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1
LeRoy, Kathryn A. "Baldrige Education Criteria for Performance Excellence: perceptions of district personnel of implementation and impact on collective teacher efficacy." Texas A&M University, 2004. http://hdl.handle.net/1969.1/2709.
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The purpose of this study was to identify those elements of the Baldrige Education Criteria for Performance Excellence that central office leaders, principals, and teachers perceive as having an impact on collective teacher efficacy. The study determined if there was a relationship between the perceptions of central office leaders, principals, and teachers concerning the implementation of the criteria, the difficulty of implementation, and the impact of implementation on collective teacher efficacy.
The population for this study included sixty individuals from three school districts from Texas, North Carolina, and New Mexico who have implemented the Baldrige Education Criteria for Performance Excellence for a minimum of five years.
The Delphi Technique was used for the study utilizing a questionnaire linked to six of the seven categories of the Baldrige Education Criteria for Performance Excellence. Quantitative data was analyzed using descriptive statistics, which were reported using numerical and graphic techniques.
The key findings of this study suggest that the Baldrige Education Criteria for Performance Excellence, which the three study school districts chose as a framework for improving organizational performance, has had a perceived positive impact on collective teacher efficacy. The following conclusions were drawn from the data analysis:
?? Implementation of the Baldrige Criteria requires a long-term commitment,
?? Districts committed to implementation of the criteria develop systematic approaches to management processes, persevere in their deployment, and continually assess performance to determine areas for improvement.
?? The difficulty of implementation of the criteria relates to the effort required to align and deploy systematic approaches throughout the organization.
?? Commitment and implementation begins at the senior leadership level of central office and cascades through the organization to principals and classroom teachers. The extent to which systematic management approaches have been deployed to the classroom teacher level determines the level of impact of implementation on collective efficacy.
?? The Baldrige Education Criteria for Performance Excellence provide a framework for school districts to improve organizational performance from a systems perspective to achieve organizational and student success.
?? The more mature a district??s deployment/implementation of the criteria, the greater the impact on collective teacher efficacy.
2
Collins, Suzanne Andrea. "Strategies for Identifying and Selecting Performance Measures of Effectiveness for Nonprofit Organizations." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6188.
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There is a growing demand for accountability of nonprofit organizations, and nonprofit business leaders are increasingly under pressure to demonstrate operational effectiveness. The problem is that some business leaders of nonprofit organizations lack strategies for identifying and selecting actionable performance measures of operational effectiveness. Using the plan-do-study-act conceptual framework, this single case study of a nonprofit organization located in the mid-Atlantic region of United States was conducted to explore strategies that 3 of its business leaders used to identify and select actionable performance measures of operational effectiveness. Using thematic analysis of data collected from semistructured interviews, documents, and public sources, emergent themes included: (a) usefulness of measures, (b) customer experience, and (c) workforce education. The findings of this study may have implications for social change by helping nonprofit business leaders achieve consensus on measures of effectiveness beyond financial measures. Additionally, the findings could support the usefulness of transparency in reporting performance outcomes, encourage a shift in focus from program spending and ratios to effectiveness, and prompt external stakeholders to expect performance measures that demonstrate effectiveness in nonprofit program operations.
3
Blacklock, Jordan. "The Strategic Plan of a Medium-Size Enterprise Compared to the Baldrige Criteria." TopSCHOLAR®, 2013. http://digitalcommons.wku.edu/theses/1304.
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The purpose of this study was to provide a case example of one SME (small to medium-size enterprises) documented practices compared to the Baldrige Program’s Criteria for Performance Excellence (Criteria). This study evaluated the degree to which the case example organization practiced the philosophies and principles of the Criteria without direct knowledge of the Criteria. The researcher conducted evaluations by examining the case example organization’s strategic plan against the Criteria. Results of this study’s demonstrated that the Baldrige Program would not be a change in direction for the case example organization but a systematic approach to enhance the methods already deployed by the case example organization. Evaluations identified items on both documents that could be relatable to items contained on the opposing document. This study also identified the actual number of requirement items contained within the Criteria, in order to provide a better understanding of the current Criteria’s level of complexity.
4
Quebodeaux, Pamela Stacey. "Quality in Education in the Calcasieu Parish School System: Experiences of Administrators." ScholarWorks@UNO, 2010. http://scholarworks.uno.edu/td/1193.
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The Malcolm Baldrige Education Criteria for Performance Excellence outline effective practices and core values that have assisted businesses, health agencies, government institutions, and several school systems in the United States to improve performance within their organizations. Recent studies of school districts from across the nation have indicated some degree of success with implementation of the Malcolm Baldrige Education Criteria for Performance Excellence. This phenomenological study of principals' experiences with implementation of Quality in Education (based on the Baldrige Education Criteria) within the Calcasieu Parish School System answers the question: What are principals' experiences with the implementation of Quality in Education? Data were collected through individual interviews and questionnaires. Participants included ten principals who had been engaged in this district implementation effort for at least three years, as well as their administrative directors. Transcription, coding, and analysis resulted in emerging themes and key findings, which were organized as benefits and barriers to implementation of this school reform initiative. Benefits were identified as data-based decision-making and use of student data binders, a narrow focus and working smarter, not harder, and increased student responsibility for learning, parent communication and faculty input. This was accomplished through district support with professional development and the work of Quality mentors. Barriers were identified as teacher turnover and continual training of new staff, implementation of other programs, lack of faculty buy-in, and time. This study informs the literature of implementation issues with school reform initiatives.
5
Collier, Denise Lou. "A systems approach to school improvement : the identification and prioritization of core educational systems and processes using the Baldrige quality criteria as an improvement framework for high-performing schools /." Access restricted to users with UT Austin EID Full text (PDF) from UMI/Dissertation Abstracts International, 2001. http://wwwlib.umi.com/cr/utexas/fullcit?p3026194.
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Osters, Sandra Norton. "Usefulness of the Texas award for performance excellence in education criteria for a comprehensive program review in student affairs: a case study of two departments in a division of student affairs at a research extensive university." Diss., Texas A&M University, 2003. http://hdl.handle.net/1969.1/5795.
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The culminating recommendations of the United States Secretary of Education, Margaret Spellingsâ 2006 Commission on the Future of Higher Education report demand greater access, affordability, quality and accountability in higher education. Student affairs, as well as their academic counterparts, must show that they function effectively and contribute to student learning and development. A promising program review process for student affairs to fulfill this expectation is found in the Education Criteria of the Malcolm Baldrige National Quality Award and its state-level equivalent, the Texas Award for Performance Excellence in Education Criteria. The purpose of this study was to determine the usefulness of the Texas Award for Performance Excellence Education Criteria, Progress Level, as the basis for a comprehensive program review in two diverse student affairs departments. Additionally, the study was to determine the potential usefulness of the Criteria as a management strategy for senior leadership in each department to focus on assessment, planning, improvement and change. The descriptive case study was conducted using naturalistic inquiry methodology with two student affairs departments. The researcher spent nine months in the field as a participant observer. Methodology included observations of training and team leader meetings; interviews with participants, department directors, and the Office of the Vice President; document review of both self-study reports; and the researcherâÂÂs reflexive journal. Student affairs departments are particularly well-suited for the quality concept of serving customers and, in this case, students as their primary customer. The researcher concluded that the Texas Award for Performance Excellence in Education Criteria serve as a useful basis for a comprehensive program review and as a management strategy for senior leadership under the following conditions: The department must be a mature and functional unit. Student affairs staff need a foundation in quality principles, in general, and the core values, Criteria and language of the Texas Award for Performance Excellence in Education before embarking on the self-study process. The Measurement, Analysis and Knowledge Category and the Planning Category provided the most introspection and action planning for both departments. The Process Category was the most challenging for both departments.
7
Lawrence, Nathan. "Driving Strategies in Performance Excellence." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3900.
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Only a small number of U.S. businesses have implemented the Baldrige Criteria for Performance Excellence to improve their performance. The purpose of this multiple case study was to explore strategies that executive business leaders use to implement the Baldrige Criteria for Performance Excellence. The study population consisted of 6 business executives and 2 organizations in the U.S. state of Texas, all with experience in implementing the Baldrige Criteria for Performance Excellence. The theory of high performance work systems provided the conceptual framework for the study. Data were gathered from interviews and record reviews that were conducted within the organizations. Inductive analysis was used to identify words, phrases, ideas, and actions that were consistent among participants and organizations as well as to identify patterns and themes. Triangulation of sources between the interview and record review data was used for consistency. Three main themes emerged from data analysis: organizational leaders embedded the Baldrige Criteria for Performance Excellence into native work models; they also used robust strategy deployment systems with accountability for action plans to spread the Baldrige Criteria for Performance Excellence; and, rather than specifically create goals to align with the Baldrige Criteria for Performance Excellence, they identified actions to reach organizational strategic goals that were created using the Criteria as a business model. Implications for positive social change arising from this study include the potential to increase the number of available jobs by improving overall organizational performance through the increased implementation and use of the Baldrige Criteria for Performance Excellence among U.S. organizations.
8
Plunkett, Brandi Lyn. "Estimating third -party examiners' scoring stability on selected applications to the Texas Award for Performance Excellence." Texas A&M University, 2006. http://hdl.handle.net/1969.1/4785.
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This study was an attempt to add to existing research by estimating the ability of
third-party examiners to assess whether or not an organization successfully implemented
strategies based on the criteria of the Texas Award for Performance
Excellence (TAPE). The TAPE is given each year by the Quality Texas Foundation
and recognizes organizations that demonstrate superior performance as it is defined
by customer satisfaction and continuous improvement. The TAPE is a state-level
award for quality that uses the same criteria as the Malcolm Baldrige National
Quality Award for Performance Excellence.
This research was an analysis of the TAPE process at the level of examiners, also
known as the Board of Examiners. The Board is made up of approximately 150
experienced professionals from several types of business sectors and is responsible
for evaluating organizational self-assessments.
In this quantitative study, data were converted from the Quality Texas Foundation
into a database. Because the set of the TAPE applicants included in the study consisted of the entire population of TAPE applicants selected from 2001 to 2004,
descriptive statistics were appropriate for producing informative data that could be
analyzed for variation and stability in the scoring process. Exploration of patterns in
descriptive statistics and multivariate analysis of variance were the primary tools used
in this particular study along with CronbachâÂÂs Alpha as an indicator of reliability.
Since scoring for the TAPE is based on an individual examinerâÂÂs best subjective
assessment, it was impossible to have one objective score against which all the other
scores could be measured. The team consensus score was therefore used as the true
score for measurement.
Establishing reliability of examinersâ scores was a problem due to the fact that
organizations and teams did not repeat. Results from the study led to the conclusion
that there was insufficient evidence to make a determination on what influences
examinersâ scoring consistency. More data will need to be collected in such a way so
as to make it possible to identify that impact consistency of examiner scores.
9
Ricker, Anita Paige. "An Analysis of the Tennessee Center for Performance Excellence Examiners' Continuous Improvement Process." Digital Commons @ East Tennessee State University, 2010. https://dc.etsu.edu/etd/1666.
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The purpose of the study was to evaluate the continuous improvement process of the Tennessee Center for Performance Excellence (TNCP). Results of surveys conducted annually by the TNCPE from postapplicants provided data from the state award applicants. Their responses offered indicators of satisfaction among different industry sectors (education, government, healthcare, manufacturing, nonprofit, and service) with the TNCPE services (criteria booklet, feedback report, site visit policy, TNCPE staff, and team of examiners). The survey data were obtained from the TNCPE office in Nashville, Tennessee in which award applicants were provided a series of survey questions. These questions involved the overall award program and the site visit experiences. Within the program award, data included 26 applicant responses while the site visit surveys included 107 applicant responses. In addition, an alpha level of .05 was used for all statistical tests. The major conclusions were: (1) there are differences in the industry sectors with the length of the site visit, team of examiners' team leader's leadership, and the clarity of the feedback report (control vs. influence). Other tests were not statistically significant.
10
Rodrigues, Iveti Magalia Caetano. "Gestão da qualidade em uma unidade de ensino da UFSM segundo os critérios do programa Malcolm Baldrige." Universidade Federal de Santa Maria, 2005. http://repositorio.ufsm.br/handle/1/4768.
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This thesis presents a study of systems of the quality s administration, with focus on the Malcolm Baldrige Program for the education, analyzing the recommendations of the criteria: 1) leadership, 2) strategic planning, 3) students,interested parts and focus on the market, 4) information, analysis and knowledge administration, 5) focus on people and 6) administration of processes. Considering a qualitative research at Colégio Agrícola de Santa Maria (CASM) RS, which offers technical teaching and high school, it was carried out a survey on the practices of the school s administration, relating them to the criteria of such a Program. After the profile s description, strong points and improvement opportunity in the practices of the school s administration were identified, highlighting the teachers' high qualification and their pedagogical project. As improvement opportunity, it is suggested the identification of the students' needs, of the interested parts and of the market, which are contemplated in an action proposal of the quality for CASM,
accomplishing this work s main objectiveEsta dissertação apresenta o estudo de sistemas de gestão da qualidade, com foco no Programa Malcolm Baldrige para a educação, analisando as recomendações dos seus critérios: 1) liderança, 2) planejamento estratégico, 3) estudantes, partes interessadas e foco no mercado, 4) informação, análise e gerenciamento do conhecimento, 5) enfoque nas pessoas e 6) gerenciamento de processos. Mediante uma pesquisa qualitativa no Colégio Agrícola de Santa Maria/RS que atua no ensino técnico e médio, realizou-se um levantamento das práticas de gestão da escola, relacionando-as com os critérios do Programa citado. Após a descrição do perfil, identificaram-se os pontos fortes e oportunidade de melhoria nas práticas de gestão da escola, salientando-se a alta qualificação dos docentes e o seu projeto pedagógico. Como oportunidades de melhoria sugere-se a identificação das necessidades dos estudantes, das partes interessadas e do mercado, que estão contempladas em uma proposta de ações da qualidade para o CASM, cumprindo o objetivo principal deste trabalho
11
Niswonger, Jennifer R. "Effective Revenue Diversification Strategies in Nonprofit Organizations." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7318.
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Nonprofit organization leaders increasingly encounter social burdens and financial difficulties, jeopardizing ongoing success and organizational sustainability. The purpose of this single-case study was to explore revenue diversification strategies used by 3 leaders of a small nonprofit organization in the mid-Atlantic region of the United States through the conceptual lens of modern portfolio theory. Data were collected via in-depth semistructured interviews, and member checking was used to facilitate accuracy, consistency, and integrity. Methodological triangulation included a document review and analysis of financial statements, tax returns, strategy objectives, the organizational website, social media, and nonprofit data reports. Data from documents and interviews were manually coded, and themes were identified using thematic analysis. Six themes emerged related to process strengths and opportunities for improvement including capitalizing on a mission-driven workforce; using a systematic strategic planning process; building relationships with partners, suppliers, and collaborators; integrating performance measures to areas of importance; and developing and implanting systematic methods to assess customer satisfaction and workforce engagement. The findings from this study might contribute to positive social change by providing revenue diversification strategies and the supporting processes that leaders of small nonprofit organizations can use to enhance existing services, expand community programs, and create ongoing organizational success.
12
Mattin, Deborah C. "A National Study Comparing Baldrige Core Values and Concepts with AACN Indicators of Quality: Facilitating CCNE-Baccalaureate Colleges of Nursing Move toward More Effective Continuous Performance Improvement Practices." University of Toledo / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=toledo1357281352.
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Gunnerson, Alan Lee. "Strategies to Diversify Funding Sources in Nonprofit Organizations." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6329.
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Although nonprofit organization (NPO) leaders play crucial roles in society, financial distress and vulnerability are common for many NPO leaders, with some NPOs closing as a result of these conditions. The purpose of this single-case study was to explore the diversification strategies used by 10 leaders and senior staff of an NPO in the mid-Atlantic region of the United States through the conceptual lens of Markowitz's modern portfolio theory. Data were collected through in-depth semistructured interviews and analysis of organizational documents, internal archival data, social media, literature, and online databases. Through thematic analysis, 7 revenue diversification themes emerged: adding revenue streams; establishing an operating reserve; establishing positive financial performance; achieving financial stability, sustainability, organizational capacity, and organizational resilience; using transparency; achieving efficiency and organizational effectiveness; and using a marketing strategy. Additionally, 7 key themes emerged: documenting and implementing systematic processes, developing an approach to process improvement, implementing cross-department action plans, increasing transparency, reversing the adverse trend in forum participation, building a data-management system, and increasing individual and organizational capacity. These findings have implications for positive social change, in that they may offer NPO executives new insights and strategies to support revenue diversification, thereby helping them to reduce volatility in funding, decrease financial risk, avoid dependence on sole-source revenue, and identify opportunities to increase flexibility in support of organizational goals and objectives to increase services.
14
Nasseef, Mohammed A. "A study of the critical success factors for sustainable TQM. A proposed assessment model for maturity and excellence." Thesis, University of Bradford, 2009. http://hdl.handle.net/10454/4450.
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Study of the critical factors for TQM implementation throughout the years, and
longitudinal analysis of secondary quality winners of prestigious awards such as the
Malcolm Baldrige National Quality Award (MBNQA), is important. The longitudinal
analysis in this research will enable verification that there are generic critical factors
(CFs) for TQM implementation and generic critical areas of measurement (CAM) that if
implemented fully and successfully will deliver excellence. Also, it will enable
verification that these generic CFs help to ensure sustainable performance and this could
help in answering how excellent organisations sustain their performance constantly.
By studying what excellent organisations measure and what they place emphasis on
throughout the year, the study will document measurements that have been used to
sustain excellence and will consider empirically how these have led to tangible results
over a period of twenty years; the study will examine MBNQA winners from 1988 until
2008. Finally, an excellence maturity assessment tool ¿assessment software¿ was
developed as result of examining winning case studies over a long period of time, lists
of critical factors of implementation (CFI) and critical areas of measurement (CAM)
were extracted and used accompanied by the EFQM Excellence Model, and Zairi¿s two
model ¿Index of Excellence¿ and ¿Ladder of Excellence¿. This formed the basis of the
assessment tool developed; companies through this will be able to understand their level
of excellence implementation and their position compared to world class organisations.Government of Saudi Arabia represented by the Ministry of Higher Education
15
Boykins, Regenia R. "Nonprofit Leaders' Strategies for Succession Planning." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6525.
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Many nonprofit organizations lack systematic approaches to succession planning. The absence of a strategic succession plan can limit leaders' abilities to maintain organizational sustainability and fulfill the organization's mission. The purpose of this single-case study was to explore strategies nonprofit leaders used to develop succession plans. The conceptual framework for the study was the knowledge transfer theory. Participants included 3 nonprofit leaders from an educational organization in the southeastern United States. Data were collected through semistructured interviews and analysis of internal organizational documents and publicly available data. Using an inductive content analysis, 3 themes emerged: boards of directors were critical to the process of developing a strategic plan for succession; leadership transition, whether planned or unplanned, necessitated preparation; and leadership development was a valued practice that contributed to a succession planning strategy. The results of this study might contribute to positive social change by providing nonprofit leaders with succession strategies to recruit, retain, and prepare leaders to ensure organizational sustainability and mission attainment. Nonprofit educational leaders who develop succession planning strategies can enhance organizational continuity and develop competent volunteers to provide much-needed programs for the communities they serve.
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Nasseef, Mohammed Abdullah. "A study of the critical success factors for sustainable TQM : a proposed assessment model for maturity and excellence." Thesis, University of Bradford, 2009. http://hdl.handle.net/10454/4450.
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Study of the critical factors for TQM implementation throughout the years, and longitudinal analysis of secondary quality winners of prestigious awards such as the Malcolm Baldrige National Quality Award (MBNQA), is important. The longitudinal analysis in this research will enable verification that there are generic critical factors (CFs) for TQM implementation and generic critical areas of measurement (CAM) that if implemented fully and successfully will deliver excellence. Also, it will enable verification that these generic CFs help to ensure sustainable performance and this could help in answering how excellent organisations sustain their performance constantly. By studying what excellent organisations measure and what they place emphasis on throughout the year, the study will document measurements that have been used to sustain excellence and will consider empirically how these have led to tangible results over a period of twenty years; the study will examine MBNQA winners from 1988 until 2008. Finally, an excellence maturity assessment tool 'assessment software' was developed as result of examining winning case studies over a long period of time, lists of critical factors of implementation (CFI) and critical areas of measurement (CAM) were extracted and used accompanied by the EFQM Excellence Model, and Zairi's two model 'Index of Excellence' and 'Ladder of Excellence'. This formed the basis of the assessment tool developed; companies through this will be able to understand their level of excellence implementation and their position compared to world class organisations.
17
Francisco, Melissa. "A Framework of Critical Success Factors for Business Organizations that Lead to Performance Excellence Based on a Financial and Quality Systems Assessment." Doctoral diss., University of Central Florida, 2014. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/6272.
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One of the most important tasks that business leaders undertake in order to achieve a superior market position is strategic planning. Beyond this obligation, business owners desire to maximize profit and maintain steady growth. In order to do this, resources must be invested in the most efficient way possible in order to achieve performance excellence. Adjusting business operations quickly, however, especially in times of economic uncertainty, is extremely difficult. Business leaders therefore need insight into which elements of organizational improvement are most effective in order to strategically invest their resources to achieve superior performance in the most efficient way possible.
This research examines the results of companies which have a demonstrated ability to achieve performance excellence as defined by the National Institute of Standards and Technology's Malcolm Baldrige Criteria for Performance Excellence. This research examined award-winning applications to determine common input factors, compared the business results of a subset of those award-winners with the overall market for a time-frame of 11 years, and then investigated the profitability, liquidity, debt management, asset management, and per share performance ratios of award-winners compared with their industry peers over 11 years as well.
The main focus of this research is to determine whether participation in performance excellence best practices have created value for shareholders and business owners. This objective is achieved through the analysis of performance results of award winning companies. This research demonstrates that the integration of efforts associated with performance excellence is in-fact advantageous.Ph.D.
Doctorate
Industrial Engineering and Management Systems
Engineering and Computer Science
Industrial Engineering
18
"Study of Malcolm Baldrige Health Care Criteria Effectiveness and Organizational Performance." Tulane University, 2013.
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This study investigated the impact of the Malcolm Baldrige Health Care Criteria for Performance Excellence (HCPE) on effectiveness in health care organizational performance. The quality of health care has tremendous social and economic consequences for the United States (U.S.), including lost wages, reduced productivity, higher legal expenses, and lower confidence in the health care system. Increasing health care productivity, efficiency, effectiveness, and quality offers critical means to reducing cost and improving U.S. economic performance, which is an objective of the Affordable Care Act enacted by Congress in 2010. This study compared Malcolm Baldrige National Quality Award recipients to competitors in their geographic markets using Centers for Medicare & Medicaid Services (CMS) performance measures to determine if there was a relationship between the use of the HCPE as a business model and the performance of health care organizations. This study included an analysis comparing 34 hospitals using the HCPE as an organizational business model to 153 hospitals in their geographic markets not using the HCPE. There were 42 CMS measures classified into 2 major categories focused on (1) patient experience measures and (2) clinical processes and outcome measures. The results showed that the study-identified hospitals that used the HCPE had values representing higher performance on all 10 patient experience measures than the non-HCPE hospitals, and that 9 of the 10 measures were statistically significant. Although the group mean differences were not statistically significant, the study results showed that HCPE hospitals had performance outcomes with mean values representing higher performance than the non-HCPE hospitals in 38 of the 42 (90%) of the study measures. These results should provide leadership with confidence that the HCPE serve as a valid model to align organizational design, strategy, systems, and human capital to create long-term effectiveness in an institutionalized high performance culture.acase@tulane.edu
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Collier, Denise Lou 1955. "A systems approach to school improvement : the identification and prioritization of core educational processes using the Baldrige quality criteria as an improvement framework for high-performing schools." 2001. http://hdl.handle.net/2152/10303.
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Aumiller, Barbara Elaine. "Implementation of the Baldrige education framework for performance excellence : a case study of one midwestern school district leadership team's continuous improvement efforts /." 2008. http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqdiss&rft_dat=xri:pqdiss:3314727.
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Thesis (Ed.D.)--University of Illinois at Urbana-Champaign, 2008.Source: Dissertation Abstracts International, Volume: 69-05, Section: A, page: 1608. Adviser: Donald Hackmann. Includes bibliographical references (leaves 188-195) Available on microfilm from Pro Quest Information and Learning.
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Wine, Sherryl Leigh. "The Utility of the Texas Award for Performance Excellence Criteria as a Framework for Assessing and Improving Performance Excellence in the Texas A&M Foundation: A Case Study." Thesis, 2011. http://hdl.handle.net/1969.1/ETD-TAMU-2011-12-10652.
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In 2007 nonprofits became eligible to apply for the Malcolm Baldrige National Quality Award (MBNQA) and the state-level Baldrige-based Texas Award for Performance Excellence (TAPE). There exists minimal research on quality management frameworks to guide performance excellence in nonprofits and there is a lack of understanding regarding the applicability and utility of the MBNQA and TAPE Criteria as a framework for performance excellence for nonprofit organizations. This study looks at how one nonprofit organization deployed the TAPE Criteria framework across the organization and the extent to which organizational learning resulted and was integrated across the organization.
The qualitative case study utilized naturalistic inquiry methodology to chronicle situational themes and relationships that emerged during the organization's year-long process of preparing an application for the TAPE. The study took place in a natural setting and the researcher was immersed in the organization's experience as a participant-observer assisting with developing the application. Data collection methods included direct observation, interviews, and document analysis. The case study approach provided a context and perspective for other nonprofit entities seeking to assess and improve performance.
The TAPE Criteria framework is a systematic and structured approach to improving performance excellence and its methodologies are repeatable and based on facts and data. Leaders recognized the value of assessing the organization's current condition in a holistic manner, yet they distinguished and used only those parts of the Criteria that they found meaningful and effective. Leadership viewed the TAPE Criteria in light of how it could support its mission success, rather than supplanting management practices that had historically achieved organizational goals that met or exceeded customer needs and expectations.
The results of the study are relevant and may assist nonprofit executives and administrators in applying and utilizing Baldrige-based improvement methodologies. The information gleaned from the study will help administrators of the TAPE to improve the usefulness and functionality of the framework across all business arenas. TAPE administrators should benefit from the research as it provides information on how individuals experienced and learned the taxonomy of the framework.
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Von, Solms Van Heerden. "Self-assessment as component of a continuous performance improvement strategy and quality assurance in education, training and development within the South African department of defence." Thesis, 2006. http://hdl.handle.net/10500/1971.
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In a rapidly changing and competitive world organisations need to develop and improve their performance continuously to ensure a competitive advantage. Organisations need to determine their current status of performance constantly and identify organisational strengths and areas where improvements can be made. Periodic organisational self-assessments are therefore required to measure current management and operations policies, practices and procedures, in order to enhance overall business performance rather than solely concentrating on the quality of products or services.
Traditionally, external inspections were more commonly used by educational and training institutions for the evaluation of institution and learner performance. These institutions are today taking part in a growing drive for internal self-evaluation, arising from the desire of institutions and Education, Training and Development (ETD) practitioners to assess their own performances. Self-assessment as part of an endeavour to sustain continuous improvement is therefore also appropriate for ETD providers in the South African National Defence Force (SANDF).
A new defence dispensation and a changing ETD environment in South Africa have created new demands on ETD providers in the SANDF. Although training units within the SANDF may function in a unique military context, national legislation relevant to ETD and the latest approach of openness and transparency into matters of the Department imply that military as well as non-military ETD in the SANDF is to be closely aligned with national training and development initiatives. As legislation does not make a distinction between military and private ETD providers in South Africa, most traditionally assumed differences are no longer relevant.
A case study explored the appropriateness of conducting organisational self-assessment as component of a Continuous Performance Improvement Strategy and Quality Assurance within the SANDF. The study also investigated the usefulness of a Total Quality Management approach to quality assurance in the ETD environment and the impact of the frameworks used, available assessment instruments and the selected assessment methods on the significance of organisational self-assessment by ETD providers.
This study's investigation of the appropriateness and significance of regular organisational self-assessments by training units in the SANDF thus has broader implications, as recommendations are also applicable to other ETD providers.Educational Studies
D. Ed. (Education Management)