Managing performance in quality management. A two-level study of employee perceptions and workplace performance
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comunitat-uji-handle2:10234/8645
comunitat-uji-handle3:10234/8646
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INVESTIGACIONMetadatos
Título
Managing performance in quality management. A two-level study of employee perceptions and workplace performanceFecha de publicación
2019-12-09Editor
EmeraldCita bibliográfica
de Menezes, L. and Escrig, A. (2019), "Managing performance in quality management: A two-level study of employee perceptions and workplace performance", International Journal of Operations & Production Management, Vol. 39 No. 11, pp. 1226-1259. https://doi.org/10.1108/IJOPM-03-2019-0207Tipo de documento
info:eu-repo/semantics/articleVersión de la editorial
https://www.emerald.com/insight/content/doi/10.1108/IJOPM-03-2019-0207/full/htmlVersión
info:eu-repo/semantics/acceptedVersionPalabras clave / Materias
Resumen
Purpose
The purpose of this paper is to address potential effects of the control element in quality management. First, behavioural theories on how elements of performance management can affect organisational ... [+]
Purpose
The purpose of this paper is to address potential effects of the control element in quality management. First, behavioural theories on how elements of performance management can affect organisational performance are examined. Second, theoretical models on how perceptions of work conditions may impact well-being and performance are considered. Direct and indirect pathways from performance management to productivity/quality are inferred.
Design/methodology/approach
Matched employee-workplace data from an economy-wide survey in Britain and two-level structural equation models are used to test the hypothesised associations.
Findings
The use of practices in workplaces is inconsistent with a unified performance management approach. Distinct outcomes are expected from separate components in performance management and some may be contingent on workplace size. For example, within quality planning, strategy dissemination is positively associated with workplace productivity; targets are negatively associated with perceptions of job demands and positively correlated with job satisfaction, which in turn can increase workplace productivity. With respect to information and analysis: keeping and analysing records, or monitoring employee performance via appraisals that assess training needs, are positively associated with workplace productivity and quality.
Originality/value
This paper illustrates how control in quality management can be effective. Although the merits of performance management are subject to ongoing debate, arguments in the literature have tended to focus on performance appraisal. Analyses of economy-wide data linking performance management practices, within quality management, to employee perceptions of work conditions, well-being and aggregate performance are rare. [-]
Proyecto de investigación
Universitat Jaume I (Ref. UJI-B2017-21) ; Ministerio de Ciencia e Innovación of Spain and FEDER (ECO2015-66671-P) (MINECO/FEDER) and PGC2018-099040-B-I00 (MCIU/AEI/FEDER, UE).Derechos de acceso
Copyright © 2019, Emerald Publishing Limited
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info:eu-repo/semantics/openAccess
http://rightsstatements.org/vocab/InC/1.0/
info:eu-repo/semantics/openAccess
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