Productivity in Public Administration

As previously stated the strengths of TQM allow a complete investigation in areas that are not running efficiently and effectively. By providing a method of improvement such as this ensures that a higher quality service is being given, a workforce is on the same page and focused at all levels, and customer satisfaction is met. In the end this would allow the WFRMC to be more profitable. The weakness behind TQM would be similar to any field and that is cost. What any company would discover is that there is an initial increase in cost, whether it is for a service or for production. This cost would consist of training personal and cost of finding feedback methods of the business quality.

1. The effectiveness of public services can be enhanced by the use of performance management. Leading to, citizens benefitting from a positive impact and improved outcomes.

The performance management in the public service is guided by several Acts, Acts that regulate and assign the senior management daily tasks as to attain and achieve the organizational goals and objectives. Public Institutions as mandated by the Constitution, their goals is to deliver effective and efficient service delivery to the inhabitants of the state. Following are the regulatory frameworks for the performance management within the public service.

It involves the entire organisation including all staff, consideration of all costs and systems which affect quality (Ebert & Griffin, 2013, p.g 252). The process of TQM looks at the poor aspects of quality inside an organisation and then focuses on how to improve these aspects and make them more effective and efficient.

In a TQM effort, all members of an organization participate in improving processes, products, services, and the culture in which they work” (ASQ, 2016). TQM can be used based off eight (8) key elements that most if not all companies use. The key elements are customer-focused, total employee involvement, process-centered, integrated system, strategic and systematic approach, fact-based decision making and lastly communication. The first element of TQM is the most important element, which is the customer.

The purpose of these marketing strategy is to strengthen the customer relationship by value creation. Based on the TQM approach, quality is maintain along the whole process to gain customer satisfaction. The TQM philosophy focuses on relationship-based marketing which can lead to customer satisfaction (Christopher et al., 1991). Customer satisfaction happens when an organization create value in their services.

* The challenges of serving corporate customers with a variety of needs in terms of size of organization and how progressive and open to change these companies were. Based on the

The literature review brings up some interesting common themes and issues that run through the existing literature, research and definitions of performance management. These common themes will focus on features of performance management and its application in an organisation.

The benefits of TQM when implementing the strategic plan to meet goals or increasing profit within a small business.

Perhaps the most important characteristics of TQM are that it empowers front-line workers to solve problems and it focuses attention on solving problems rather than on finger pointing.

TQM gives some short-term advantages, however majority of advantages is long-termed, and tangible benefits from them appear only after successful realization. In big organizations this process can take few years. Long-term benefits expected from implementation of TQM - higher productivity, higher moral tonus of personnel, decreasing of costs and increasing of consumers ' trust.

The management of organizations can often be improved through systematic attention to the “customer’s needs” that must be satisfied if the organization is to survive. There are two implications deriving from this statement:

Truly quality is something that relates to both performance and value from the customers perspective (Barfield 304). TQM is about building quality in from the beginning and making quality everyone 's concern and responsibility. Consumers are willing to pay a premium for higher-quality goods and services. Organizations that employ TQM (or a similar philosophy) work on the premise that any product or service can be improved upon and this improvement equals reduced cost, better performance and higher reliability. The basic goal of TQM is simply understanding and meeting the customers ' expectation every time. Understanding and meeting customer expectations is a challenging proposition and requires a process that supports continuing progress toward the goal of meeting customer expectations the first time, every time. A TQM program also has the goal of instilling confidence to management the intended quality level is being achieved and will continue to be maintained. The process employed must demonstrate repeatability and consistent results time after time. Finally, the customer must have confidence that the intended level of quality will be achieved in the delivered product or service (Barfield 313).

It is considered that the most critical thing for a company is to effectively and efficiently deliver the service to the customers. It does really matter which industry the organization is operating in, the features of services have be taken very seriously and in addition to that, customers have to be satisfied in order for the organization to grow. It has been argued by numerous scholars that the primary need of the customers in the modern business world is to have a good experience, along with added value to be served to them. It is important to note that regardless of the capabilities of a product, the organization is not likely to be successful in accordance with its full potential if the offered

Performance management aims to manage and improve individual performance with a vision to improving performance across the entire business. (Walter. M, 1995) defines performance management as the process of “Directing and supporting employees to work as effectively and efficiently as possible in line with the needs of the organisation”. It is very important to direct and support employees to work efficiently, and this can only be successful if a well-structured performance management system is put in place. But, nonetheless some organisations don’t get it right. [Bobby, David and Orr, 2014] state that powerful organisations like the World Bank (2007), the US Government Accountability Office (GAO) (2007) and the OECD (2008) say performance management should be exhibited on these pervasive characteristics which include concerns on output and outcomes, planning, performance measures and techniques, communication, review and evaluation, continuous development, monitoring, measuring results and verification. These characteristics must be effectively designed, managed and linked to achieve positive results. These features are explained further.