An Empirical Evaluation of Performance Measurement Systems for Total Quality Management

Hsin Hsin Chang

38 citations0/0 files storedTotal Quality Management & Business Excellence

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Quality and Supply Management Accounting and Organizational Management Management Systems and Quality Improvement

Abstract

Performance measurement systems in 14 case study organizations are analysed, to provide the basis for a model of total quality-based performance measurement, which includes strategy development and goal deployment, process management at the organizational level, performance appraisal, comparative organizational performance assessment, and reward and recognition mechanisms. This model is then used to guide a questionnaire survey of 204 total quality-based organizations. The survey indicates that successful performance measurement builds customer satisfaction and profitability by involving employees at all levels in all departments in a philosophy of continuous improvement, typically integrated via information technology systems that may include those of suppliers and customers.

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References

1998Putting the Balanced Scorecard to Work 1995Total Quality Management: Empirical, Conceptual, and Practical Issues 2001Relationships between implementation of TQM, JIT, and TPM and manufacturing performance 1984The evolution of management accounting 1990The New Performance Challenge: Measuring Operations for World-Class Competition 2001Firm characteristics, total quality management, and financial performance 1991Perceived service quality as a customer‐based performance measure: An empirical examination of organizational barriers using an extended service quality model 1998The TQM Paradox: Relations among TQM practices, plant performance, and customer satisfaction

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