| Being excellent: Predicting team performance based on social cognitive theory and social identification theory |
334:Y |
QCAS / 68 / 1-2 / 71 |
| A preliminary analysis modeling of the relationship between
quality management practices and sustainable performance |
334:Y |
QCAS / 67 / 1-2 / 55 |
| Performance measurement systems, TQM and multi-level firm performance: A person-organization fit perspective |
334:Y |
QCAS / 67 / 1-2 / 57 |
| Applying a fuzzy questionnaire in a peer review process |
334:A |
QCAS / 66 / 1-2 / 37 |
| Total quality management and performance management systems: Team players or lonely riders? |
334:Y |
QCAS / 65 / 5-6 / 399 |
| Application and development of the people capability maturity model level of an organization |
334:Y |
QCAS / 65 / 3-4 / 201 |
| The effect of Europe Union common assessment framework on organizational commitment with role of job satisfaction |
334:Y |
QCAS / 65 / 3-4 / 205 |
| Reference models and competitiveness: An empirical test of the management excellence model (MEG) in Brazilian companies |
334:Y |
QCAS / 65 / 3-4 / 207 |
| The interaction between occupational values and job satisfaction in an authoritative public administration organization |
334:Y |
QCAS / 65 / 1-2 / 39 |
| Being excellent: Predicting team performance, proactivity, and proficiency in technological industries |
334:Y |
QCAS / 64 / 1-2 / 73 |
| Dependency relationships between critical factors of quality and employee satisfaction |
334:A |
QCAS / 63 / 1-2 / 49 |
| A performance measurement framework
for service-oriented marketing |
334:Y |
QCAS / 62 / 5-6 / 465 |
| Testing for motivation to engage in improvements:
A conceptual framework and an initial empirical test |
334:Y |
QCAS / 62 / 1-2 / 57 |
| Effects of perceived organization support, employee engagement
and organization citizenship behavior on quality performance |
334:Y |
QCAS / 62 / 1-2 / 59 |
| The effects of quality management practices
on employees’ well-being |
334:Y |
QCAS / 60 / 5-6 / 487 |
| Measuring how the head of department measures up: Development of an evaluation framework for the head of department role |
334:A |
QCAS / 57 / 5-6 / 499 |
| The fourth theory of worker motivation |
334:A |
QCAS / 57 / 5-6 / 501 |
| Implementing TQM in healthcare: The critical leadership traits |
334:B |
QCAS / 57 / 5-6 / 503 |
| To agree or not to agree? A meta-analytical review of strategic consensus and organizational performance |
334:A |
QCAS / 57 / 4 / 333 |
| The effect of TQM practices on employee satisfaction and loyalty in government |
334:A |
QCAS / 57 / 1-2 / 61 |
| Emotional intelligence: A catalyst for inspirational leadership and management excellence |
334:A |
QCAS / 56 / 5-6 / 457 |
| Impact of multi-source feedback on leadership competency development: A longitudinal field study |
334:Y |
QCAS / 56 / 3 / 219 |
| Knowledge as a facilitator for enhancing innovation performance through total quality management |
334:Y |
QCAS / 55 / 4 / 337 |
| Middle manager leadership and frontline employee performance: Bypass, cascading, and moderating effects |
334:A |
QCAS / 55 / 3 / 219 |
| The role of front-line ideas in lean performance improvement |
334:A |
QCAS / 55 / 1-2 / 55 |
| Illustrating the future prediction of performance based on computer code, physical experiments, and critical performance parameter samples |
334:Y |
QCAS / 55 / 1-2 / 57 |
| Factors affecting professional job mastery: Quality of study or work experience? |
334:A |
QCAS / 54 / 5-6 / 479 |
| Alternative arguments and directions for studying performance measurement |
334:A |
QCAS / 54 / 4 / 315 |
| A systematic approach to reduce human and system-related errors causing customer dissatisfaction in a production environment |
334:A |
QCAS / 54 / 3 / 205 |
| Constructs and systems: Connecting strategy deployment and performance excellence |
334:A |
QCAS / 54 / 3 / 207 |
| A performance measurement system for SMEs taking part in Quality Award Programmes |
334:Y |
QCAS / 54 / 3 / 209 |
| Building bridges between researchers and practitioners: A collaborative approach to research in performance excellence |
334:A |
QCAS / 54 / 1-2 / 49 |
| Driven by metrics |
334:Y |
QCAS / 54 / 1-2 / 51 |
| Evaluating the organizational performance of Taiwanese hospitals using the analytic hierarchy process |
334:Y |
QCAS / 52 / 6 / 633 |
| Tell me why I don’t like Mondays: Investigating day of the week effects on job satisfaction and psychological well-being |
334:A |
QCAS / 51 / 5 / 529 |
| Employee satisfaction: Does Kano’s model apply? |
334:A |
QCAS / 50 / 3 / 285 |
| Challenges posed to performance management by TQM gurus: Contributions of individual employees versus systems-level features |
334:Y |
QCAS / 50 / 3 / 289 |
| Employee empowerment: Conceptualization, aims and outcomes |
334:A |
QCAS / 50 / 2 / 157 |
| Perceptual measures of performance: Fact or fiction? |
334:A |
QCAS / 50 / 1 / 47 |
| Reviewing the reviewers |
334:A |
QCAS / 49 / 6 / 645 |
| Assessing workforce perception of total quality-based performance measurement: A case study of a customer equipment servicing organization |
334:Y |
QCAS / 49 / 4 / 409 |
| Critical success factors of quality managers: A measurement instrument |
334:A |
QCAS / 48 / 6 / 635 |
| Sustaining healthcare excellence through performance measurement |
334:B |
QCAS / 48 / 6 / 637 |
| Running like a bottled tornado |
334:A |
QCAS / 48 / 5 / 513 |
| Development of an integrated total quality management and performance measurement system for self-assessment: A method |
334:A |
QCAS / 48 / 4 / 389 |
| An organizational profitability, productivity, performance (PPP) model: Going beyond TQM and BPR |
334:Y |
QCAS / 48 / 4 / 391 |
| Performance measurement system |
334:Y |
QCAS / 48 / 3 / 277 |
| Redesigning a square peg: Total quality management performance appraisals |
334:Y |
QCAS / 48 / 2 / 143 |
| A quality career center |
334:A |
QCAS / 48 / 1 / 65 |
| Employee selection in a total quality management context: Taking a hard look at a soft issue |
334:A |
QCAS / 47 / 5 / 511 |
| Knowledge dissemination and advancement of organizational excellence |
334:Y |
QCAS / 47 / 5 / 513 |
| Communities of practice and organizational performance |
334:Y |
QCAS / 47 / 5 / 515 |
| Nobody ever gets credit for fixing problems that never happened: Creating and sustaining process improvement |
334:A |
QCAS / 47 / 4 / 409 |
| Empowerment in total quality: Designing and implementing effective employee decision-making strategies |
334:Y |
QCAS / 46 / 6 / 629 |
| Northern Ireland Electricity and the performance management movement: How five major of organizational business units compare |
334:Z |
QCAS / 46 / 3 / 289 |
| Four-step approach for eliminating people-dominant defect |
334:Y |
QCAS / 45 / 4 / 407 |
