Journal articles: 'Baldrige Criteria for Performance Excellence'

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Lawrence, Nathan Allan, and Mohamad Saleh Hammoud. "Strategies to Implement the Baldrige Criteria for Performance Excellence." International Journal of Management Excellence 9, no. 1 (June 30, 2017): 1040–49. http://dx.doi.org/10.17722/ijme.v9i1.912.

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Only a small number of U.S. businesses have adopted the Baldrige Performance Excellence Program. 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 six business executives and two 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 patterns and themes. Triangulation of sources between the interview and record review data was used for consistency. Three main themes emerged from data analysis: organizations 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 molded using the Baldrige Criteria for Performance Excellence as a business model.

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Abdulla Badri, Masood, Hassan Selim, Khaled Alshare, Elizabeth E. Grandon, Hassan Younis, and Mohammed Abdulla. "The Baldrige Education Criteria for Performance Excellence Framework." International Journal of Quality & Reliability Management 23, no. 9 (December 2006): 1118–57. http://dx.doi.org/10.1108/02656710610704249.

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Lawrence, Nathan Allan, and Mohamad Saleh Hammoud. "Strategies to Implement the Baldrige Criteria for Performance Excellence." International Journal of Management Excellence 9, no. 1 (July 6, 2017): 1040. http://dx.doi.org/10.17722/ijme.v9i1.341.

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Alda, Tania. "Performance Measurement Analysis Based on Baldrige Excellence Framework in Palm Oil Company." Jurnal Sistem Teknik Industri 23, no. 2 (July 28, 2021): 146–54. http://dx.doi.org/10.32734/jsti.v23i2.5890.

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Performance measurement is needed to evaluate the condition of the company. Based on preliminary discussions with the company, the company's performance measurement still focused on the financial aspects and has not carried out a comprehensive performance measurement involving other aspects of the company that is also important to know its performance. So, the company does not know the substantive condition of the company. The purpose of this research is to identify the position by using the Baldrige excellence framework (BEF) so that the company knows its condition and can improve and enhance the company's performance. Baldrige excellence framework used to identify the position of the company using seven criteria, namely leadership, strategy, customers, knowledge management, workforce, operations, and results. After identifying the company's position with the baldrige excellence framework, then analysis is carried out to find the root cause of the problem based on the Baldrige Excellence Framework assessment using a fishbone diagram. The maximum score of the Baldrige Excellence Framework is 1000. Based on the assessment, the results showed that the company was in the Early Result category with a value of 314,25. It means that the company is already at a good early stage to achieve the company's excellent performance.

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Hidayat, Abdul Aziz Alimul, and Musrifatul Uliyah. "Analysis of Nursing Education Excellence in Indonesia Using Baldrige Criteria." Creative Nursing 25, no. 4 (November 1, 2019): 275–83. http://dx.doi.org/10.1891/1078-4535.25.4.275.

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This research aimed to analyze nursing education excellence in 54 nursing schools in East Java, Indonesia, using Baldrige Criteria for Performance Excellence (BCFPE) to evaluate competitive advantage on an international level. Data were collected through interviews; questionnaires; and documentation from heads of departments, lecturers, and students. Data obtained using the Baldrige modified questionnaire were analyzed with descriptive statistics and then classified using the BCFPE score. Results showed that these schools of nursing were still in the early growth stages in all areas measured. Their overall achievement scores were below 50%. The schools of nursing could achieve world-class performance and competitive advantage in nursing education, emerging as industry leaders, by improving leadership; customer focus; strategic planning; measurement, analysis, and knowledge management; human resources focus; and learning process.

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DeJong, Douglas J. "Quality improvement using the Baldrige Criteria for Organizational Performance Excellence." American Journal of Health-System Pharmacy 66, no. 11 (June 1, 2009): 1031–34. http://dx.doi.org/10.2146/ajhp080450.

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Asif, Muhammad, Abdul Raouf, and Cory Searcy. "Developing measures for performance excellence: is the Baldrige criteria sufficient for performance excellence in higher education?" Quality & Quantity 47, no. 6 (May 11, 2012): 3095–111. http://dx.doi.org/10.1007/s11135-012-9706-3.

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Sulistyo, Agung, and Fitria Agustin Sri Arwandi. "KRITERIA MALCOLM BALDRIGE DI ERA REVOLUSI INDUSTRI 4.0 PADA PERUSAHAAN MEDIA CETAK DALAM UPAYA MENCIPTAKAN PERUSAHAAN UNGGUL DANBERKELANJUTAN DI YOGYAKARTA." Jurnal Riset Manajemen Sekolah Tinggi Ilmu Ekonomi Widya Wiwaha Program Magister Manajemen 7, no. 1 (April 8, 2020): 84–93. http://dx.doi.org/10.32477/jrm.v7i1.190.

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The development of Information technology has e a wide-ranging impact on every business, including print media. The ease and speed of public in getting information is one of its own threats, plus competition between similar businesses is no less Great. The Baldrige Kriteria is a concept that can be used to evaluate performance, encourage and study of a company to be excellence and sustainable. Baldrige Criteria consist of 7 pillars, namely : Leadership, Strategic Planning, Focus on Consumer and markets, measurement analysis and knowledge management, focus on human resources, management of business processes and results. The purpose of this study was to analyse the application of the concept of Baldrige criteria in the printed media (PT. BP Kedaulatan Rakyat) in an effort to create excellence and sustainable companies. This study uses a qualitative methode with a descriptive approach that is integrated to the concept of Baldrige Criteria. Data collection in this study uses in-depth interviews, observation, documentary methods, visual materials and literature study. The subject of this study were several employees from variousparts of the company. Based on the research that has been done, the results show that the management of the company is not in accordance with the Baldrige Criteria. The results of the study explain that the attributes used have not been fully applied, so it is necessary to have an appropriate program to become a excellence and sustainable companies.

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Setiawan and Humiras Hardi Purba. "A Systematic Literature Review of Malcolm Baldrige National Quality Award (MBNQA)." Journal of Technology Management for Growing Economies 12, no. 1 (April 28, 2021): 1–12. http://dx.doi.org/10.15415/jtmge.2021.121001.

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Many organizations measure and assess organizational performance as a strategy to improve competitiveness globally, the Malcolm Baldrige National Quality Award (MBNQA) is a prestigious award regarding quality management created in the USA. This paper reviews 50 journals on MBNQA from various countries and found that about 48% of researchers use the Malcolm Baldrige Criteria for Performance Excellence (MBCfPE) approach to measure organizational performance. We also compare MBNQA with other quality awards such as the European Foundation for Quality Management (EFQM) and the Deming Prize to illustrate what criteria we can use in improving Business Excellent Models (BEM). In the future, we will combine this TQM with the development of the Industrial 4.0 era to get a new model for assessing organizational.

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Vokurka, Robert J. "Operationalising the balanced scorecard using the Malcolm Baldrige Criteria for Performance Excellence (MBCPE)." International Journal of Management and Enterprise Development 1, no. 3 (2004): 208. http://dx.doi.org/10.1504/ijmed.2004.004521.

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Ford, Matthew W., and James R. Evans. "Conceptual Foundations of Strategic Planning in the Malcolm Baldrige Criteria for Performance Excellence." Quality Management Journal 7, no. 1 (January 2000): 8–26. http://dx.doi.org/10.1080/10686967.2000.11919223.

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Susanto, Edi. "ANALISIS PENDEKATAN MALCOLM BALDRIGE CRITERIA FOR PERFORMANCE EXCELLENCE (MBCfPE) TERHADAP KINERJA DI PT. KINENTA INDONESIA." Jurnal Sistem Teknik Industri 19, no. 1 (August 15, 2018): 1–6. http://dx.doi.org/10.32734/jsti.v19i1.358.

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The purpose of this research is to implement a self-assessment through a survey on the overaallperformance measurement approuach Malcolm Baldrige Kriteria for Performance Excellent namely on sevencriteria : leadership, strategi planning, customer fokus, measurement, analysis, and knowledge management,workforce focus, operation fokus and results to determine the level of performance in PT. Kinenta Indonesia.The research data was obtained from interviews, observations, questionnaires and literature. Then analyzedwith the provisions of the assessment criteria MBCfPE. Thus obtained from the survey results MBCfPE withtotal points 784 points. Then in accordance with the scores level at posisu MBCfPE PT. Kinenta Indonesiaperformance Benchmark Leader with Excellent category.

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Suharno, Suharno, Sukamto Sukamto, and Sutarto Sutarto. "The use of Malcolm Baldridge method for formulating strategic planning in the technological and vocational education." Research and Evaluation in Education 1, no. 2 (December 31, 2015): 199. http://dx.doi.org/10.21831/reid.v1i2.6500.

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The article described the results of a study evaluating the performance of Technological and Vocational Education (TVE) by means of Malcolm Baldrige method. The data on the performance was used in order to know its excellence and weakness. Based on the performance excellence and weakness, a competitive strategy could be formulated in order to improve the TVE quality. First, performance measurements by means of Malcolm Baldrige criteria were done on seven study programs from different universities. Second, results of the performance measurements were analyzed and described. With the data resulting from the performance measurements as the basis of the analysis, the excellence and weakness of TVE performance might be found. Third, a strategy was developed. Based on the performance excellence and weakness, a performance improvement strategy might be formulated in order to raise the quality level within the educational process of TVE. The research results indicated that for the performance level the seven universities under measurement achieved scores ranging from 526 to 711 point. These results showed that the performance of study programs in TVE within Indonesia put these study programs into the categories of education leader and of emerging education leader. On the basis of those categories, each study program might formulate its own competitive strategy in order to improve the TVE performance so that the educational process being conducted might also improve in terms of quality level.

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Hidayat, A. Aziz Alimul, Stefanus Supriyanto, and Nursalam Nursalam. "Model of Quality Management System Using Malcolm Baldrige Criteria in Nursing Education in Surabaya." Jurnal NERS 10, no. 1 (April 1, 2015): 165. http://dx.doi.org/10.20473/jn.v10i12015.165-174.

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Introduction: Most of the quality of Nursing Education in Surabaya is still at the low level. It is due to the fact that the process and job performances which have not been integrated yet, systematic and fl exible which are in line with the capacity of the organization and the needs of graduates. This study aims to develop a model of quality management systems of Nursing bachelor’s degree program based on the Malcolm Baldrige Criteria For Performance Excellence. Method: The method used is a cross sectional survey design. This research was conducted with a sample of eight institutions and twenty four of respondents. The data was collected by means of interviews, questionnaires and documentation. Analysis of the data used Partial Least Square (PLS). Result: The results showed that 1) leadership affects the study program as well as the profi le that affects job performances; 2) Leadership affects the strategic planning as well as the strategic planning that affects focus of Human Resources. In addition, the focus of human resources affects the focus process and fi nally affects job performances as well; 3) customer focus affects leadership as well as leadership affects strategic planning. As the impact, strategic planning affects focus of human resources and it affects similarly on the focus process and fi nally affects job performances; 4) All variables are affected by measurements, analysis and knowledge management, except in strategic planning. Discussion: Based on the above results, the model of quality management system can be developed by using the Malcolm Baldrige criteria for the purpose of increasing the quality of Nursing Study Program. On the other hands, this model can be used as a reference of the organization at the level of Nursing Study Program (Strategic Business Unit) to restructure the performance of the college in global competition.Keywords: model of quality management system, nursing study program, malcolm baldrige criteria for performance

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Mai, Feng, Matthew W. Ford, and James R. Evans. "An empirical investigation of the Baldrige framework using applicant scoring data." International Journal of Quality & Reliability Management 35, no. 8 (September 3, 2018): 1599–616. http://dx.doi.org/10.1108/ijqrm-12-2016-0215.

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Purpose The purpose of this paper is to overcome evaluative limitations of previous studies to provide a more decisive test of the causal relationships implied in the Baldrige Criteria for Performance Excellence (CPE) using a unique data source. Design/methodology/approach The authors employ partial least squares path modeling on blinded scoring data from Baldrige Award applicants. In addition, the authors conduct multi-group analysis to examine whether the hypothesized causal model is universal across different industry sectors. Findings The path analysis provided strong support for the CPE framework in its entirety. However, analysis of sector-specific subsets of the data did not confirm all relationships, suggesting the possibility of industry-dependent performance excellence frameworks and raising new research questions to be explored. Practical implications This research offers several pertinent implications for managers who seek to translate the theoretical CPE framework to actionable quality-improvement efforts. Originality/value CPE operationalizes many total quality management (TQM) concepts and provides guidelines to TQM programs. This study validates the CPE framework using the most relevant data set to date – the applicant scoring data. The authors are also the first to investigate the cross-industry differences in the relationships between the CPE constructs.

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Harer, John B., and Bryan R. Cole. "The Importance of the Stakeholder in Performance Measurement: Critical Processes and Performance Measures for Assessing and Improving Academic Library Services and Programs." College & Research Libraries 66, no. 2 (March 1, 2005): 149–70. http://dx.doi.org/10.5860/crl.66.2.149.

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This Delphi study identified the critical processes and performance measures of quality that can serve as a framework for new measures for assessing quality in academic library services and programs. These critical processes and performance measures were developed utilizing the structure and criteria of the Malcolm Baldrige National Quality Award’s 1999 Education Criteria for Performance Excellence. A panel of experts from the library profession was selected to participate in a Delphi panel to determine the importance of a list of critical processes and performance measures relevant to measuring quality in academic libraries. The processes and performance measures were identified through a review of the literature and in consultation with a review panel of professional librarians. The results of the study showed that a student, faculty, and stakeholder focus was the most important aspect of academic library programs and services for ensuring quality.

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Morais, Greiciele Macedo, Henrique Cordeiro Martins, and Fabricio Ziviani. "Effectiveness of management of higher public education from the Baldrige excellence program." Revista de Administração da UFSM 13, no. 5 (November 28, 2020): 1032–49. http://dx.doi.org/10.5902/1983465938814.

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Purpose – The objective of this article is to analyze the effectiveness of higher education management, according to the Baldrige Excellence Model in a Public Institution of Higher Education in Minas Gerais, based on the perception of public workers.Design/methodology/approach – A quantitative survey was carried out with the application of questionnaires to university employees. The collected data were submitted to multivariate statistical analysis using the Partial Least Squares - Structural Equation Modeling (PLS-MEE) and Covariance (MEE-CB).Findings – The methods adopted confirmed that Leadership, Strategic Planning, Focus on the Client, Measurement of Knowledge, Analysis and Management, Focus on the Workforce and Focus on the Operation explain more than 75% of the effectiveness of the management of an IPES. This research corroborates with the Baldrige Education Criteria for Performance Excellence (2019), even if applied in Brazil, a different context from the original model.Research limitations/implications – The customer's perception was not collected in this research. For a greater depth of analysis of the construct and model, it appears that it is relevant to include the participation of the client in future research and expand the units of analysis.Originality/value – Know the elements that affect the management effectiveness of public institutions of higher education. With the model, the effectiveness of management is significantly explained, but the simultaneous correlation between all constructs is not proven and there is little leadership contribution. These results demonstrate the need for advances in the specifics of the model for the management of this type of institution.

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Lazaros, Anastasiadis, Anastasiadou Sofia, and Iakovidis George. "Malcolm Baldrige National Quality Award (MBNQA) dimensions in Greek Tertiary Education System." KnE Social Sciences 1, no. 2 (February 19, 2017): 436. http://dx.doi.org/10.18502/kss.v1i2.912.

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The European Foundation for Quality Management Excellence Model (EFQM Model) and Malcolm Baldrige National Quality Award Model (MBNQA model) are widely known models and are used as channels of Total Quality Management. MBNQA model can be applied by an organization or institution in order to implement the principles of Total Quality Management and to achieve excellence. In the present research the criteria of MBNQA model, such as Leadership, Strategic Planning, Customer Focus, Measurement, analysis, and knowledge management, Workforce focus, Process management. Results are recorded and the views of Pre-service teachers from ASPETE (School of Pedagogical & Technological Education), Thessaloniki, Greece, are analyzed in light of these criteria, highlighting thus the Quality Assurance dimensions of the Greek Tertiary education system. 123 Pre-service teachers from ASPETE Thessaloniki participated in the survey. The strong as well as the problematic situations of the criteria of the MBNQA model were registered and analyzed. Furthermore, the reasons of the low performance and obstacles of the learning process were discussed and ways contributing to Continuous Improvement, that requires constant awareness and focus, were proposed. These points support the MBNQA model as an operational framework for Total Quality Management and also strengthen the results obtained in previous studies for the EFQM Model suggesting that quality award models actually provide a suitable framework for quality management.

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Rahman, Mahbubar, Rafikul Islam, Wan Rohaida Wan Husain, and Khaliq Ahmad. "Developing a hierarchical model to enhance business excellence in hotel industry of Bangladesh." International Journal of Contemporary Hospitality Management 31, no. 4 (April 8, 2019): 1836–56. http://dx.doi.org/10.1108/ijchm-02-2018-0110.

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Purpose The study aims to develop a hierarchical model based on the Malcolm Baldrige National Quality Award to enable the ranking of quality dimensions required for achieving business excellence in the hotel industry of Bangladesh. Design/methodology/approach The study adopted a sequential mix method approach in which semi-structured interviews with 24 participants were initially conducted during the qualitative stage to identify the quality dimensions. Subsequently, a questionnaire survey was conducted among 40 industry experts to prioritise the identified elements using the relative measurement of the analytic hierarchy process (AHP). In total, 32 respondents were further surveyed to evaluate a selected number of hotels in Bangladesh using the absolute measurement of AHP. Findings The study uncovered eight criteria, together with 23 corresponding sub-criteria during the qualitative stage. Quality management emerged as the most crucial criterion, while health and safety-security measures were the most important sub-criteria in addressing the quality management criterion. In Bangladesh, five-star hotels were observed to be performing better than three-star and four-star hotels. Originality/value The developed model is unique and can be used by Bangladeshi practitioners to measure the performance of hotels. Moreover, it can also be applied to measure the performance of hotels in other countries just by incorporating minor modification to the model framework.

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Blazey, Mark L., Joel H. Ettinger, Paul L. Grizell, and Linda M. Janaak. "Insights to Performance Excellence in Health Care 2000: An Inside Look at the 2000 Baldrige Award Criteria for Health Care!" Journal For Healthcare Quality 23, no. 4 (July 2001): 45. http://dx.doi.org/10.1097/01445442-200107000-00017.

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Craven, Annette E., Jeannie J. Scott, and Angelina I. T. Kiser. "Reaffirming accreditation through application of Baldrige performance excellence criteria: a case study of a private, faith-based school of business." International Journal of Management in Education 3, no. 3/4 (2009): 207. http://dx.doi.org/10.1504/ijmie.2009.027345.

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Beard, Deborah F., and Roberta L. Humphrey. "Alignment of University Information Technology Resources With the Malcolm Baldrige Results Criteria for Performance Excellence in Education: A Balanced Scorecard Approach." Journal of Education for Business 89, no. 7 (September 29, 2014): 382–88. http://dx.doi.org/10.1080/08832323.2014.916649.

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Mohammad, Ibrahim Salih, and Chike F. Oduoza. "Lean-excellence business management for manufacturing SMEs focusing on KRI." International Journal of Productivity and Performance Management 69, no. 3 (May 22, 2019): 519–39. http://dx.doi.org/10.1108/ijppm-11-2018-0389.

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Purpose The purpose of this paper is to develop an effective framework for implementing Lean strategies in small- and medium-sized enterprises (SMEs) in the Kurdistan Region of Iraq (KRI). Design/methodology/approach Based on the integration of LM tools and techniques with the Malcolm Baldrige National Quality Award (MBNQA) criteria a systematic Lean implementation framework for manufacturing SMEs has been proposed. The core values, drivers and tools of the proposed framework were further developed based on case studies in three SMEs in the KRI. Findings Proposed framework is able to provide a simple pathway for SMEs to systematically implement Lean techniques in seven functional areas in order to create Lean culture in the organisation. Business performance measurement in terms of profitability, customer satisfaction, employee’s satisfaction, competitiveness growth and ergonomic improvement is presented in favour of evaluating Lean outcomes appropriately. It also presents the experience of small firms in implementing Lean programmes to show that Lean is valid in SMEs. Research limitations/implications The framework concentrates only on the internal issues of the organisation, while external variables such as national culture and external support are excluded. Practical implications The framework assists improvements in SMEs that either initially attempt to start Lean journey or those that are at more advanced levels towards excellent-Lean manufacturing. The framework can also be used as a self-assessment model to determine the degree of Lean readiness. Originality/value To the best knowledge of the author, it is the first framework that integrates Lean techniques with MBNQA criteria to support Lean implementation in SMEs. It is also the first study regarding Lean-excellence in the KRI.

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LI, YU, WENFAN YAN, and HENGFU WEN. "Leadership for Improving Teaching Quality: Analysis of School Practice in Northeast China." Advances in Social Sciences Research Journal 7, no. 9 (September 25, 2020): 359–74. http://dx.doi.org/10.14738/assrj.79.9022.

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Chinese education reform has vigorously advocated the improvement of teaching quality. School leaders determine the overall trend and effect of teaching quality improvement. Based on the TQM theory, Baldrige Quality Program Education Criteria for Performance Excellence framework and distributed leadership theory, we defined the concept of leadership for teaching quality. The purpose of this study is to provide new understanding of the current situation and problems of teaching quality in primary and secondary schools in the northeast of China. 908 educators from 54 primary and secondary schools participated in this study. Our findings indicated that there were significant differences among different gender, first degree, position, school level and school area. Implications for improving the leadership for teaching quality in primary and secondary schools from both internal and external perspectives were discussed.

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Budiana Penindra, I. Made Dwi, and I. Made Gatot Karohika. "Pendekatan Malcolm Baldrige Criteria For Performance Excellent (Education Criteria) dalam Perancangan Sistem Pengukuran Kinerja Fakultas Teknik Univeritas Udayana menuju Sertifikasi AUN-QA." Jurnal Energi Dan Manufaktur 13, no. 2 (November 19, 2020): 77. http://dx.doi.org/10.24843/jem.2020.v13.i02.p06.

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The Faculty of Engineering, Udayana University is one of the faculties in Udayana University. The Faculty of Engineering has 5 departments that have a lot of interest. Currently, the Faculty of Engineering is preparing to support Udayana University in obtaining the Asean University Network - Quality Assurance (AUN-QA) certification which is targeted for a visitation in 2021. One of the supporters in obtaining this certification is that the Faculty of Engineering must have a performance measurement system. In this research using an integrated performance measurement system that designed through the Malcolm Baldrige Criteria For Performance Excellent (Education Criteria) approach which is integrated with several methods, namely IPMS in determining the Key Performance Indicator (KPI) which becomes a determining indicator of later performance. assisted by using the Analytical Hierarchy Process (AHP) method in giving the weight of each KPI. After the KPI has a weight, then a comprehensive scoring is carried out using the Objectives Matrix (OMAX) method so that an index number per period is generated which is the reference for the level of performance of the department, as well as a Traffic Light System (TLS) to find out which KPIs require improvement based on color. With the creation of an integrated performance measurement system, it is hoped that the Faculty of Engineering can make continuous improvements. The results showed that the Performance Indicator from the Faculty of Engineering in this period was 427.19 with 24 KPIs being measured. The Performance Indicator shows that the overall performance of the Faculty of Engineering is above average (300). Only 2 categories are in the red zone of 21%, namely Student Criteria (KPI 1 and KPI 4) and Management Criteria (KPI 18, KPI 19, and KPI 20). In the following year, the Faculty of Engineering must focus on the five KPIs so that later they can improve performance.

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Toma, Sorin-George, and Paul Marinescu. "Business excellence models: a comparison." Proceedings of the International Conference on Business Excellence 12, no. 1 (May 1, 2018): 966–74. http://dx.doi.org/10.2478/picbe-2018-0086.

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Abstract A new approach, called “business excellence”, has emerged in the business world and scientific literature in the past decades. Facing an increasingly turbulent and chaotic environment, more and more companies have implemented business excellence strategies and made quality a key element of their business philosophy. Modern measurement frameworks were created and developed by national or international bodies such as the excellence business models. These models provide guidelines and criteria for evaluation and are used by companies across the world as groundwork for continuous improvement. The paper aims to present and compare three well-known business excellence models in the world: Malcolm Baldrige National Quality Award, the Australian Business Excellence Framework and the European Foundation for Quality Management Excellence Model. In this respect, the authors have displayed the key elements of each business excellence model, followed by their comparison. In order to achieve the previous goals, the paper uses two methods: analysis and comparison. The information were obtained from multiple secondary sources of data- books and academic journal articles from the domains of total quality management and production economics found in libraries and electronic databases- through a desk research based on a significant literature review. The paper contributes to a better understanding of the business excellence models and may help managers to design and implement business excellence strategies. The paper shows that business excellence models provide a holistic approach to continuous improvement for any type of organization. These models are based on sound values, concepts and principles and have proved their viability during the time. Consequently, they gave birth to frameworks that allow organizations to benchmark their performances and demonstrate best practices in their field of activity. Also, the research findings indicate that the American model constituted a landmark for other business excellence models around the world.

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Silva, Jackson André da, Ana Clara Pastor Tejedor, and Jesús Pastor Tejedor. "Using the balanced scorecard as a measurement tool for comparing models of excellence in management." Revista Ibero-Americana de Estratégia 13, no. 4 (December 1, 2014): 18–32. http://dx.doi.org/10.5585/ijsm.v13i4.2013.

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This work aims to make a comparative analysis of management excellence models European Foundation Quality Management (EFQM), Baldridge Performance Excellence Program (BPEP) and Modelo de Excelência da Gestão (MEG), using BSC’s perspectives as a measuring tool. The methodology used was content analysis, where it sought to analyze the score of the criteria and sub-criteria for each of the models and their relationships with BSC’s perspectives. The results show similar points between the three models tested (EFQM, BPEP and MEG) as well as a relationship between each sub-criteria and their respective scores with the BSC perspectives, making it possible to quantify how each model contributed for each perspective of the BSC.

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Alghamdi, Hind, and Christian Bach. "Quality As Competitive Advantage." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 8, no. 1 (December 31, 2013): 1265–72. http://dx.doi.org/10.24297/ijmit.v8i1.690.

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Since 1970s quality has become a target for most organizations in the United States and most firms have spent millions of dollars on quality activities in order to reach defect-free productions [1]. This paper aims to discover how quality becomes a competitive advantage in different organizations. It includes some of the organizations that won Malcolm Baldrige Award in 2012 and shows what kind of criteria that made them qualified to win the award. The paper came up with a model called Performance Excellance shows the factor that lead to excellence performance in an organization. On the other hand, the paper aims to show what quality means from customers perspective. There is a survey conducted among 100 users of smartphones in order to discover what kind of features users prefer and is quality on of them or not. The results of the survey came up with the importance of quality from customers perspective. It shows that quality is one of the most important features users are looking for in a smartphone

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Astiena, Adila Kasni, Hafizurrachman Hafizurrachman, and Mieke Savitri. "PENGARUH KEPEMIMPINAN SENIOR, TATA KELOLA DAN TANGGUNG JAWAB SOSIAL TERHADAP KINERJA KEPALA RUANG RAWAT INAP RUMAH SAKIT KARYA BHAKTI KOTA BOGOR TAHUN 2008." Majalah Kedokteran Andalas 34, no. 2 (May 2, 2015): 147. http://dx.doi.org/10.22338/mka.v34.i2.p147-159.2010.

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AbstrakPenelitian ini bertujuan untuk mengetahui pengaruh Kepemimpinan Senior, Tata Kelola dan Tanggung Jawab Sosial Terhadap Kinerja Kepala Ruang Rawat Inap Rumah Sakit Karya Bhakti (RSKB) Bogor Tahun 2008. Kerangka teori dari penelitian ini diambil dari Malcolm Baldrige Criteria for Performance Excellence (MBCfPE) bagi institusi kesehatan dalam Hertz (2008). Kriteria MBCfPE yang diambil adalah kepemimpinan (leadership) yang dijabarkan menjadi variabel Kepemimpinan Senior, Tata Kelola Dan Tanggung Jawab Sosial. Penelitian ini merupakan penelitian survei dengan pendekatan kuantitatif. Data yang dikumpulkan adalah data primer dengan menggunakan kuesioner dan diolah dengan menggunakan metode analisis jalur (Path Analysis). Responden penelitian ini adalah semua perawat ruang rawat inap Dahlia Anyelir RSKB tahun 2008. Hasil penelitian ditemukan bahwa Kepemimpinan Senior, Tata Kelola dan Tanggung Jawab Sosial mempengaruhi Kinerja Kepala Ruang sebesar 57.59% sedangkan sisanya 42.41% dipengaruhi oleh variabel yang tidak diteliti. Variabel yang paling besar mempengaruhi kinerja kepala ruang adalah kepemimpinan senior (30.44%) disusul oleh variabel tata kelola (22.96%) dan Tanggung Jawab Sosial (4.18%). Tanggung Jawab Sosial mempunyai koefisen jalur yang tidak bermakna dan sangat kecil, namun tetap dipertahankan dalam model akhir karena secara substantif, penting dalam menentukan kinerja kepala ruang. Berdasarkan penelitian ini disarankan untuk lebih memperhatikan dan meningkatkan kepemimpinan senior, tata kelola dan tanggung jawab sosial guna meningkatkan kinerja kepala ruang dengan cara (1) melakukan pembinaan dalam hal kepemimpinan mencakup kemampuan (ability), keterampilan (skill) dan perilaku (behaviour). (2) Menciptakan kebijakan guna terciptanya kondisi peningkatan kemampuan kepemimpinan senior, tata kelola dan tanggung jawab sosial, termasuk memberikan kesempatan untuk menambah pengetahuan (3) Dalam pemilihan kepala ruang disarankan untuk memperhatikan kapasitas kepemimpinanARTIKEL PENELITIAN148(kemampuan, keterampilan dan tingkah laku), tata kelola dan tanggung jawab sosial dari calon kepala ruang.Kata Kunci : Kepemimpinan Senior, Tata Kelola, Tanggung Jawab Sosial, Kinerja, PerawatAbstractThis study has an objective to know the influence of senior leadership, governance, social responsibility to performance of roomcare head nurses in Karya Bhakti hospital Kota Bogor (RSKB) 2008. Theoretically, this concept is taken from Malcolm Baldrige Criteria for Performance Excellence (MBCfPE), in Health Care (Hertz, 2008). The choosen criteria MBCfPE is Leadership. Leadership criteria consist of senior leadership, governance and social responsibility variables. The study design is a survey design with quantitative approaches. The method being used in this study is path-analysis-method. The data are primer taken by the questionaires. Respondance are taken among nurses at Dahlia Anyelir roomcare RSKB Bogor 2008. The result shows that senior leadership, governance and social responsibility influenced performance of roomcare head nurses is 57.59% while the rest 42.41% is influenced by other factors which is not included in this study. The biggest variable which influenced work performance roomcare head nurses is senior leadership (30.44%), followed by governance (22.96%) and social responsibility (4.18%). Social responsibility variable is not significant to work performance roomcare head nurses, but it being defended because of substantive importance to influence work performance of roomcare headnurse. According to the result of this study, it is recommended to give more attention to improve senior leadership, governance and social responsibility to improve work performance of roomcare head nurses, such as: (1) To maintance ability, skill and behaviour of roomcare headnurses (2) To create regulation to support improvement senior leadership capacity, governance and social responsibility with opportunity to improve knowledge (3) To give suggestion for election roomcare head nurses must have leadership capacity (ability, skill and behaviour), governance and social responsibility from the candidate.Key word : senior leadership, governance, social responsibility, work performance, nurse

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Frolova, Irina, and Inga Lapina. "Integration of CSR principles in quality management." International Journal of Quality and Service Sciences 7, no. 2/3 (June 15, 2015): 260–73. http://dx.doi.org/10.1108/ijqss-03-2015-0033.

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Purpose – This paper aims to analyse the case of a non-governmental organization (NGO) and the possibilities of implementing corporate social responsibility (CSR) strategy and principles in an organizational quality management system (QMS) to reduce the rate of staff turnover and improve the overall excellence of the organization. QMS provides a framework for implementing CSR policy, strategy, activities and culture at all management levels of organization, creating a basis for establishing a sustainable development policy and providing overall employee and management commitment and continuous improvement of the system. Design/methodology/approach – Several research methods, such as literature review, logical and comparative analysis, in-depth interviews, Ishikawa diagram method and organization performance assessment via M. Baldrige excellence criteria, were applied in this research. Findings – The authors came to the conclusion that implementing employee-related CSR activities in an organizational QMS in a long-term period can reduce employee turnover, increase loyalty and commitment and improve the overall process performance in an NGO. The QMS framework allows maintaining, monitoring and evaluating continuous effect and execution of CSR principles, and including CSR strategies in organizational policy. Research limitations/implications – The research is restricted due to the fact that the authors cannot disclose the name of the analysed NGO because of ethical and confidentiality considerations. Originality/value – The paper presents an encompassing approach of integration of CSR principles in quality management principles for reducing staff turnover, completing a case study of an NGO.

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Wahyudi, Dodo, Suwarto Suwarto, and Heru Irianto. "A STUDY ON AFFECTING FACTORS OF WHITE-NEST SWIFTLET (COLLOCALIA FUCIPHAGA) FARMING PERFORMANCE IN HAURGEULIS DISTRICT, INDRAMAYU REGENCY." Agriekonomika 8, no. 2 (October 16, 2019): 128–42. http://dx.doi.org/10.21107/agriekonomika.v8i2.6013.

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Indonesia is a major supplier of Edible-nest swiftlet to China, reaching 102 million USD in 2017. Products of Edible-nest swiftlet, containing very high glycoproteins, are exported to China by Indonesia which come from Java, included Haurgeulis District, Indramayu Regency. White-nest businesses in that area have been developed since 1950s although the productivity subsequently decline in the rate of deforestation of the concession area nowadays. These problems are henceforth set as the focus of the study, based on the inference Malcom Baldrige Criteria for Performance Excellence (MBCfPE). The purpose of this study is to recognize the association white-nest business performance. Some internal factors, observed as the endogenous-predictor factors of business performance, include achievement-motivation factor, strategic planning, technical aspects and technologies, guanxi (personal relationship), and leadership. Surveillance activities is undertaken by using simple random sampling with questionnaire method for collecting the data, followed by using path analysis method for testing the hypothesis of the association. The test results show that all of internal factor have significant effect on the performance of the white-nest business by the leadership intervening. The leadership factor is the largest influence for managing white-nest swiftlet (Collocalia fuciphaga) farming performance which has the straight influence to business performance. The association of each internal factors and the white-nest business performance described by a structural model.

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Chong, Philip, Luis Calingo, Grace Reynolds, and Dennis Fisher. "Using an innovative approach to shorten coaching and assessment time when applying the Baldrige Health Care Criteria for Performance Excellence in a substance abuse treatment setting." Total Quality Management & Business Excellence 14, no. 8 (October 2003): 947–55. http://dx.doi.org/10.1080/1478336032000090860.

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Chong, Philip, Luis Calingo, Grace Reynolds, and Dennis Fisher. "Using an innovative approach to shorten coaching and assessment time when applying the Baldrige Health Care Criteria for Performance Excellence in a substance abuse treatment setting." Total Quality Management & Business Excellence 14, no. 10 (December 2003): 1121–29. http://dx.doi.org/10.1080/1478336032000107681.

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Heryenzus, Heryenzus, and Suali Suali. "Pengaruh Kinerja Pelayanan Dengan Pendekatan Malcolm Baldrige Terhadap Kepuasan Pasien BPJS Kesehatan Pada Rumah Sakit Umum Daerah Kota Batam." JKBM (JURNAL KONSEP BISNIS DAN MANAJEMEN) 5, no. 1 (November 30, 2018): 118. http://dx.doi.org/10.31289/jkbm.v5i1.1918.

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Rumah sakit merupakan salah satu bentuk organisasi yang bergerak di bidang pelayanan kesehatan. Pelayanan kesehatan inilah yang selalu dituntut agar selalu bertambah baik. Hal ini tidak mudah, karena terdapat persaingan yang semakin ketat. Salah satu faktor kunci keberhasilan dalam meningkatkan kinerja organisasi diawali dari kepuasan pasien Rumah Sakit itu sendiri. Penelitian ini menggunakan kriteria Malcolm Baldrige Criteria for Performance Excellence(MBCfPE). MBCfPE merupakan salah satu metode peningkatan kinerja organisasi secara keseluruhan dan terus-menerus .Adapun tujuan dari penelitian ini adalah untuk menguji dan menganalisa mengenai pengaruh masingmasing keenam kriteria MBCFPE (kepemimpinan, perencanaan strategis, focus pada pelanggan, pengukuran,analisa dan manajemen pengetahuan, focus pada karyawan, manajemen proses) terhadap kepuasan pasien BPJS kesehatan pada Rumah Sakit Umum Daerah Batam. Penelitian ini merupakan penelitian dengan deskriptif analisik dengan pendekatan metode mix method dengan sequential explanatory design. Jumlah jumlah sampel yang digunakan sebanyak 200 responden. Hasil dalam penelitian ini menunjukkan bahwa keenam kriteria MBCFPE :kepemimpinan, perencanaan strategis, focus pada pelanggan, pengukuran,analisa dan manajemen pengetahuan, focus pada karyawan, manajemen proses berpengaruh positif dan signifikan terhadap kepuasan pasien BPJS Rumah Sakit Umum Daerah Batam artinya semakin baik hasil variabel tersebut akan meningkatkan kepuasan pasien BPJS kesehatan rumah sakit.

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Heryenzus, Heryenzus, and Suali Suali. "PENGARUH KINERJA PELAYANAN DENGAN PENDEKATAN MALCOLM BALDRIGE TERHADAP KEPUASAN PASIEN BPJS KESEHATAN PADA RUMAH SAKIT UMUM DAERAH KOTA BATAM." Jurnal Niara 11, no. 2 (December 9, 2018): 150–58. http://dx.doi.org/10.31849/nia.v11i2.2112.

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Rumah sakit merupakan salah satu bentuk organisasi yang bergerak di bidang pelayanan kesehatan. Pelayanan kesehatan inilah yang selalu dituntut agar selalu bertambah baik. Hal ini tidak mudah, karena terdapat persaingan yang semakin ketat. Salah satu faktor kunci keberhasilan dalam meningkatkan kinerja organisasi diawali dari kepuasan pasien Rumah Sakit itu sendiri. Penelitian ini menggunakan kriteria Malcolm Baldrige Criteria for Performance Excellence(MBCfPE). MBCfPE merupakan salah satu metode peningkatan kinerja organisasi secara keseluruhan dan terus-menerus.MBCfPE.Adapun tujuan dari penelitian ini adalah untuk menguji dan menganalisa mengenai pengaruh masing-masing keenam kriteria MBCFPE (kepemimpinan, perencanaan strategis, focus pada pelanggan, pengukuran,analisa dan manajemen pengetahuan, focus pada karyawan, manajemen proses.) terhadap kepuasan pasien BPJS kesehatan pada Rumah Sakit Umum Daerah Batam. Penelitian ini merupakan penelitian dengan deskriptif analisik dengan pendekatan metode mix method dengan sequential explanatory design. Jumlah jumlah sampel yang digunakan sebanyak 200 responden. Hasil dalam penelitian ini menunjukkan bahwa keenam kriteria MBCFPE :kepemimpinan, perencanaan strategis, focus pada pelanggan, pengukuran,analisa dan manajemen pengetahuan, focus pada karyawan, manajemen proses berpengaruh positif dan signifikan terhadap kepuasan pasien BPJS Rumah Sakit Umum Daerah Batam artinya semakin baik hasil variabel tersebut akan meningkatkan kepuasan pasien BPJS kesehatan rumah sakit.

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Sternick, E., G. Cardarelli, A. Corrao, B. Curran, J. Garcia-Cobian, J. Hiatt, and S. Jang. "SU-GG-P-01: Design and Implementation of Medical Physics Criteria For Performance Excellence Based On The Baldridge National Quality Program." Medical Physics 35, no. 6Part8 (June 2008): 2725–26. http://dx.doi.org/10.1118/1.2961749.

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Baidoun, Samir D., Mohammed Z. Salem, and Omar A. Omran. "Assessment of TQM implementation level in Palestinian healthcare organizations." TQM Journal 30, no. 2 (March 5, 2018): 98–115. http://dx.doi.org/10.1108/tqm-03-2017-0034.

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Purpose The purpose of this paper is to assess the level of total quality management (TQM) implementation in Palestinian governmental and non-governmental hospitals using the Malcolm Baldrige National Quality Award (MBNQA) framework. Design/methodology/approach The study is based on collecting data using a survey questionnaire that was designed according to the MBNQA criteria. In total, 363 questionnaires from governmental and non-governmental hospitals operating in Gaza Strip were analyzed to assess the level of TQM implementation level in all hospitals (governmental and non-governmental). Findings The main results of this study indicate that Palestinian hospitals operating in Gaza Strip perform at a relatively acceptable level. Comparing results shows that the performance of non-governmental hospitals is better with higher degree of TQM implementation than the governmental hospitals. Detailed analysis identifies improvement opportunities-related specific aspects of the human resources focus and the performance results. Research limitations/implications Although this study has collected data from one Palestinian Territory, the Gaza Strip, it still identifies the critical factors and practices for TQM implementation within the Palestinian healthcare organizations to improve performance. Practical implications This paper suggests that business excellence models such as the MBNQA criteria can be used to assess the level of implementation of quality practices and identify the strengths and weaknesses to improve the quality of service delivery, processes, and performance of hospitals. Originality/value Despite the widespread use of TQM in the developed countries, little attention has been placed to implement and assess the quality initiatives by organizations in the developing countries and even fewer in low-income Arab countries (Aamer et al., 2017; Øvretveit and Al Serouri, 2006). In addition, a very few number of studies in reference to the assessment of TQM implementation in the Palestinian context, in general, and in healthcare organizations, in particular, highlight the need for this study. To move the field in that direction, the goal of this research was to assess the level of TQM implementation in the healthcare organizations (mainly hospitals) in Gaza Strip (one of the least fortunate areas of the Palestinian-occupied territories) where no prior similar research studies could be found. Therefore, this study contributes to filling this gap in the literature by providing empirical assessment of TQM level of implementation in Gaza Strip hospitals.

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Akmal Mat Nawi, Farahiyah, Abdul Malek A. Tambi, Muhammad Faizal Samat, and Julaina Baistaman. "HUMAN CAPITAL INVESTMENT (HCI) DETERMINANTS AFFECTING THE INSTITUTION’S PERFORMANCE: THE PRACTICALITY OF PARTIAL LEAST SQUARES STRUCTURAL EQUATION MODELLING (PLS-SEM) APPROACH." Humanities & Social Sciences Reviews 8, no. 2 (March 18, 2020): 175–83. http://dx.doi.org/10.18510/hssr.2020.8221.

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Purpose of the study: This paper aimed to assess the analysis of the role of human capital investment (HCI) determinants and its remarkable contribution towards the education institution's performance by adapting the Malcolm Baldridge Criteria for Performance Excellence. Methodology: This research adopted a quantitative study and a survey tool comprises of sixty items with seven Likert scale was utilized as an instrument to assemble data from 309 lecturers in UiTM Kelantan. Next to test the research hypothesis data were then analyzed using the Structural Equation Modelling approach on the SmartPLS3 platform. Main Findings: The analysis demonstrated the influences of HCI determinants towards the UiTM performance. The coefficient of determination (R2) value of 66.9% suggested that the variance of institution performance could moderately be explained by the observed variables, namely knowledge, skill, and training. The result also indicates the highest positive significant value for skill towards performance with β=0.283, t-value= 1.981 and p<0.005. It is proven that a persistent skill development significantly contributes to the performance. Applications of this study: The research finding is useful to help the Ministry of Higher Education (MOE) in Malaysia to identify the relevant determinants in improving human capital quality. Novelty/Originality of this study: There were a lot of studies that were conducted involving higher education in Malaysia. But the only limited number of studies was conducted by scholars in assessing the main contribution of human capital investment factors towards the institution's success.

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Cook, David, and Weiyong Zhang. "The Baldrige Award’s falling fortunes." Benchmarking: An International Journal 26, no. 6 (August 5, 2019): 1972–94. http://dx.doi.org/10.1108/bij-04-2018-0096.

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Purpose The purpose of this paper is to explore two explanations for the Baldrige Award’s decline. The management fashion literature suggests that it is a waning management fad, and the marketing choice literature suggests the likely presence of an ISO 9000 substitution effect. Design/methodology/approach This exploratory study utilizes data collected on Baldridge Award applications, publications, ISO 9000 certifications and economic indicators. These data are contrasted to explore patterns and trends, and correlation analyses conducted to reveal the plausibility of the fad and substitution effect explanations for the Baldrige Award’s decline. Findings Data analysis confirms the Baldrige Award’s prolonged decline and strongly suggests it is in the final stage of a management fashion life cycle with support provided for the presence of an ISO 9000 substitution effect. Research limitations/implications Many organizations have shifted their attention away from the Baldrige as a means to quality and performance excellence, and there is evidence that the ISO 9000 standards are a viable substitute. Practical implications The Baldrige Program has served its purpose with the Baldrige Award being the pinnacle of recognition for performance excellence achievement. However, the Award is in decline and the Baldrige Program is on a path to financial exigency. The Baldrige must be reframed to recover its role as the preeminent approach to performance excellence. Originality/value The paper satisfies the need to examine potential causes for the diminishing role of the Baldrige Award and challenges both academicians and practitioners to reexamine the Baldrige Program.

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Pastrana, Ronald, and Alicia Manabat. "An Outcomes-Based Education (Obe) Approach & Typology-Based Quality Assurance (Qa) System: A Proposed Framework And Transition Strategy For Philippine Higher Education Institution’s (HEI) Shift Towards International Standards." Balkan Region Conference on Engineering and Business Education 1, no. 1 (August 15, 2014): 639–44. http://dx.doi.org/10.2478/cplbu-2014-0115.

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AbstractThis study is part of a bigger study supporting the Philippine Government’s Medium-Term Plan to institute major reforms in its educational system. The main research question of this study is how can Philippine Higher Education Institutions (HEIs) shift towards an Outcomes-Based Education (OBE) approach and typology-based Quality Assurance (QA) System that would meet international standards? Specifically, the study aimed to: 1) craft a Ten-year transition strategy (AY 2012-2022) for Philippine HEIs to become compliant to international accords 2) design a framework for an Outcomes-based Education (OBE) approach and typology-based Quality Assurance (QA) system for HEIs; and 3) on the bases of the results, design a Model academic Course Syllabus in the field of business, particularly the BS Accountancy Program that applies OBE approach and typology-based QA using an actual case of an existing HEI- La Consolacion College Manila (LCCM), Philippines. The researchers’ main motivation in undertaking this study was the specific significant contribution to LCCM-a 100-year old HEI that is in need of a transition strategy during Academic Year 2012-2022 and the benefits to national interest. The Philippines has consistently lagged behind in the World Economic Forum (WEF) Global Competitiveness Index, placing 65th worldwide and 3rd least competitive among its Southeast Asian neighbours. The conceptual framework primarily used three of the world’s most popular quality management system models – Deming’s PDCA Cycle used in ISO 9001:2008 QMS, Baldrige Framework –Education Criteria for Performance Excellence (MBNQA,2010) and Kaplan’s Balanced Scorecard (BSC) Methodology (Kaplan and Norton,2000).The methodology used was a descriptive- case analysis research design primarily using secondary data analysis technique to analyse existing publications, memorandum orders, and studies from government and private agencies. Primary data was sourced from internal records of LCCM--the sample case study. The study showed that Outcomes-based framework presupposes quality and goals anchored on the Vision-Mission-Goals and Objectives (VMGO) of HEIs. Thus, HEIs define their VMGO in response to local contexts and their assessment of institutional strengths and weaknesses, the quality goals and outcomes of HEIs necessarily differ. It can be concluded that Philippine HEIs are not differentiated along the mission and functions vis-à-vis the national goals, with specific focus (target clientele, resource requirement and competencies of graduates). Typology-based QA for HEI must therefore be classified into three types: a) Professional Institutes b) Colleges and c) Universities. The study recommends immediate implementation of the 12-year Basic education (K-12) to comply with international accords (Washington and Bologna) in view of the economic impact of the gap during the transition phase. Strategies were crafted and designed for LCCM which may be applicable to HEIs in the Philippines during the 10-year transition stage (AY2012-2022). It is recommended that HEIs should adopt OBE approach and typology-based QA to produce world class graduates with competencies in accord with international standards. Private accrediting and certifying agencies must subsequently revise criteria to conform to these new methodology and typology, and to suit to the needs of HEIs aligned with the national goals and cascaded down to its VMGO. A Proposed BS Accountancy (BSA) Course Syllabus was developed in this study that may serve as a Model for all HEIs. It is further recommended that government regulatory units such as CHED and PRC, local accrediting agencies such as PAAASCU/PACU-COA, and international certifying agencies such as SGS for ISO and MBNQA for Baldrige, must use standards on the basis of this new typology. Finally, the study recommends an 8-step Action Plan for HEIs, starting with the K-12 implementation in Basic Education to cascading the HEI’s VMGOs into Program Course objectives following the OBE approach and revised HEI typology.

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Evans, James R., Matthew W. Ford, Suzanne S. Masterson, and Harry S. Hertz. "Beyond performance excellence: research insights from Baldrige recipient feedback." Total Quality Management & Business Excellence 23, no. 5-6 (June 2012): 489–506. http://dx.doi.org/10.1080/14783363.2012.669547.

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Weiner, Sharon. "Quality and Performance Excellence in Higher Education: Baldrige on Campus." International Journal of Educational Advancement 6, no. 1 (November 2005): 80–82. http://dx.doi.org/10.1057/palgrave.ijea.2140236.

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Evans, James R., and Eric P. Jack. "Validating Key Results Linkages in the Baldrige Performance Excellence Model." Quality Management Journal 10, no. 2 (January 2003): 7–24. http://dx.doi.org/10.1080/10686967.2003.11919060.

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Menezes, Paulo, Henrique Martins, and Ronielton Oliveira. "The Excellence Baldrige Criteria in The Effectiveness of Higher Education Institutions Management." Brazilian Business Review 15, no. 1 (January 1, 2018): 47–67. http://dx.doi.org/10.15728/bbr.2018.15.1.4.

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Matondang, N., T. Alda, and H. Nasution. "Model development based on baldrige excellence framework criteria in palm oil factory." Journal of Physics: Conference Series 1116 (December 2018): 022025. http://dx.doi.org/10.1088/1742-6596/1116/2/022025.

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Wies, Donna M. "USING BALDRIGE QUALITY CRITERIA TO IMPROVE ORGANIZATIONAL PERFORMANCE." Proceedings of the Water Environment Federation 2003, no. 8 (January 1, 2003): 840–48. http://dx.doi.org/10.2175/193864703784640613.

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Karambelkar, Mohan. "Perspectives of Performance Management with holistic views: Revisiting Baldrige Excellence Framework." International Journal of Business Excellence 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijbex.2020.10023545.

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Burke, Joseph C. "Quality and Performance Excellence in Higher Education: Baldrige on Campus (review)." Review of Higher Education 29, no. 2 (2006): 243–44. http://dx.doi.org/10.1353/rhe.2005.0079.

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Schulingkamp, Ronald C., and John R. Latham. "Healthcare Performance Excellence: A Comparison of Baldrige Award Recipients and Competitors." Quality Management Journal 22, no. 3 (January 2015): 6–22. http://dx.doi.org/10.1080/10686967.2015.11918438.

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Karambelkar, Mohan, and Shubhasheesh Bhattacharya. "Perspectives of performance management with holistic views: revisiting Baldrige Excellence Framework." International Journal of Business Excellence 23, no. 3 (2021): 415. http://dx.doi.org/10.1504/ijbex.2021.113705.

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Journal articles on the topic 'Baldrige Criteria for Performance Excellence'

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