Determination of perception and level of implementation of total quality management and performance system by enterprise

In our era, in which the world has become one global market, businesses need to be able to keep up with the ever-changing marketplace since customer perceptions and expectations transform, while technology develops on a constant basis. Especially, the businesses striving for differentiation and brand-building in the fierce competition have to follow the current conditions closely to maintain their sustainability. Constituting a two-component system, the Total Quality Management & Performance Appraisal systems can prove fruitful in achieving this. The quality concern is no longer a phenomenon employed solely in production. Currently, quality is an approach model which needs to be utilized in all processes of an organization. The philosophy of quality, and performance appraisal systems contain an approach that attaches value to individuals. Contrary to the traditional approach, today's quality approach does not regard an individual as a mechanism that fulfills a set of commands. It instead deems an individual as a phenomenon which is benefited, trained and which creates value. Indeed, human is the key to achieving targets falling into the scope of quality. Total Quality Management acknowledges everyone under the organization as a whole and enables them to learn about the criteria required in accordance with the current conditions. Focusing on individual to perform these efforts, the Total Quality Management (TQM) and Performance Appraisal systems are accepted as an integral part of one another, and it is suggested that managers applying this two-component system professionally in their businesses will achieve their goals. In this study, the desk-based research and case study regarding qualitative patterns are used to demonstrate to which extent the businesses engaged in brand-building across the industry in the Tekirdağ province apply the Total Quality Management and Performance Appraisal systems, and how they perceive such systems. The relation between the total quality management and performance appraisal has been analyzed as part of the desk-based research. Themes, overlappings and divergences have been found out as a result of analyzing such a relation and thus have been used to conduct a case study. In this framework, surveys were undertaken and direct meetings were held with managers of seven different businesses. The content analysis, a qualitative analysis method, was used in evaluating the data findings. According to the findings, the managers adopt the total quality management and performance appraisal system personally and organizationally; however, they are not able find a space for professional implementation thereof. It can be argued that the managers do not believe that the ongoing quality and performance appraisal efforts in their businesses are sufficient enough to carry out brand-building efforts. The findings of study suggest that the main reason behind failing to maintain the quality and performance system effectively has to do with the fact that businesses are mostly established as family corporations. They further reveal that the executive staff does not boast the expertise needed to put into practice the total quality management and performance appraisal system.