Category: 334 (Performance management)

Title Cat:App Page
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