This
paper contends that general deductions at the procedural or technical level are that TQM
organizations are more probable to deal with and evaluate
process performance and employ a broader array of
measures of performance than non-TQM organizations. The paper claims that novelty and time-related performance, quality, delivery, and
customer contentment continue to be the most extensively used performance measures. The paper examines the necessity to combine planned goals, customer needs, process capability, and personal participation that are perceived as essential for successful performance
management systems based on Total Quality Management.