Performance management is defined as a systematic approach that involves a combined workforce between employees, members and managers in order to improve organizational effectiveness by accomplishing set goals or missions. As such, this process involves planning, assessments, reviews and provision of feedback with the main aim of meeting organizational objectives and improving the overall output of a firm. Considering these, there are various quality programs that can be used by organizations as performance improvement measures. Knowledge management, continuous improvement, benchmarking, process re-engineering, total quality management and cultural change among others are some the programs that can be used by organizations. In this regard, the paper will seek to discuss total quality management measures of performance. In addition, the Middle Eastern organization in this context is known as Middle East Solar Industry Association.
MESIA (Middle East Solar Industry Association) is a non-governmental and non-profit organization in the Middle East whose main mission is to expand solar power use in this region (LinkedIn, 2015). Other missions of MESIA include: strengthening the solar industry locally and facilitating business opportunities for members. This means that it advocates for the use of solar energy among countries in the United Arab Emirates. Additionally, MESIA has various objectives. Firstly, it aims at providing solar professionals in the Middle East with networking opportunities. These opportunities are provided through attending conferences and participating actively in international trade shows (MESIA, 2015). Secondly, MESIA aims at producing solar technology research reports for its members. In these reports, product certifications and standards are present to ensure that customers are able to get quality solar products. Thirdly, this organization also plays a key role in policy development aimed at strengthening the solar industry locally.
Furthermore, this Company comprises of more than one hundred international and local members. Some of the members include: Siemens, Taylor Wessing, BP Solar, ALSA, ABB and Schott Solar among others (MESIA, 2015). These companies are derived from various segments such as engineering, manufacturing, professional and contracting companies.
Total quality management comprises of organizational management practices geared towards ensuring that customer requirement and consistently met or exceeded (ASQ, 2015). As such, the main reason for using this quality performance program is due to the fact that it is a long term approach mainly aimed at ensuring customer satisfaction by engaging employees and management. In this case, TQM could appropriately be used by MESIA considering the fact that it aims at providing quality solar energy to residents in the United Arab Emirates. Additionally, there are various reasons for using the total quality management technique as a measure to improve performance management. To begin with, quality is achieved from the effort of every employee according to this program. This means that all the workers including top management in the organization are responsible for ensuring that quality products are provided (Aguinis, Joo & Gottfredson, 2012). In this case, MESIA is best suited to use such a program considering the fact that it has many member companies both locally and internationally. Secondly, total quality management involves a continuous process. This means that improvements must recur in order to achieve customer loyalty and satisfaction.
Considering the above reasons, there are various ways in which total quality management can improve an organization’s performance. To begin with, total employee involvement ensures improved performance (Aguinis, 2013). This means that all members and employees actively participate towards achieving a common goal. Constituent MESIA member companies can actively participate by contributing positive ideas that can improve the provision of solar products and services. For example, engineering companies can design new products that are cost effective and are able to meet customer demands. On the other hand, management should be able to provide proper work environment for it members or employees. In this case, MESIA should be able to provide its members with timely and accurate reports about solar products. This would ensure that manufacturing companies and professionals are able to determine the best type of products for customers. As such, organizational performance would be enhanced.
Secondly, factual decision making as a component of total quality management may also help in enhancing organization performance. In this perspective, factual decision making involves data collection and analysis in order to come up with the best results that satisfy customers (Aguinis, 2013). This means that an organization should continually collect data concerning the product or service it provides. Such data could include: number of people using the particular product, frequency of use or age groups among others. For example, MESIA can continually collect data concerning the number of people using solar energy, uses of solar products and the main users of these products. With such information, the organization would be able to make appropriate decisions aimed at improving efficiency and achieving customer satisfaction. Thirdly, appropriate communication in total quality management could also help in enhancing performance (Hope & Player, 2012). This involves using effective means when communicating to stakeholders and customers. For example, MESIA could communicate effectively to the young generation about their products using social networking sites.
In conclusion, total quality management is an effective program that can be used by any company that mainly aims at achieving customer satisfaction and improving overall performance. With the above discussed TQM ways and components, an organization would be able to enhance its performance and realize positive results. Therefore, the use of ways such as employee involvement and factual decision making ensures long term success of any company.
Aguinis, H. (2013). Performance Management (3rd Edition). Upper Saddle, NJ: Prentice Hall.
Aguinis, H., Joo, H., & Gottfredson, R.K. (2012). Performance management universals: Think globally and act locally. Business Horizons, 55(4), 385-392.
ASQ. (2015). Total Quality Management.
Hope, J., & Player, S. (2012). Beyond Performance Management: Why, When, and how to use 40 Tools and Best Practices for Superior Business Performance. Boston, Massachusetts: Harvard Business Press.
LinkedIn. (2015). Middle East Solar Industry Association (MESIA).
MESIA. (2015). Mission and Objectives.