice, tools, and techniques need to be shared across all kinds of organizational and professional boundaries, and there is no departmental boundary that can stand apart from the organization-wide commitment to quality achievement.
We characterize the ecological, economic, and community performance of 21 major tuna fisheries, accounting for at least 77% of global tuna production, using the Fishery Performance Indicators. Our ...analysis reveals that the biggest variations in performance among tuna fisheries are driven by the final markets that they target: international sashimi market tuna fisheries considerably outperform a comparison set of 62 non-tuna fisheries in the Fishery Performance Indicator database, international canned tuna market fisheries perform similarly to the comparison set, and tuna fisheries supplying local markets in coastal states considerably underperform the comparison set. Differences among regional fishery management organizations primarily reflect regional species composition and market access, despite stark variation in governance, management, and other enabling conditions. With a legacy of open access, tuna's harvest sector performance is similar across all fisheries, reflecting only a normal return on the capital and skill invested: industrial vessels slightly outperform semi-industrial and artisanal vessels. Differences emerge in the post-harvest sector however, as value chains able to preserve quality and transport fish to high value markets outperform others.
PurposeThis study investigates the role of “soft” factors of total quality management – in terms of empowerment and engagement of employees – in facilitating or hindering organizational performance ...of the university technology transfer offices.Design/methodology/approachThe authors developed an Ordinary Least Squares (OLS), multiple regression model to test if empowerment and engagement affect organizational performance of the university technology transfer offices.FindingsThe authors found that “soft” factors of total quality management – in terms of empowerment and engagement – facilitate the improvement of organizational performance in university technology transfer offices.Practical implicationsThe authors’ analysis shows that soft total quality management practices create the conditions for improving organizational performance. This study provides practical implications by showing that, in the evaluation of the technology transfer office, not only the “hard” variables (e.g. number of employees and employee experience) but also the “soft” one (e.g. empowerment and engagement) matter. Therefore, university technology transfer managers or university technology transfer delegates should take actions to promote not only empowering employees but also create a climate conducive to employees' engagement in the university technology transfer offices.Originality/valueWith regards to the differences in organizational performances of university technology transfer offices, several studies have focused their attention on technology transfer professionals in technology transfer offices, but only a few of them have examined the “soft side” of total quality management. Thus, this study examines the organizational goals of technology transfer offices through “soft” factors of total quality management in terms of empowerment and engagement employees.
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