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Journal articles on the topic 'Performance and quality'

Author: Grafiati

Published: 5 June 2025

Last updated: 16 July 2025

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1

Latif, Hanif Abdul, Dwiwiyati Astogini, and Sumarsono Sumarsono. "VARIABEL ANTESEDEN KEPUASAN DAN PENGARUHNYA TERHADAP LOYALITAS KONSUMEN." Performance 23, no. 2 (2017): 28. http://dx.doi.org/10.20884/1.performance.2016.23.2.276.

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The purpose this study to identify and analyze the effect antecedent variable of satisfaction that is web design, web navigation, costumized preview, website quality, service quality, and perceived value to consumer loyalty of Lazada.co.id. The sample in this study there were 155 respondents who are consumers of Lazada.co.id in Jakarta region. Convenience sampling method used in the determination of the sample. Data was analyzed using Equational Structural Modeling (SEM). These results indicate web design has no effect on web quality, web navigation has positive effect on web quality, customized preview has no effect on web quality, web quality has no effect on perceived value, service quality has positive effect on perceived value, perceived value has positive effect on satisfaction,satisfaction has positive effect on consumer loyalty.

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2

Sharma, Om, and George Easaw. "Quality Orientation, Quality Management Tools & Techniques and Firm Performance: A Review." International Journal of Science and Research (IJSR) 11, no. 5 (2022): 1525–30. http://dx.doi.org/10.21275/sr22520194959.

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3

Adam, Everett E. "Quality Circle Performance." Journal of Management 17, no. 1 (1991): 25–39. http://dx.doi.org/10.1177/014920639101700103.

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Quality circle advocates suggest a wide array of positive results when this participation technique is used. This study explores the importance of company, employee group (circle or non-circle), and time as well as their interactions. Assessment of circle performance was measured by employee attitudes, actual performance, and facilitator perception. This study did not support small group behavior and group dynamics research, as well as quality circle case study reports, that suggest attitudes will improve when quality circles are formed and will remain improved over time. Actual performance indicated cost savings and perceived circle success in three of the four circles, even though neither attitudes nor quality significantly improved over time.

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4

Chelsom, John V. "Performance‐driven quality." Logistics Information Management 10, no. 6 (1997): 253–58. http://dx.doi.org/10.1108/09576059710187375.

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5

Chen, Injazz J., Ken A. Paetsch, and Antony Paulraj. "Quality manager involvement and quality performance." International Journal of Operations & Production Management 17, no. 4 (1997): 399–412. http://dx.doi.org/10.1108/01443579710159987.

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6

Giancarlo, Barbiroli. "Matching “environmental performance” and “quality performance”." TQM Magazine 17, no. 6 (2005): 497–508. http://dx.doi.org/10.1108/09544780510627606.

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7

Zehir, Cemal, Öznur Gülen Ertosun, Songül Zehir, and Büşra Müceldilli. "Total Quality Management Practices’ Effects on Quality Performance and Innovative Performance." Procedia - Social and Behavioral Sciences 41 (2012): 273–80. http://dx.doi.org/10.1016/j.sbspro.2012.04.031.

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8

KOTTI, K. KARAN. "Total Quality Management Practices: Effects on Quality Performance and Innovative Performance." INTERNATIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 09, no. 04 (2025): 1–9. https://doi.org/10.55041/ijsrem45853.

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Abstract  Total Quality Management (TQM) is a strategic, organization-wide approach.  It focuses on: · Continuous improvement · Customer satisfaction · Long-term success  This study looks at how TQM affects: · Quality performance · Innovative performance  Key areas explored in the study: · Leadership · Employee engagement

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9

Ramachandran Sumangala Devi, Arun Kumar. "Enhancing Healthcare Quality with AI-Based Performance Metrics." Global Research and Development Journals 5, no. 12 (2020): 41–48. http://dx.doi.org/10.70179/grdjev09i120092.

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Artificial intelligence (AI) based management holds promise across healthcare by managing and enabling the delivery of the right care to the right patient at the right time. AI-based performance metrics are essential to managing delivery and enhancing both care quality and patient experience. Algorithmic insight into the uncertainty of diagnosis and patient care is aided by a framework termed Human+AI. This perspective describes the roles of AI agents, health systems, patients, and regulators. AI agent roles and relationships revolve around the therapeutic process and an AI process that sorts and optimizes therapeutics. The AI process relies on deterministic treatment responses and non-responses and enables patient and provider-informed decision-making with point-of-care interventions, guidance, and education. This perspective also reflects on attributes of health administration and management systems that might be incorporated into AI-based performance metrics. The healthcare workforce matters greatly in creating and maintaining nuclear medicine clinical AI and should contribute to the common good. Interventions are suggested.

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10

Shaferi, Intan, Alisa Tri Nawarini, and Meutia Karunia Dewi. "PEMANFAATAN TEKHNOLOGI DALAM UPAYA MENINGKATKAN PRODUKTIVITAS USAHA KECIL." Performance 23, no. 1 (2017): 11. http://dx.doi.org/10.20884/1.performance.2016.23.1.288.

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Small medium enterprises seems to have change for a better production with their quality and quantity. Still we have SMEs that using traditional method to produce their product. That means unoptimal production because of limitation of time and some unexpected failure that may happened during production. So that, by using touch of technology, will minimizing the failure, effectiving time, and incrasing units of production.

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11

Dunk, Alan S. "Product quality, environmental accounting and quality performance." Accounting, Auditing & Accountability Journal 15, no. 5 (2002): 719–32. http://dx.doi.org/10.1108/09513570210448975.

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12

Ali, Basel J. A. "Information Quality and Data Quality in Accounting Information System: Implications on the Organization Performance." International Journal of Psychosocial Rehabilitation 24, no. 5 (2020): 3258–69. http://dx.doi.org/10.37200/ijpr/v24i5/pr202034.

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13

Roohan, Patrick J., Foster Gesten, Beverly Pasley, and Anne M. Schettine. "The Quality Performance Matrix." Quality Management in Health Care 10, no. 2 (2002): 39–46. http://dx.doi.org/10.1097/00019514-200210020-00008.

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14

Reilly, Patrick. "Quality Performance Beyond MIPS." ASA Monitor 82, no. 5 (2018): 44–45. https://doi.org/10.1097/01.asm.0001076928.11342.ea.

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15

Baum, Andrew. "Quality and Property Performance." Journal of Property Valuation and Investment 12, no. 1 (1994): 31–46. http://dx.doi.org/10.1108/14635789410050494.

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16

Lenaway, Dennis, Liza C. Corso, Sharunda Buchanan, Craig Thomas, and Rex Astles. "Quality Improvement and Performance." Journal of Public Health Management and Practice 16, no. 1 (2010): 11–13. http://dx.doi.org/10.1097/phh.0b013e3181c115ee.

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17

Mehrez, Ahmed. "Reassessing Software Quality Performance." International Journal of Knowledge Management 10, no. 1 (2014): 58–77. http://dx.doi.org/10.4018/ijkm.2014010104.

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Software quality has always been described as a poorly developed construct. Several reports and much evidence show clear problems related to software quality. This research empirically tests if ineffective implementation of knowledge management activities would be a reason behind possible existence of defective quality performance in the software industry. The main finding shows that knowledge management would directly affect quality performance in the Egyptian software industry. Statistical correlation is significant between the two constructs; knowledge management and quality performance.

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18

Sogge, Mry Kay. "Improving Quality and Performance." Gastroenterology Nursing 18, no. 3 (1995): 113. http://dx.doi.org/10.1097/00001610-199505000-00011.

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19

Yasamis, Firuzan, David Arditi, and Jamshid Mohammadi. "Assessing contractor quality performance." Construction Management and Economics 20, no. 3 (2002): 211–23. http://dx.doi.org/10.1080/01446190110113693.

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20

Curkovic, Sime, Shawnee Vickery, and Cornelia Dröge. "Quality-related Action Programs: Their Impact on Quality Performance and Firm Performance." Decision Sciences 31, no. 4 (2000): 885–902. http://dx.doi.org/10.1111/j.1540-5915.2000.tb00947.x.

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21

FYNES, BRIAN, and CHRIS VOSS. "A PATH ANALYTIC MODEL OF QUALITY PRACTICES, QUALITY PERFORMANCE, AND BUSINESS PERFORMANCE." Production and Operations Management 10, no. 4 (2009): 494–513. http://dx.doi.org/10.1111/j.1937-5956.2001.tb00089.x.

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22

Ononye, Uzoma, Francis Ndudi, Judith Aloamaka, Mauryn Mba, and Tobi Ejumudo. "Examining the role of quality performance and entrepreneurial orientation on green manufacturing and financial performance." Environmental Economics 13, no. 1 (2022): 50–60. http://dx.doi.org/10.21511/ee.13(1).2022.05.

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The concept of green manufacturing is a topical discourse in sustainability studies, but its adoption seems to be lagging due to an unclear link to financial performance. The study aims to test the relationship between green manufacturing and financial performance, with quality performance as a mediator and entrepreneurial orientation as a moderator. The partial least square (PLS) method was applied for hypotheses testing. Data were randomly obtained from 116 managerial staff in manufacturing firms operating in the polymer industry in Southern Nigeria. From the PLS results, green manufacturing is positively related to financial performance (β = 0.167, p = 0.027), and this relationship is mediated by quality performance (β = 0.194, p = 0.000) and moderated by entrepreneurial orientation (β = 0.115, p = 0.000). The results demonstrated that green manufacturing spurs financial performance directly. However, optimality can be achieved indirectly through quality performance and under generative conditions or behaviors effectuated by entrepreneurial orientation. In conclusion, quality performance and entrepreneurial orientation may account for the ways in which green manufacturing enhances financial performance significantly and positively.

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23

Khare, Surbhi, and Ritesh Shrivastav. "Analysis of Performance Quality of Next Generation Protocol: IPv6." International Journal of Trend in Scientific Research and Development Volume-2, Issue-2 (2018): 314–18. http://dx.doi.org/10.31142/ijtsrd8386.

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24

Thi-Minh-Hong Le, Thi-Minh-Hong Le, and Kyunga Na. "The Effect of Governance Quality on International Logistics Performance." Institute of Management and Economy Research 15, no. 3 (2024): 81–100. http://dx.doi.org/10.32599/apjb.15.3.202409.81.

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25

K.R., Bindi, and Dharmaraj Dr.A. "Quality of Work Life and Employee Performance in Academia." International Journal of Research in Arts and Science 3, Special Issue, 2017 (2017): 29–32. http://dx.doi.org/10.9756/ijras.8154.

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26

ALDEA, GEORGETA. "Quality Assurance in Higher Education - The Key to Performance." Global Journal For Research Analysis 3, no. 1 (2012): 16–17. http://dx.doi.org/10.15373/22778160/january2014/78.

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27

Flayyih, Bahaa Hayder. "Governance and its Impact on Quality Performance in Iraqi Faculties of Physical Education and Sports Sciences Governance and its Impact on Quality Performance." International Journal of Psychosocial Rehabilitation 24, no. 4 (2020): 5678–87. http://dx.doi.org/10.37200/ijpr/v24i4/pr2020372.

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28

Bolatan, Gulin Idil Sonmezturk, Sitki Gozlu, Lutfihak Alpkan, and Selim Zaim. "The Impact of Technology Transfer Performance on Total Quality Management and Quality Performance." Procedia - Social and Behavioral Sciences 235 (November 2016): 746–55. http://dx.doi.org/10.1016/j.sbspro.2016.11.076.

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29

Upadhyaya, Gururaj, and Subrahmanya Bhat K. "Quality initiatives, quality awards and performance; contingency effect." Measuring Business Excellence 23, no. 3 (2019): 335–49. http://dx.doi.org/10.1108/mbe-11-2018-0090.

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Purpose This paper aims to explore the contingency effect of winning a specific Indian quality award (QA) on the correlation between interacting quality initiatives (QI) and QA with performance measures (PM) during the continuous improvement (CI) journey of Indian organizations. Design/methodology/approach Data collected from a survey were followed by validity and reliability analyzes of the instrument. Hypotheses were tested using Spearman’s correlation test and Fisher’s Z-test. Findings Similarities and differences among four Indian QA in terms of PM affected by the interacting QI and QA models during different phases of CI journey were identified. Practical implications Preliminary identification of PM that realistically reflected the adoption of QI and QA models during different phases of the CI journey. Originality/value This study attempts to fill the gap of scarce holistic studies on the interacting QI and QA as they affect the PM through the CI journey of organizations.

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30

Mason, Meredith C., George J. Chang, Laura A. Petersen, et al. "National Quality Forum Colon Cancer Quality Metric Performance." Annals of Surgery 266, no. 6 (2017): 1013–20. http://dx.doi.org/10.1097/sla.0000000000002003.

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31

Hung, Y. H., M. L. Huang, and K. S. Chen. "Service quality evaluation by service quality performance matrix." Total Quality Management & Business Excellence 14, no. 1 (2003): 79–89. http://dx.doi.org/10.1080/14783360309706.

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32

Fynes, Brian, and Seán De Búrca. "The effects of design quality on quality performance." International Journal of Production Economics 96, no. 1 (2005): 1–14. http://dx.doi.org/10.1016/j.ijpe.2004.02.008.

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33

Hutt, Geoff. "Incorporating Quality Performance Objectives into Performance Appraisal Systems." TQM Magazine 6, no. 1 (1994): 8–12. http://dx.doi.org/10.1108/09544789410052688.

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34

Price, Harry E. "Relationships among Conducting Quality, Ensemble Performance Quality, and State Festival Ratings." Journal of Research in Music Education 54, no. 3 (2006): 203–14. http://dx.doi.org/10.1177/002242940605400304.

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This study was the third in a series examining the relationships among conductors, ensembles' performances, and festival ratings. Participants (N = 51) were asked to score the quality of video-only conducting and parallel audio-only excerpts of performances at a state-level concert festival of nine bands, three each that had received ratings of Superior (I), Excellent (II), or Good (III). There was no significant difference among scores for conducting across festival ratings; however, there were significant differences among ensemble performance scores, with bands receiving Superior ratings scoring higher than those receiving ratings of Excellent or Good. No relationship was found between scores given conductors and their respective ensembles' performances. Participants were also asked to give reasons (N = 1, 393) for the scores. The comments were used to develop emergent themes based on what participants attended to, and trends were found regarding aspects of conducting and performances that had positive or negative influences.

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35

Wahyu, Anggoro, Suryani Fitri, and Dinariana Dwi. "Quality Management Competency to Quality Performance Based on QPASS Standard Measurement (Case Study: Arandra Residence Project)." International Journal of Science and Research (IJSR) 10, no. 1 (2021): 638–43. https://doi.org/10.21275/sr21111134050.

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36

Hidayatullah, Syamsul, Dwiwiyati Astogini, and Sumarsono Sumarsono. "PENGARUH EFEKTIVITAS IKLAN PESAING, ATRIBUT PRODUK, DAN PERILAKU MENCARI VARIASI TERHADAP PERILAKU PERPINDAHAN MEREK PRODUK INDOMIE." Performance 23, no. 1 (2017): 55. http://dx.doi.org/10.20884/1.performance.2016.23.1.283.

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The research entitled “effect of competitor advertisement effectiveness, product attribute, and variety seeking behavior to brand switching behavior of Indomie. The aim of this research is to analyze the effect of competitor advertisement effectiveness, product attribute, and variety seeking behavior to brand switching behavior of Indomie to other brand. Data collection method use questionnaire with a sample 100 respondents from economics and business faculty of Jenderal Soedirman university students who have switched from Indomie to other instant noodle brand. The data is analyzed by using multiple linier regression, meanwhile the significance level use partial test (t test).The result shows that competitor advertisement effectiveness, product attribute, and variety seeking behavior have positive significant effect to brand switching behavior of Indomie. Based on this research, managers are recommended to increase the advertising frequency, increase the quality of product, do endorsement, expand the taste variety, and also give innovation to every detail of product or pricing in order to minimalize brand switching behavior of consumer.

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37

Zulfirman and Hidayat Sutawijaya Ahmad. "The Effect of Total Quality Management Implementation on Quality Performance through Knowledge Management and Quality Culture as Mediating Variable at PT XYZ." International Journal of Innovative Science and Research Technology 7, no. 4 (2022): 275–85. https://doi.org/10.5281/zenodo.6496761.

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The intense level of construction business competition demands that Construction Company has to improve their performance to compete with other construction companies. One of the performances that need to be improved is Quality Performance. PT XYZ as a foundation specialist contractor operating in Indonesia seeks to improve Quality Performance in order to face competition in the foundation construction business in Indonesia. The purpose of the study is to analyze the effect of Total Quality Management (TQM) on Quality Performance mediated by Knowledge Management and Quality Culture in PT XYZ. The research method used quantitative research method. This study used primary data and analysis data using Structural Equation Modeling–Partial Least Square (SEM-PLS). The employee population is 259 employees and sample of this study is 53 employees at different positions level of PT XYZ. The results showed that Total Quality Management, Knowledge Management, and Quality Culture had positive and significant effect on Quality Performance at PT XYZ. Knowledge Management and Quality Culture can mediate the effect of TQM on Quality Performance.

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38

Garr, David. "Quality Care and Performance Improvement." North Carolina Medical Journal 65, no. 6 (2004): 391. http://dx.doi.org/10.18043/ncm.65.6.391.

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39

Baum, Andrew. "Quality, Depreciation, and Property Performance." Journal of Real Estate Research 8, no. 4 (1993): 541–65. http://dx.doi.org/10.1080/10835547.1993.12090722.

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40

Roy, Marie‐Josée, Olivier Boiral, and Pascal Paillé. "Pursuing quality and environmental performance." Business Process Management Journal 19, no. 1 (2013): 30–53. http://dx.doi.org/10.1108/14637151311294859.

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41

Fairchild, Lisa, and Joanne Li. "Director Quality and Firm Performance." Financial Review 40, no. 2 (2005): 257–79. http://dx.doi.org/10.1111/j.1540-6288.2005.00102.x.

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42

Corbett, Lawrence M., and Kate N. Rastrick. "Quality performance and organizational culture." International Journal of Quality & Reliability Management 17, no. 1 (2000): 14–26. http://dx.doi.org/10.1108/02656710010300126.

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43

Joiner, Therese A. "Total quality management and performance." International Journal of Quality & Reliability Management 24, no. 6 (2007): 617–27. http://dx.doi.org/10.1108/02656710710757808.

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44

Grother, Patrick, and Elham Tabassi. "Performance of Biometric Quality Measures." IEEE Transactions on Pattern Analysis and Machine Intelligence 29, no. 4 (2007): 531–43. http://dx.doi.org/10.1109/tpami.2007.1019.

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45

Tipton, David. "Total Quality Management and Performance:." Journal of Pharmaceutical Marketing & Management 13, no. 1 (1999): 3–14. http://dx.doi.org/10.1300/j058v13n01_02.

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46

Florence, Michelle D., Mark Asbridge, and Paul J. Veugelers. "Diet Quality and Academic Performance." Journal of School Health 78, no. 4 (2008): 209–15. http://dx.doi.org/10.1111/j.1746-1561.2008.00288.x.

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47

Sidharta, Iwan. "Improving Task and Quality Performance." Jurnal Ekonomi, Bisnis & Entrepreneurship 17, no. 2 (2023): 239–52. https://doi.org/10.55208/t7qz6525.

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Employee work quality within the fashion industry has received limited attention in the research literature. To fill this void in existing research, the author endeavored to examine the study model through a predictive methodology. This study utilized a survey methodology in which 72 employees from the fashion industry sector were selected as participants. The researcher employed the Structural Equation Modelling (SEM-PLS) technique to forecast the proposed study model. The analysis findings indicate that affective commitment considerably impacts employee engagement, namely in terms of dedication and employee creativity. The research findings also suggest that the factors of devotion and creativity exert a notable influence on task performance. Furthermore, it is seen that effective utilization of creativity can propel task performance, consequently exerting a positive influence on improving performance quality. The findings of this study indicate that the fashion industry sector has the potential to improve task and quality performance through the cultivation of affective commitment, dedication, and employee inventiveness.

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48

de Menezes, Lilian M., and Ana B. Escrig. "Managing performance in quality management." International Journal of Operations & Production Management 39, no. 11 (2019): 1226–59. http://dx.doi.org/10.1108/ijopm-03-2019-0207.

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Purpose The purpose of this paper is to address potential effects of the control element in quality management. First, behavioural theories on how elements of performance management can affect organisational performance are examined. Second, theoretical models on how perceptions of work conditions may impact well-being and performance are considered. Direct and indirect pathways from performance management to productivity/quality are inferred. Design/methodology/approach Matched employee-workplace data from an economy-wide survey in Britain and two-level structural equation models are used to test the hypothesised associations. Findings The use of practices in workplaces is inconsistent with a unified performance management approach. Distinct outcomes are expected from separate components in performance management and some may be contingent on workplace size. For example, within quality planning, strategy dissemination is positively associated with workplace productivity; targets are negatively associated with perceptions of job demands and positively correlated with job satisfaction, which in turn can increase workplace productivity. With respect to information and analysis: keeping and analysing records, or monitoring employee performance via appraisals that assess training needs, are positively associated with workplace productivity and quality. Originality/value This paper illustrates how control in quality management can be effective. Although the merits of performance management are subject to ongoing debate, arguments in the literature have tended to focus on performance appraisal. Analyses of economy-wide data linking performance management practices, within quality management, to employee perceptions of work conditions, well-being and aggregate performance are rare.

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49

Forker, L. B. "Factors affecting supplier quality performance." Journal of Operations Management 15, no. 4 (1997): 243–69. http://dx.doi.org/10.1016/s0272-6963(97)00001-6.

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50

Laosirihongthong, Tritos, Pei‐Lee Teh, and Dotun Adebanjo. "Revisiting quality management and performance." Industrial Management & Data Systems 113, no. 7 (2013): 990–1006. http://dx.doi.org/10.1108/imds-02-2013-0058.

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