An Empirical Investigation of the Malcolm Baldrige National Quality Award Causal Model
ABSTRACT The objective of this research is to test the theory and causal performance linkages implied by the Malcolm Baldrige National Quality Award (MBNQA). The survey instrument used a comprehensive set of 101 questions that were directly tied to specific criteria in the 1995 MBNQA Criteria. Results reported here represent the first published article that tests the MBNQA performance relationships and causal model using comprehensive measurement and structural models.In general, our research concludes that (1) The underlying theory of the MBNQA is supported that “leadership drives the system that causes results”; (2) Leadership is the most important driver of system performance; (3) Leadership has no direct effect on Financial Results but must influence overall performance “through the system”; (4) Information and Analysis is statistically the second most important Baldrige category; (5) the Baldrige category, Process Management, is twice as important when predicting customer satisfaction as when predicting financial results; and (6) a modified “within system” set of five Baldrige causal relationships is a good predictor of organizational performance.
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ABSTRACT: The literature has paid very little attention to the effects of the critical factors of quality on employee satisfaction in the tourism context. Therefore, the aim of this study is to examine these relationships among tourist Accommodation enterprises considering the perception of quality managers. A theoretical model together with the hypotheses to be contrasted is proposed and it is validated by the technique of structural equation models. The target population of the study is made up of tourist accommodations certified with ‘Q for Quality’ in Spain. The structural equation model provides evidence that the critical factor antecedents of employee satisfaction are process management and quality policy and planning; the latter criterion has a greater influence. The study also found that leadership is an important factor for obtaining results from employees through the rest of the variables that make up the model and employee satisfaction promotes learning within the organisation.Total Quality Management and Business Excellence 03/2015; DOI:10.1080/14783363.2015.1021243 · 0.59 Impact Factor
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ABSTRACT: To face the profound changes from both inside and outside, health-care sectors have begun to implement effective quality management (QM) practices following manufacturing and other service industries. However, there is relatively little literature on the development of reliable and valid measurement instruments to assess the implementation of QM practices in hospitals. Based on the high-class QM practices of manufacturing and other service industries, the paper extends the previous empirical research to the health-care sectors and creates a nine-construct measurement instrument. For validation purposes, a cross-sectional survey involving 204 quality managers and directors of large public hospitals was carried out between April and October 2013 in China. We explore the reliability, detailed item analysis and validity of the instrument by applying psychometric methods. Empirical results support the claim that the instrument developed in this study is reliable and valid. It could be an aid for hospitals to assess their QM status and identify the most important areas for quality improvement.Total Quality Management and Business Excellence 02/2015; DOI:10.1080/14783363.2015.1012059 · 0.59 Impact Factor
Conference Paper: The Firms Value Creation by way of the EFQM ModelThe Production and Operations Management Society 2002 Conference, San Francisco (USA); 01/2002