The Malaysian Total Performance Excellence Model

A conceptual framework

Nooreha Husain, Mokhtar Abdullah, Fazli Idris, Ridzuan Mohd Sagir

Research output: Contribution to journalArticle

14 Citations (Scopus)

Abstract

The growing interest in total performance excellence measurement (TPEM) has led to the emergence of a number of frameworks such as the European Quality Awards (EQA) model, Malcolm Baldrige, Kanji's model and several others. However, these models are based on enablers that are restricted to quality management perspectives. There are other enablers that are deemed to affect performance, as found in other studies outside the total quality management framework (see Flynn et al., 1994, Journal of Operation Management, 11, pp. 339-366; Larrache (2000), http: //www.insead.fr/Research/compfit). This paper presents a new framework for TPEM for organizations in Malaysia. The framework consists of a set of dimensions that focuses on, among other things, organizational values and culture, change management, best practices, innovation and productivity. Other dimensions, typical to those in the EQA, Malcolm Baldrige and Kanji's models, are also incorporated in the TPEM framework. These include leadership, policy and strategy, resource and people management, and customer, employee and community satisfaction. The model links the enablers to its effect, i.e. total performance. An empirical study conducted on the proposed model showed that the enablers selected are statistically reliable and valid.

Original languageEnglish
Pages (from-to)926-931
Number of pages6
JournalTotal Quality Management
Volume12
Issue number7
DOIs
Publication statusPublished - 2001

Fingerprint

Performance excellence
Conceptual framework
Excellence model
Enablers
Quality awards
Total quality management
Strategy management
Empirical study
Organizational culture
People management
Innovation
Productivity
Change management
Malaysia
Quality management
Best practice
Resource management
Culture change
Operations management
Value change

ASJC Scopus subject areas

  • Business, Management and Accounting(all)

Cite this

The Malaysian Total Performance Excellence Model : A conceptual framework. / Husain, Nooreha; Abdullah, Mokhtar; Idris, Fazli; Sagir, Ridzuan Mohd.

In: Total Quality Management, Vol. 12, No. 7, 2001, p. 926-931.

Research output: Contribution to journalArticle

Husain, Nooreha ; Abdullah, Mokhtar ; Idris, Fazli ; Sagir, Ridzuan Mohd. / The Malaysian Total Performance Excellence Model : A conceptual framework. In: Total Quality Management. 2001 ; Vol. 12, No. 7. pp. 926-931.
@article{eec286fd70ac45d1b08e11f68d216ee0,
title = "The Malaysian Total Performance Excellence Model: A conceptual framework",
abstract = "The growing interest in total performance excellence measurement (TPEM) has led to the emergence of a number of frameworks such as the European Quality Awards (EQA) model, Malcolm Baldrige, Kanji's model and several others. However, these models are based on enablers that are restricted to quality management perspectives. There are other enablers that are deemed to affect performance, as found in other studies outside the total quality management framework (see Flynn et al., 1994, Journal of Operation Management, 11, pp. 339-366; Larrache (2000), http: //www.insead.fr/Research/compfit). This paper presents a new framework for TPEM for organizations in Malaysia. The framework consists of a set of dimensions that focuses on, among other things, organizational values and culture, change management, best practices, innovation and productivity. Other dimensions, typical to those in the EQA, Malcolm Baldrige and Kanji's models, are also incorporated in the TPEM framework. These include leadership, policy and strategy, resource and people management, and customer, employee and community satisfaction. The model links the enablers to its effect, i.e. total performance. An empirical study conducted on the proposed model showed that the enablers selected are statistically reliable and valid.",
author = "Nooreha Husain and Mokhtar Abdullah and Fazli Idris and Sagir, {Ridzuan Mohd}",
year = "2001",
doi = "10.1080/09544120120096061",
language = "English",
volume = "12",
pages = "926--931",
journal = "Total Quality Management and Business Excellence",
issn = "1478-3363",
publisher = "Routledge",
number = "7",

}

TY - JOUR

T1 - The Malaysian Total Performance Excellence Model

T2 - A conceptual framework

AU - Husain, Nooreha

AU - Abdullah, Mokhtar

AU - Idris, Fazli

AU - Sagir, Ridzuan Mohd

PY - 2001

Y1 - 2001

N2 - The growing interest in total performance excellence measurement (TPEM) has led to the emergence of a number of frameworks such as the European Quality Awards (EQA) model, Malcolm Baldrige, Kanji's model and several others. However, these models are based on enablers that are restricted to quality management perspectives. There are other enablers that are deemed to affect performance, as found in other studies outside the total quality management framework (see Flynn et al., 1994, Journal of Operation Management, 11, pp. 339-366; Larrache (2000), http: //www.insead.fr/Research/compfit). This paper presents a new framework for TPEM for organizations in Malaysia. The framework consists of a set of dimensions that focuses on, among other things, organizational values and culture, change management, best practices, innovation and productivity. Other dimensions, typical to those in the EQA, Malcolm Baldrige and Kanji's models, are also incorporated in the TPEM framework. These include leadership, policy and strategy, resource and people management, and customer, employee and community satisfaction. The model links the enablers to its effect, i.e. total performance. An empirical study conducted on the proposed model showed that the enablers selected are statistically reliable and valid.

AB - The growing interest in total performance excellence measurement (TPEM) has led to the emergence of a number of frameworks such as the European Quality Awards (EQA) model, Malcolm Baldrige, Kanji's model and several others. However, these models are based on enablers that are restricted to quality management perspectives. There are other enablers that are deemed to affect performance, as found in other studies outside the total quality management framework (see Flynn et al., 1994, Journal of Operation Management, 11, pp. 339-366; Larrache (2000), http: //www.insead.fr/Research/compfit). This paper presents a new framework for TPEM for organizations in Malaysia. The framework consists of a set of dimensions that focuses on, among other things, organizational values and culture, change management, best practices, innovation and productivity. Other dimensions, typical to those in the EQA, Malcolm Baldrige and Kanji's models, are also incorporated in the TPEM framework. These include leadership, policy and strategy, resource and people management, and customer, employee and community satisfaction. The model links the enablers to its effect, i.e. total performance. An empirical study conducted on the proposed model showed that the enablers selected are statistically reliable and valid.

UR - http://www.scopus.com/inward/record.url?scp=0442280737&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=0442280737&partnerID=8YFLogxK

U2 - 10.1080/09544120120096061

DO - 10.1080/09544120120096061

M3 - Article

VL - 12

SP - 926

EP - 931

JO - Total Quality Management and Business Excellence

JF - Total Quality Management and Business Excellence

SN - 1478-3363

IS - 7

ER -