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 |