The utility of performance review systems : a total quality management perspective

Liao, Ying-Ying and Soltani, Ebrahim and Iqbal, Abdullah and van der Meer, Robert (2024) The utility of performance review systems : a total quality management perspective. Strategic Change. pp. 1-24. ISSN 1086-1718 (https://doi.org/10.1002/jsc.2580)

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Abstract

Scholars and practitioners alike have argued that performance review is prone to destructive effects and negative outcomes in progressive work organizations with a total quality management (TQM) orientation. Despite its pervasive use and significant consequences at individual, team, and organizational levels across contemporary workplaces, it has remained inadequately explored for its current operational systems and their role in helping employees achieve job mastery and enabling organizations to attain desired quality outcomes. To address this lacuna, this study aims to explore how performance review systems can align with continuous quality improvement in contemporary workplaces that espouse a culture of continuous learning and quality improvement. Given the exploratory and broad scope of the research, it adopts a multiple case study design which offers benefits both in terms of process and outcomes. The findings are indicative of two different performance review systems with very different implications for managing employees and achieving quality outcomes in line with TQM: tactical system with a focus on employee obedience to rigid top-down control system for achieving conformance quality measures, and a dynamic system with a focus on employee ownership of the quality process for achieving desired quality.

  • Item type:Article
    ID code:88607
    Dates:
    Date
    Event
    26 March 2024
    Published
    26 March 2024
    Published Online
    7 March 2024
    Accepted
    9 January 2023
    Submitted
    Notes:Copyright © 2024 Owner. This is the peer reviewed version of the following article: Liao, Y-Y, Soltani, E, Iqbal, A & van der Meer, R 2024, 'The utility of performance review systems: a total quality management perspective', Strategic Change, pp. 1-24, which has been published in final form at https://doi.org/10.1002/jsc.2580. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions. This article may not be enhanced, enriched or otherwise transformed into a derivative work, without express permission from Wiley or by statutory rights under applicable legislation. Copyright notices must not be removed, obscured or modified. The article must be linked to Wiley’s version of record on Wiley Online Library and any embedding, framing or otherwise making available the article or pages thereof by third parties from platforms, services and websites other than Wiley Online Library must be prohibited.
    Subjects:Social Sciences > Commerce > Business > Personnel management. Employment management
    Social Sciences > Commerce > Business
    Department:Strathclyde Business School > Management Science
    Depositing user: Pure Administrator
    Date deposited:03 Apr 2024 13:49
    Last modified:21 Apr 2024 07:07
    URI:https://strathprints.strath.ac.uk/id/eprint/88607
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