Implementing Behavioural Measurement and Management To Maximise People ’ s Performance

Introduction An increasing focus on quality in the world of business is no longer an option but an absolute requirement in the face of growing competition (Wilkinson et al 1991). Founded over two decades ago by Deming and Juran, the Total Quality Management (TQM) movement has quickly become the most popular program for improving quality. Some say that TQM provides a unique historical approach to improving organisational effectiveness, because it has a solid conceptual foundation and takes into account how people and organisations work (Wruck and Jensen 1994). It could be argued, however, that TQM is just one in a long line of management programs (e.g. Management By Objectives, Job Enrichment, etc.) which will give way in another couple of years to a new management fashion. Even though TQM is being widely implemented it has come to mean different things to different people, which raises questions about its worth and its impact.