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A contrast of HRM and TQM approaches to performance management: some evidence

A contrast of HRM and TQM approaches to performance management: some evidence
A contrast of HRM and TQM approaches to performance management: some evidence
Using a survey, this paper provides information about the current state of performance management (appraisal) from a sample of UK-based EFQM-affiliated organizations. It particularly focuses on several critical issues of performance management in the context of TQM including: the effectiveness of TQM programmes; the rationale for performance management; degree of internal consistency between TQM assumptions and performance management systems; and the relationship among performance management, effectiveness of TQM programmes, employee satisfaction and overall organization performance. Although the fundamental precepts advocated by founders of TQM appear to be in conflict with performance management practices, however, the article argues that, rather than being contradictory, both can add value to the operations of the other in the interest of the organization as a whole. More precisely, the paper explains how a successful TQM strategy requires a rethinking and changing the organization's performance management system, otherwise it is highly likely to result in a disaster. To conclude, the survey evidence is used, combined with previous literature, to discuss the implications of these results for designing a contextually appropriate performance management for TQM and in the interest of the future research on TQM and HRM.
1045-3172
211-230
Soltani, Ebrahim
0988c2ec-ae63-4252-b8be-1b1d9bd9fb25
van der Meer, Robert B.
7657fb8f-ee0e-43ec-99d6-d0621e929d1e
Williams, Terry M.
5ccc81d4-960b-4f0b-8d9e-6e2ba9e64502
Soltani, Ebrahim
0988c2ec-ae63-4252-b8be-1b1d9bd9fb25
van der Meer, Robert B.
7657fb8f-ee0e-43ec-99d6-d0621e929d1e
Williams, Terry M.
5ccc81d4-960b-4f0b-8d9e-6e2ba9e64502

Soltani, Ebrahim, van der Meer, Robert B. and Williams, Terry M. (2005) A contrast of HRM and TQM approaches to performance management: some evidence. British Journal of Management, 16 (3), 211-230. (doi:10.1111/j.1467-8551.2005.00452.x).

Record type: Article

Abstract

Using a survey, this paper provides information about the current state of performance management (appraisal) from a sample of UK-based EFQM-affiliated organizations. It particularly focuses on several critical issues of performance management in the context of TQM including: the effectiveness of TQM programmes; the rationale for performance management; degree of internal consistency between TQM assumptions and performance management systems; and the relationship among performance management, effectiveness of TQM programmes, employee satisfaction and overall organization performance. Although the fundamental precepts advocated by founders of TQM appear to be in conflict with performance management practices, however, the article argues that, rather than being contradictory, both can add value to the operations of the other in the interest of the organization as a whole. More precisely, the paper explains how a successful TQM strategy requires a rethinking and changing the organization's performance management system, otherwise it is highly likely to result in a disaster. To conclude, the survey evidence is used, combined with previous literature, to discuss the implications of these results for designing a contextually appropriate performance management for TQM and in the interest of the future research on TQM and HRM.

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Published date: 2005

Identifiers

Local EPrints ID: 36907
URI: http://eprints.soton.ac.uk/id/eprint/36907
ISSN: 1045-3172
PURE UUID: efc05761-d464-4037-8d23-e004ee827377

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Date deposited: 23 May 2006
Last modified: 15 Jul 2019 19:04

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Contributors

Author: Ebrahim Soltani
Author: Robert B. van der Meer
Author: Terry M. Williams

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