Suchergebnisse

AbstractThe major characteristics of a TQM organizational environment are reviewed. Assumptions underlying TQM and traditional HRM concerning job performance are contrasted. A model of performance is developed which incorporates and extends both perspectives. Implications of this model for performance appraisal and performance management are considered.RésuméLes auteurs décrivent les principales caractéristiques d'une organisation pratiquant la gestion de la qualité totale (GQT). Après une comparaison de la GQT et de la gestion traditionnelle des ressources humaines en ce qui concerne le rendement individuel, ils proposent un modèle de rendement qui intègre et élargit les deux perspectives. Enfin, ils examinent les implications de ce modèle sur l'évaluation et la gestion du rendement.

Understanding person and system sources of work variation is fundamental to performance appraisal. Two divergent perspectives on this issue, the traditional human resource management view and the statistical process control view (Deming, 1986), are contrasted. Two studies are reported that investigate two specific questions that arise from a broader view of the appraisal process. Results indicate that managers and subordinates believe that typical poor performance has different causes and that actual productivity levels far outweigh person or system sources of performance variance in appraisal judgments. Implications for performance appraisal practice and research are discussed.