Detail Total Quality Management and Performance Appraisal : An Integrative Perspective   Oleh:  Taylor, M. Susan ; Masterson, Suzanne S. Jenis: Article from Bulletin/Magazine Dalam koleksi: Journal of Quality Management vol. 1 no. 1 (1996), page 67-90. Topik: TQM; TQM; performance appraisal; integrative perspective Ketersediaan Perpustakaan Pusat (Semanggi) Nomor Panggil: JJ55.1 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada     Lihat Detail Induk Isi artikel Total quality management (TQM) proponents such as Deming (1986) advocate the elimination of performance appraisal because it is perceived as contradictory to the purposes of TQM. However, performance appraisal researchers (Carson, Cardy, & Dobbins, 1992; Waldman & Kenett, 1990), as well as management practitioners (see, for example, Blackburn & Rosen, 1993; Bowen & Lawler, 1992), have argued against the elimination of performance appraisal in quality - oriented organizations. This article proposes that, rather than being contradictory, TQM and performance appraisal may be quite complementary, such that each adds value to the operations of the other and to the organization as a whole. As a first step, we clarify exactly what is meant by TQM, using the Malcolm Baldrige National Quality Award criteria, and propose a type of performance appraisal system, labeled total performance management (TPM), based on prior theory and research. We explain how these two systems serve to complement one another, through providing supplementary perspectives (systems and individual) and interrelated purposes (providing a vision and providing a tool as a means of implementing the vision). We then develop propositions concerning how the integration of TPM and TQM add value to the organization and increase the effectiveness of each other's operations. The article concludes with ideas for future research in this area. Opini Anda Klik untuk menuliskan opini Anda tentang koleksi ini! Kembali

Copyright © 2006, 2007 Unika Atma Jaya, all rights reserved