Performance Management

Paper Summary:

This paper contends that general deductions at the procedural or technical level are that TQM organizations are more probable to deal with and evaluate process performance and employ a broader array of measures of performance than non-TQM organizations. The paper claims that novelty and time-related performance, quality, delivery, and customer contentment continue to be the most extensively used performance measures. The paper examines the necessity to combine planned goals, customer needs, process capability, and personal participation that are perceived as essential for successful performance management systems based on Total Quality Management.

From the Paper:

"Total quality management - TQM endeavors to produce an organizational culture that promotes constant development in everything by everyone at all times, and necessitates changes in organizational processes, priorities relating to strategies, individual beliefs, attitudes and behaviors. (Pun; Lau, 2003, p. 316) To decide the quality performance on projects, all companies use conventional hard measurements like cost, schedule and safety. Some other soft methods like customer contentment, guidance, employee participation, and cooperation; training, flexibility, awareness, etc are used by the top companies. Most consider the requirement for clear work procedures and the interactive processes of planning, communication, and teamwork among all parties are main aspects in project achievement. (Quality Performance Measurements of the EPC Process: Current Practices)"

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