A contrast of HRM and TQM approaches to performance management : Some Evidence

E. Soltani, R.B. Van Der Meer, T.M. Williams

Research output: Contribution to journalArticle

41 Citations (Scopus)

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.
LanguageEnglish
Pages211-230
Number of pages19
JournalBritish Journal of Management
Volume16
Issue number3
DOIs
Publication statusPublished - 2005

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Total quality management
Performance management
Disasters
Personnel

Keywords

  • human resource management
  • total quality management
  • management thory
  • performance management

Cite this

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title = "A contrast of HRM and TQM approaches to performance management : Some Evidence",
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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A contrast of HRM and TQM approaches to performance management : Some Evidence. / Soltani, E.; Van Der Meer, R.B.; Williams, T.M.

In: British Journal of Management, Vol. 16, No. 3, 2005, p. 211-230.

Research output: Contribution to journalArticle

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