平衡记分卡业绩评价模式在我国企业中应用问题探讨

平衡计分卡作为一种建立在战略管理理论上的企业业绩评价模式，将传统的财务评价指标与非财务评价指标相结合，克服了传统业绩评价模式中单一采用财务指标的局限性，逐渐成为企业进行业绩评价和战略管理的一种综合全面的业绩评价模式。本文通过对平衡记分卡优势的分析，并针对传统业绩评价模式存在的缺陷，进而提出平衡记分卡的业绩评价模式在我国企业中应用的建议。     

平衡记分卡应用问题研究

文章从平衡记分卡的概念、产生背景展开，筒述了平衡记分卡这一绩效管理工具的发展历程及核心内容，介绍了国际知名企业实施过程中的成功案例。对国内绩效管理现状进行了阐述，提出了平衡记分卡应用过程中出现的问题。并就一家国有寿险公司为例对平衡记分卡的应用展开论述，说明基于平衡记分卡的绩效管理模式对公司业绩的改善有重要作用。     

浅析煤炭企业人力资源薪酬管理

本文从平衡记分卡考核结构与薪酬挂钩,员工技平衡记分卡的补充,平衡计分卡绩效考核结果与薪酬挂钩的方法几个方面进行对煤炭企业人力资源薪酬管理的分析.最后得出煤炭企业薪酬管理的多样化设计.     

高校教师职工绩效考核平衡记分卡模型的构建

本文通过平衡记分卡理论的研究,将将平衡记分卡引入高校教师绩效考核中的适用性、可行性和有效性进行了分析,以说明平衡记分卡能够也应该成为高校教师绩效考核的一种有效工具;最终提出了用于高校教师绩效考核的模型。     

基于平衡记分卡的供应商评估体系研究

分析了供应链中供应商评估的重要性，基于平衡记分卡评估系统，建立了面向供应链的供应商评估指标体系，并采用模糊层次分析算法进行计算、评估。在平衡记分卡因果关系链的基础上，分析了供应链中不同类型的供应商的评估对平衡记分卡的4个方面的不同权重。     

一种新的公司战略管理体系——BSC-SEMS

战略贯彻失败的主要原因是当战略改变时,管理和评估战略的工具没有跟上。平衡记分卡可以成为战略管理的基石。但平衡计分卡存在缺陷,四个维度的逻辑关系需要修正。在引入新的管理程序下,提出了新的以平衡计分卡为核心的战略业绩评价 管理系统(BSC-SEMS),从而为企业在公司战略管理和业绩测评中提供了可操作性的管理工具。     

基于平衡记分卡的供应链绩效评价体系构建

从物流效率、计划及执行能力、企业战略及组织间的协调能力、以及信息技术应用能力等4个维度,构建了企业供应链绩效的评价体系,在此基础上,设计出供应链绩效平衡记分卡,并且利用调研数据对记分卡的信度和效度进行了检验.研究结果表明:该记分卡通过了信度检验和效度检验,因而能够可靠而有效地对企业的供应链绩效进行评价.     

基于平衡记分卡的动态联盟绩效评价

在动态联盟使用的过程中存在诸多导致失败的因素，而不能正确选用动态联盟评价方法是其中的主要原因。运用平衡记分卡把企业联盟的战略目标与实现过程联系起来，把财务层面、客户层面、内部程序层面和学习与成长层面构成基于控制活动的一个完整动态联盟绩效评价体系。通过在平衡记分卡评价体系中使用模糊评价的方法可以全面测评动态联盟，改善动态联盟的绩效。     

一种新的公司战略管理体系－－BSC－SEMS体系

战略贯彻失败的主要原因是当战略改变时，管理和评估战略的工具没有跟上．平衡记分卡可以成为战略管理的基石．但平衡计分卡存在缺陷，四个维度的逻辑关系需要修正．在引入新的管理程序下，提出了新的以平衡计分卡为核心的战略业绩评价-管理系统(BSC-SEMS)，从而为企业在公司战略管理和业绩测评中提供了可操作性的管理工具．     

基于可拓学与BSC的工程项目绩效评价研究

为了有效地进行工程项目管理的绩效评价,探讨和研究了科学的工程项目管理绩效评价指标体系及可拓学优度评价方法的运用,并在此基础上,综合运用了平衡记分卡(BSC)和可拓学理论为工程项目管理系统建立绩效评价模型,最后采用浙江中烟工业有限责任公司"十一五"易地技改工程项目上的相关数据对该模型进行验证,证明该模型具有可行性和实用性。     

Contextual and mediation analysis between TQM critical factors and organisational results in the EFQM Excellence Model framework

Following a total quality management (TQM) approach and the EFQM Model framework, this contribution aims to study the influence of TQM social factors on organisational results, by considering the TQM technical factors as a mediating variable in this relationship. Moreover, the effect of size and type of business on the implementation of TQM and results is analysed, as well as determining which TQM practices have a more important effect on the operational results. The research questions and hypotheses proposed in this research model are tested on a sample of 116 Spanish firms. The results support the reliability, validity and the high-predictive power of the EFQM Excellence Model as a framework for the implementation of TQM. Moreover, our findings indicate that TQM social factors provide a cornerstone for the success of the quality system. Similarly, TQM technical factors partially mediate the relationship between TQM social factors and results. It was also found that TQM social factors and processes management are the main predictors of operational performance. Finally, significant differences were found in TQM implementation, and in the key results of companies, based on their size; however, these differences are not significant based on the sector activity.     

How Quality Happens: Quality Management Program Results Analyzed within a Baldrige Award Framework

ABSTRACT

This research project sought to determine 1) whether the extent of implementing total quality management (TQM) principles in individual organizations could be measured easily by sampling the perceptions of professional workers who were familiar with TQM concepts and (2) if relationships existed between specific TQM implementation patterns and particular outcomes. Members of a Memphis, Tennessee, quality users group were surveyed using a questionnaire that incorporated selected elements of the 1991 Baldrige Award criteria.

Scores calculated from the survey responses were expressed in values consistent with the national award-scoring process and compared with data describing 1990 award applicants. The survey respondents appear to overrate their organizations, and for-profit (FP) respondents rated their organizations significantly higher in several important TQM areas than did the not-for-profit (NFP) responders. Using raw data, TQM implementation patterns and results were examined within and between the FP and NFP organizations. Within both groups, superior TQM results were associated with high scores in the implementation of more sophisticated TQM program elements including benchmarking and quality assurance methodology applied to suppliers and internal organization processes. Between groups, for-profit organizations appear to operate at a higher level of sophistication in applying TQM principles. In both groups, significant, logical associations were found between high scores in certain major parts of TQM programs and superior quality outcomes. These associations imply that the sequence followed in implementing TQM principles within an organization strongly affects overall results.     

The mediator role of learning capability and business innovativeness between total quality management and financial performance

The concept of total quality management (TQM) has attracted many researchers from a variety of disciplines. In particular, the literature has addressed the impact of TQM on a firm’s operations and performance. However, disparate perspectives on the relationship between TQM and a firm’s financial performance have emerged. In this paper, we suggest an interconnected relationship among TQM, organisational learning capability (OLC), business innovativeness, and a firm’s financial performance and propose that OLC and business innovativeness mediate the relationship between TQM and a firm’s financial performance. By studying 193 firms in Turkey, we found that: (1) TQM affects OLC and a firm’s business innovativeness, (2) OLC influences a firm’s business innovativeness and (3) a firm’s business innovativeness affects its financial performance. Also, we found that OLC and business innovativeness in a firm mediate the relationship between TQM and the firm’s financial performance.     

Examining top management commitment to TQM diffusion using institutional and upper echelon theories

Total Quality Management (TQM) is an enduring approach for enhancing firm competitiveness. Still, there is dearth of research regarding organisational diffusion (post-adoption) of TQM. To address this gap, this research proposes a theoretical model rooted in institutional and upper echelon theories that explain TQM diffusion via top management commitment. We surveyed 300 senior quality managers representing 300 auto-components manufacturers in India to collect data to test the proposed model using variance based structural equation modelling (PLS-SEM). The findings suggest that institutional pressures significantly influence top management commitment to TQM. Subsequently, top management commitment influences organisational diffusion of TQM via acceptance, routinisation and assimilation. Managers can use the findings of this research to better understand how to assimilate TQM so that anticipated benefits can be fully realised.     

TQM and environmental uncertainty levels: profiles,fit, and firm performance

That a manufacturer should align its implementation of Total Quality Management (TQM) to the external environment it faces has been indirectly argued for long. Theoretical and empirical evidence for this argument has, unfortunately, been lacking. Our research remedies this knowledge gap. Borrowing structural contingency theory and the concept of fit, we hypothesised and report three findings. First, we found contrasting normative TQM profiles between a high vs. a low level of environmental uncertainty. Second, we identified significant detrimental impact on firm performance when a firm deviates its TQM implementation from the normative TQM profile prescribed for a specific level of environmental uncertainty. Third, we also discovered discernible differences in the deterioration in firm performance between a positive vs. a negative deviation from the normative TQM profile. These robust findings were derived from analysing secondary survey data from 330 Chinese manufacturing firms via profile deviation analysis, MANOVA, MANCOVA and OLS regression. Contrary to the literature, manufacturers operating in a volatile external environment should pursue and benefit from TQM implementation. Manufacturers should, however, not seek to implement TQM to the fullest extent nor implement TQM half-heartedly. Instead, manufacturers should benchmark best performers as to what the normative TQM profile is and pursue their own TQM implementation to minimise deviations from the normative TQM profile.     

Integrated analysis of the performance of TQM tools and techniques: a case study in the Taiwanese motor industry

Most studies of total quality management (TQM) have focused on the managerial aspects and associated success factors of TQM programmes, whereas relatively few studies have examined the appropriateness and performance of the large number of available tools and techniques that actually implement TQM practices. To assist in determining the best strategy for improving the performance of TQM tools and techniques, the present study integrates a modified importance–performance matrix with elements of failure mode and effects analysis (FMEA) to provide a comprehensive methodology for assessing and improving the performance of TQM tools and techniques in the Taiwanese motor industry. The methodology presented here can be applied in a variety of industries, including the Taiwanese motor industry, to enable efficient utilisation of TQM tools and techniques and thus improve quality, reduce costs and shorten cycle times.     

Total Quality Management and Comprehensive Change

ABSTRACT

Total quality management (TQM) does not address all of the issues involved in achieving excellence. A number of other methods (for example, interactive planning, viable systems model, socio-technical systems, system dynamics, and organizational learning) effectively address other issues. These other methods are compatible with TQM and can be used to complement a TQM implementation project. Some of these methods can actually make the TQM implementation process easier. Guidelines for implementing other methods with TQM are suggested.     

Promotion Routes for Women Engineering Managers

ABSTRACT

Total quality management (TQM) has been increasingly accepted as a management philosophy. Criteria such as those contained in the Malcolm Baldrige National Quality Award (MBNQA) often guide TQM implementation. However, reports indicate that fully assessing TQM efforts is difficult and hiring experts to help with this task is expensive. Using survey instruments is an attractive alternative to full-scale assessment. Despite the availability of many papers covering organizational performance assessment, few instruments specifically address TQM evaluation. Furthermore, none of the TQM assessment instruments has been subjected to rigorous validation; thus, only modest confidence can be placed in results obtained from their use. This article proposes a quick and cost-effective instrument that is a simple questionnaire designed to assist organizations in conducting self-evaluations of their TQM programs. The proposed instrument is based on the seven categories of the MBNQA criteria and was developed in cooperation with the Excellence in Missouri Foundation, which administers the Missouri Quality Award (MQA). This article highlights how questionnaire results can be used to guide further TQM implementation efforts.     

Organizational factors and total quality management an empirical study

The level of awareness of Total Quality Management (TQM) has increased considerably over the last few years. Different sets of organizational requirements are prescribed by quality management gurus and practitioners for the effective practice of TQM. These requirements do not seem to have been formulated on the basis of systematic empirical research. Many researchers point out that tacit factors, e.g. employee empowerment, open culture and executive commitment, and not TQM tools and techniques alone, could drive TQM success, and that organizations would need to acquire these factors to stay successful. Many TQM advocates have also suggested that a conducive organizational environment would be essential for an effective practice of TQM. However, they did not offer any empirical evidence. There appears to be no empirical study reported in the literature that could establish a relation between TQM and organizational factors. The objective of this paper is to describe an empirical research on TQM conducted in Indian business units carried out recently by considering some organizational factors, e.g. quality of work life, organizational climate and communication. The methodology and findings are discussed in detail.     

Total Quality Management Applied in Engineering and Construction

ABSTRACT

This article details the concepts of total quality management (TQM) in engineering and construction (E&C), lists the elements of effective TQM, and describes how TQM can be applied. Included is a discussion of the importance of customers within or external to an organization. The key practices of continual improvement and defect prevention are described. Also, specific activities for implementing the TQM process in an E&C organization are suggested.