There are many views about the meaning and importance of performance measurement of employees and of organizations. This thesis is concerned with many of these views but is most concerned with performance contracts and quality management and the relationship between them. The whole concept of the measurement of performance is sometimes questioned and in some cases regarded as being both subjective and futile. Van de Ven and Ferry (1980) argued that: "Whether the difficulties associated with assessing the performance of complex organizations can be met by a single set of measurement instruments and process guidelines has still to be proven." Glover and Kelly (1987) contended that measuring the performance of individual jobs can also be difficult: "Performance is hard or impossible to measure with many jobs and occupations, think for example of the differences between the work of architects, surgical appliance fitters, design engineers, criminals, politicians, street traders and musicians. There is often a conflict between volume and quantity of output in the long-term and the short-term such as when profits come before investment and vice-versa." Similarly, Van De Yen and Morgan (1980) argued with regard to organizational performance that: "Performance is a complex construct that reflects the criteria and standards used by decision makers to assess the functioning of an organization. As this definition suggests, performance is a value judgement on the results desired from the organization at different levels of analysis--and--often change over time." However, the demand for measurement of performance, whether it comes from the first level of supervision or from a shareholders' meeting, does tend to mean that attempts be made to measure performance (Talley, 1991).

The aim of this paper is to study the “key success factors in implementing Six-Sigma in different cultures”. A literature review is used for the research methodology. The review of literature revealed that Six-Sigma was originally initiated by Motorola, an American company, and after recognizing the effect this could have on the organization and to the bottom line, many other leading American companies then followed. It could be claimed that the success of Six-Sigma in the American firms is due to the fact that the methodology of Six-Sigma is an excellent match with American management characteristics or the American business culture. This research also found that cultural awareness issues are likely to play a role in how effective implementation of Six-Sigma methodology is in American companies. / Findings in this study indicate that Thai and American cultures are vastly different in many dimensions. The question came up that if Six-Sigma were to be introduced in a Thai manufacturing environment what implications the Thai culture would have on implementation. The resultant finding of this study is summarised as “what are the Thai culture implications of Six-Sigma implementation”. / Thai culture will have an impact on the key success factors in implementing Six-Sigma and could be concluded as follows: Can Breakthrough methodology and Result orientation in Six-Sigma methodology be used with Thai people or Thai Manufacturing?; Can “Out Box” thinking concept and “Changing” environment be implemented in Thai culture?; How did those companies build “Team work” to support Six-Sigma implementation?; Are performance based promotion and individual recognition systems being used with Thai people or Thai manufacturing?. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2005.

Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2002.

Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2001.

Thesis (MProjMgmt)--University of South Australia, 2002.

Thesis (M Ed)--University of South Australia, 1995

Thesis (PhD)--University of South Australia, 1998

This thesis is a study of Quality Management, its use, effectiveness and acceptance by the construction industry. The objective of this research is to determine to what extent the Quality Management System (QMS) helps personnel at different levels of organizations perform their tasks. It also examines how the QMS assists them to meet the quality management expectations of their organization and to develop a methodology and appropriate mechanisms (procedures) for evaluating and measuring the effects of quality management. This research was carried out by performing an in-depth examination of the effect and impact of an implemented QMS on Hong Kong construction companies and their personnel at different levels of the organizations. This study has contributed to the knowledge currently available regarding the application of QMS. Its findings will be of general use in the construction sector and also for the industry practitioners as they will be able to apply the methods and processes developed.

Lic.-avh. Luleå : Luleå tekniska univ., 2002.

Diss. (sammanfattning) Luleå : Luleå tekniska univ., 2004. / Härtill 5 uppsatser + appendix.