The Malaysian Total Performance Excellence Model: A conceptual framework

Abstract

The growing interest in total performance excellence measurement (TPEM) has led to the emergence of a number of frameworks such as the European Quality Awards (EQA) model, Malcolm Baldrige, Kanji's model and several others. However, these models are based on enablers that are restricted to quality management perspectives. There are other enablers that are deemed to affect performance, as found in other studies outside the total quality management framework (see Flynn et al., 1994, Journal of Operation Management, 11, pp. 339–366; Larrache (2000), http://www.insead.fr/Research/compfit). This paper presents a new framework for TPEM for organizations in Malaysia. The framework consists of a set of dimensions that focuses on, among other things, organizational values and culture, change management, best practices, innovation and productivity. Other dimensions, typical to those in the EQA, Malcolm Baldrige and Kanji's models, are also incorporated in the TPEM framework. These include leadership, policy and strategy, resource and people management, and customer, employee and community satisfaction. The model links the enablers to its effect, i.e. total performance. An empirical study conducted on the proposed model showed that the enablers selected are statistically reliable and valid.