The use of customer-and employee-based performance measures in the Times top 500 companies

TQM Magazine

Volumn 9, Issue 2, 1997, Pages 152-158

  Stone, Claire Louise ^a   Banks, J Maria ^b  

^a ANGLIA RUSKIN UNIVERSITY   (United Kingdom)

^b UNIVERSITY OF BEDFORDSHIRE   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

CUSTOMER SATISFACTION; FINANCE; PERFORMANCE; PERSONNEL; STANDARDS; SURVEYS; INDUSTRIAL MANAGEMENT; MANAGEMENT SCIENCE; STRATEGIC PLANNING;

EMPLOYEE-BASED PERFORMANCE; PROFITABILITY; THE TIMES; CUSTOMER BASED PERFORMANCE MEASURES; EMPLOYEE BASED PERFORMANCE MEASURES;

TOTAL QUALITY MANAGEMENT;

EID: 0030687196     PISSN: 0954478X     EISSN: None     Source Type: Journal    
DOI: 10.1108/09544789710165608     Document Type: Article

References (6)

1. Eccles, R.G., "The performance measurement manifesto", Harvard Business Review, January-February 1991, pp. 131-7.
2. Black, S. and Porter, L.J., "An empirical model for total quality management", Total Quality Management, Vol. 6 No. 2, 1995, pp. 149-64.
3. Stone, C.L. and Banks, J.M., "Improving business performance through customers and employees: the EFQM Model as a driver of new measurement practice", EFQM Learning Edge Conference, Paris, April 1996.
4. Kaplan, R.S. and Norton, D.P., "Using the Balanced Scorecard as a strategic management system", Harvard Business Review, January-February 1996, pp. 75-85.
5. Wilkinson, A., Redman, T. and Snape, E., Quality and the Manager, The Institute of Management, Corby, 1993.
6. Stone, C.L., "Analysing business performance: counting the 'soft' issues", The Leadership and Organization Development Journal, Vol. 17 No. 4, 1996, pp. 21-8.