Conflict between theory and practice: TQM and performance appraisal

Abstract

PurposeA remarkable amount of theory‐based research is beginning to suggest that, even in organisations that pride themselves on having a quality orientation, the approach driving current policies and practices for human resource (HR) performance appraisal might be in fundamental conflict with essential requirements of total quality management (TQM). Seen in this light, this article aims to explore such (in)consistency between HRM theory and TQM precepts and assumptions.Design/methodology/approachGiven that there is relatively little evidence regarding the nature of HR performance appraisal in quality‐driven organisations, this research used a combination of quantitative and qualitative investigation of performance appraisal and TQM assumptions.FindingsThe research highlights that while some of the quality management gurus, followed by other TQM scholars, advise organisations to relinquish and eliminate performance appraisal practices, this is not a unanimous view in both the literature and practice.Research limitations/implicationsThe research has the potential to aid researchers in comprehending the broad and complex mix of performance appraisal practices with those criteria underlying TQM. Therefore, the fundamental need is for more empirical research and analysis in order to test various theoretical assumptions about the impact of HR‐related practices on organisational performance in quality‐driven organisations.Practical implicationsThe results of the research should enable practicing managers to determine which HR performance characteristics are more consistent with TQM initiatives. In particular, the research findings should also facilitate more valid diagnosis of TQM failures.Originality/valueThe paper highlights that the effectiveness of TQM can be enhanced by designing a performance management system that fits the culture and strategy of the organisation and also strongly supports a quality‐driven management strategy.

Supply chain integration, quality management and firm performance of pork processing industry in China

“…Most studies have analysed the relationship between QMP and firm performance, elements that affect quality management implementation and the major barriers to quality programs' success (e.g. Das et ai, 2000;Lee et ai, 2002;Soltani, 2005). However, little empirical research has been conducted in the area of quality management in Chinese manufacturing companies (Zhanget ai, 2000;Sun, 2006).…”

“…Great interest has been aroused in the academic circle and business world to investigate the adoption and implementation of total quality management (TQM) approaches over the last decades (Soltani, 2005). Quality gurus have identified key process improvement practices that affect quality, including top management support and quality policy, employee training, employee relations, product and process design management, supplier quality management, management of processes and operating procedures, the role of the quality department, and the collection and usage of data on quality shortfalls (Saraph et al, 1989).…”

“…Most studies have analysed the relationship between QM practices and their effects on firm performance, elements that affect QM implementation, and the major barriers to quality program success (eg. Das et al, 2000;Lee et al, 2002;Kaynak, 2003;Mehra et al, 2001;Soltani, 2005). The QM practices focused on these studies generally include: management leadership, role of the quality department, training, employee relations, quality data and reporting, supplier quality management, product/service design and process management (Kaynak, 2003).…”

Individual Performance Management: A Review of Current Practices

“…Advocates (both practitioners and academics) of Total Quality Management (TQM) claim that performance appraisals are unnecessary in most organizations and that TQM will ensure a high level of performance within all aspects of the organization (Soltani, 2005). However, it is difficult to justify this argument in terms of many organizations, as TQM has mainly been applied within the manufacturing industry which a significant amount of organizations are clearly not involved in.…”

Modelling the Relationship between Performance Appraisal and Organizational Productivity in Nigerian Public Sector

“…The questionnaires were designed in such a way to obtain data from the respondents. It was designed to gather relevant information to be used in testing hypothesis [33]. The well-structured questionnaires were in such a way that the items for which responses were needed had already been written and all that was needed was to tick the most suitable option from the list of options given, ranging from Strongly agree (SA), Agree (A), Undecided (U), Disagree (D), Strongly Disagree (SD).…”