UMP Institutional Repository

Value-Based Total Performance Excellence Model: A Conceptual Framework for Organisations

Mokhtar, Abdullah and M. R., Abdul Hamid and Zainol, Mustafa and Nooreha, Husain and Fazli, Idris and Nur Riza, Mohd Suradi and Wan Rosmanira, Ismail (2012) Value-Based Total Performance Excellence Model: A Conceptual Framework for Organisations. Total Quality Management, 23 (5). pp. 557-572. ISSN 1478-3371

[img] PDF
Value-based_total_performance_excellence_model-_A_conceptual_framework_for_organisations.pdf
Restricted to Repository staff only

Download (253kB) | Request a copy
[img]
Preview
PDF
Value-Based Total Performance Excellence Model1.pdf

Download (145kB) | Preview

Abstract

This article presents a conceptual framework for the development of a value-based total performance excellence model (VBTPEM) in organisations. This model signifies core values as a strategic component for an organisation to achieve total performance excellence. The VBTPEM is an extension of the earlier version of the TPEM proposed by Husain et al. [Husain, N., Abdullah, M., Idris, F., & Sagir, R.M. (2001). The Malaysian total performance excellence model: A conceptual framework. Total Quality Management, 12(7&8), 926 –931] and Abdullah et al. [Abdullah, M., Husain, N., & Nik Hassan, N.M. (2008). Guidelines for implementing value-based total performance excellence model in business organizations. Presentations at the The Islamic Perspective Forum, Manila,Philippines. This extension integrates the intangible parts of performance measurement that have become a pivotal issue in many organisations. Hence, this paper discussed the core values associated with each of the criteria in the TPEM framework. The significance of the study is that it contributes to the extended version of performance measurement research by integrating core values into the total performance excellence framework. The notion of values-driven total performance excellence applies to an organisation that achieves superiority in both financial and non-financial performances due to reinforcement and internalisation of balanced, viable, aligned, and authentic core values in that organisation [Hultman, K., & Gellerman, B. (2002). Balancing individual and organisational values: Walking the tightrope to success. Hoboken, NJ: John Wiley & Sons].

Item Type: Article
Uncontrolled Keywords: core values; total performance excellence model; value-based total performance excellence model
Subjects: Q Science > Q Science (General)
Faculty/Division: Faculty of Industrial Sciences And Technology
Depositing User: Mrs. Neng Sury Sulaiman
Date Deposited: 16 Dec 2014 01:56
Last Modified: 13 Dec 2016 06:26
URI: http://umpir.ump.edu.my/id/eprint/7712
Download Statistic: View Download Statistics

Actions (login required)

View Item View Item