Quality management � Guidelines for competence management and people development

2019 ◽  
Keyword(s):  
Quality Management ◽  
Management Guidelines ◽  
Competence Management ◽  
People Development

Assessing Knowledge Management Performance in Organisations Based on the Criteria of Total Quality Management

2019 ◽  
pp. 1394-1419
Author(s):  
Kit Fai Pun ◽  
Man Yin Rebecca Yiu
Keyword(s):  
Knowledge Management ◽  
Quality Management ◽  
Total Quality Management ◽  
Performance Measures ◽  
Future Research ◽  
Total Quality ◽  
Implementation Framework ◽  
Management Leadership ◽  
People Development ◽  
Results Orientation

Knowledge management (KM) has been gaining momentum as the means toward organisational growth. Recent literature also gives much prominence to emerging performance measurement (PM) systems for assessing performance. This chapter comprehends the concepts of integrating KM with PM, and in short, KM performance measures in organisations. It reviews the issues that surround KM/PM initiatives, and discusses the assessment criteria that integrate the philosophy and the principles of total quality management (TQM) with KM performance measures. Five KM/PM enablers/criteria are identified, namely 1) senior management leadership, 2) management by processes, 3) people development, 4) continuous improvement, and 5) results orientation. These concepts are constituted the development of an integrated knowledge management (IKM) model for assessing organisational KM performance. Future research could evaluate the efficacy of the IKM model, validate the key KM/PM criteria, and develop an implementation framework to foster the KM/PM efforts in organisations in different sectors.

scholarly journals Implementation of Standard ISO 10014 : 2006 “Quality Management. Guidelines for Implementing Financial and Economic Benefits” in Company Performance

2021 ◽  
pp. 100-107
Author(s):  
N. V. Zlobina ◽  
M. I. Filippova
Keyword(s):  
Quality Management ◽  
Quality Standards ◽  
Economic Benefits ◽  
Company Performance ◽  
Step Method ◽  
Management Guidelines

The article deals with the problems of introducing quality standards into the activities of an enterprise. A step-by-step method for the implementation of ISO 10014 : 2006 “Quality Management. Guidelines for Realizing Financial and Economic Benefits” is proposed. It is shown that the introduction of the standard results in financial and economic benefits. This method is universal and can be applied in any enterprise, regardless of the size and type of activity.

Assessing Organisational KM Performance Based on the Criteria of Total Quality Management

2015 ◽  
Vol 6 (1) ◽  
pp. 1-20 ◽  
Author(s):  
Kit Fai Pun ◽  
Man Yin Rebecca Yiu
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Performance Measures ◽  
Future Research ◽  
Total Quality ◽  
Major Question ◽  
Implementation Framework ◽  
Proposed Model ◽  
People Development ◽  
Results Orientation

Recent literature gives much prominence to emerging performance measurement (PM) systems for assessing performance in organisations. A major question for management is how well these systems support the core business functions and operations of organisations on one hand. Knowledge management (KM) has been gaining momentum as the means toward organisational survival and growth on the other hand. Measures of KM performance are thus to validate the effectiveness of KM/PM practices. This paper comprehends the concepts of integrating KM with PM, and in short, KM performance measures in organisations. It reviews the issues that surround KM/PM initiatives and discusses the assessment criteria that integrate the philosophy and the principles of total quality management (TQM) with KM performance measures. It then identifies five areas of KM/PM enablers and/or attributes, namely 1) Senior management leadership, 2) Management by processes, 3) People development, 4) Continuous improvement, and 5) Results orientation. The concepts and substances reviewed are important to measure organisational KM performance. They are used as key inputs to the development of a proposed model for integrating KM and PM efforts in organisations so as to attain performance improvement. It is anticipated that future research could evaluate the efficacy of the IKM model, validate the key KM/PM criteria, and develop an implementation framework to foster the KM/PM efforts in organisations in different sectors.

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