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The compatibility of performance appraisal systems with TQM principles - evidence from current practice

The compatibility of performance appraisal systems with TQM principles - evidence from current practice
The compatibility of performance appraisal systems with TQM principles - evidence from current practice
Purpose – This paper aims to address the question whether or not quality-driven organisations have, in practice, tended to adjust their performance appraisal systems to integrate total quality management (TQM) requirements.
Design/methodology/approach – To do so, the findings of an initial literature survey suggested the combined use of quantitative and qualitative methods for empirical research. The quantitative element consists of a postal questionnaire survey of 64 UK-based, quality-driven organisations on the topic of performance appraisal in the context of TQM. Key informants from ten of these organisations were subsequently interviewed in order to gather detailed information on the reasons behind their initial responses.
Findings – The results indicated that only a minority of the respondents were satisfied with their TQM programmes. But this comparative lack of success did not lead them to eliminate performance appraisal altogether, as advocated by Deming and others because of the role of systems-level causes of performance variation.
Research limitations/implications – One important question concerns the notion (expounded in much of the quality literature) that a vast proportion of the variance in individual performance is caused by systems-level features. There is, however, little hard evidence for this view.
Practical implications – By acquiring the relevant knowledge and understanding of contextually-appropriate performance appraisal and management, practitioners would be able to translate and mediate TQM requirements into performance appraisal criteria to maintain the integrity of organisational change initiatives aimed at long-term business excellence.
Originality/value – The research provides a starting-point for both TQM scholars and managers, and it can serve as a road-map and a challenge to quality-driven organisations.
0144-3577
92-112
Soltani, E.
68f3a562-3924-48b1-8941-20f373b00f9e
Van der Meer, R.B.
9b17d144-3ced-44d5-b5b9-b3eb1ac4926c
Williams, T.M.
fb409365-0027-4db3-b401-58a8c8992639
Lai, P.
4797d839-77d6-4a64-a7cc-2949c5232cec
Soltani, E.
68f3a562-3924-48b1-8941-20f373b00f9e
Van der Meer, R.B.
9b17d144-3ced-44d5-b5b9-b3eb1ac4926c
Williams, T.M.
fb409365-0027-4db3-b401-58a8c8992639
Lai, P.
4797d839-77d6-4a64-a7cc-2949c5232cec

Soltani, E., Van der Meer, R.B., Williams, T.M. and Lai, P. (2006) The compatibility of performance appraisal systems with TQM principles - evidence from current practice. International Journal of Operations & Production Management, 26 (1), 92-112.

Record type: Article

Abstract

Purpose – This paper aims to address the question whether or not quality-driven organisations have, in practice, tended to adjust their performance appraisal systems to integrate total quality management (TQM) requirements.
Design/methodology/approach – To do so, the findings of an initial literature survey suggested the combined use of quantitative and qualitative methods for empirical research. The quantitative element consists of a postal questionnaire survey of 64 UK-based, quality-driven organisations on the topic of performance appraisal in the context of TQM. Key informants from ten of these organisations were subsequently interviewed in order to gather detailed information on the reasons behind their initial responses.
Findings – The results indicated that only a minority of the respondents were satisfied with their TQM programmes. But this comparative lack of success did not lead them to eliminate performance appraisal altogether, as advocated by Deming and others because of the role of systems-level causes of performance variation.
Research limitations/implications – One important question concerns the notion (expounded in much of the quality literature) that a vast proportion of the variance in individual performance is caused by systems-level features. There is, however, little hard evidence for this view.
Practical implications – By acquiring the relevant knowledge and understanding of contextually-appropriate performance appraisal and management, practitioners would be able to translate and mediate TQM requirements into performance appraisal criteria to maintain the integrity of organisational change initiatives aimed at long-term business excellence.
Originality/value – The research provides a starting-point for both TQM scholars and managers, and it can serve as a road-map and a challenge to quality-driven organisations.

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More information

Published date: 2006

Identifiers

Local EPrints ID: 36909
URI: http://eprints.soton.ac.uk/id/eprint/36909
ISSN: 0144-3577
PURE UUID: f082db01-d700-4c08-b131-177b9ad09c42

Catalogue record

Date deposited: 06 Jun 2006
Last modified: 26 Apr 2022 18:04

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Contributors

Author: E. Soltani
Author: R.B. Van der Meer
Author: T.M. Williams
Author: P. Lai

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