Value–based Total Performance Excellence Model: An Overview

2012 ◽  
Author(s):  
Mohd Rashid Ab Hamid ◽  
Zainol Mustafa ◽  
Nur Riza Mohd. Suradi ◽  
Mokhtar Abdullah ◽  
Wan Rosmanira Ismail ◽  
...  
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Core Values ◽  
Performance Measurement System ◽  
Performance Excellence ◽  
Performance Management Systems ◽  
National Quality ◽  
Quality Award ◽  
Total Performance ◽  
National Quality Award

Dewasa ini, kebanyakan organisasi bersaing demi kelangsungannya. Oleh yang demikian, pelbagai sistem pengurusan prestasi yang sesuai diambil untuk diaplikasikan ke dalam organisasi. Terdapat banyak model kecemerlangan prestasi yang hanya tertumpu kepada pengukuran yang melibatkan aspek lahiriah sahaja seperti Malcolm Baldridge National Quality Award (MBNQA), European Quality Award (EQA), Deming Prize dan Model Kanji. Walau bagaimanapun, pengukuran aspek bukan lahiriah atau intangibles juga penting dan perlu diberi perhatian dalam meningkatkan prestasi organisasi. Kertas kerja ini membincangkan nilai–nilai teras dalam VBTPEM dan mengenal pasti nilai–nilai teras sedia ada di universiti–universiti di Malaysia. Model ini memberikan output kedudukan keseluruhan dan pencapaian universiti berdasarkan nilai teras yang diukur dan mengenal pasti proses penambahbaikan yang perlu dilakukan berdasarkan petunjuk nilai teras. Kata kunci: Sistem pengurusan prestasi; Model Pengukuran Prestasi Berasaskan Nilai Teras (VBTPEM) Today, organizations are competing for the survival. They adopt various performance management systems that best suit their undertakings. There are many performance models which lean towards measuring tangible aspects such as Malcolm Baldridge National Quality Award (MBNQA), European Quality Award (EQA), Deming Prize and Kanji’s Model. However, the measurements of intangible aspects are also important and should be heeded to optimize the organizational performance. This paper discusses the preliminary implementation of the Performance Measurement System (PMS) which showcases an overview of intangible aspects i.e. organizational core values through Value–Based Total Performance Excellence Model (VBTPEM) and identification of existing core values in Malaysian universities. This model will reveal overall standings and achievements of the public universities and indicate opportunities for further improvements based on the value–based indicators. Key words: Performance management system; Value–Based Total Performance Excellence Model (VBTPEM)

Receiving a national quality award three times

2015 ◽  
Vol 27 (1) ◽  
pp. 63-78 ◽  
Author(s):  
Paulo A. Cauchick Miguel
Keyword(s):  
Driving Force ◽  
Financial Analysis ◽  
Management Practice ◽  
Performance Excellence ◽  
Structured Interviews ◽  
Content Type ◽  
National Quality ◽  
Quality Award ◽  
And Performance ◽  
National Quality Award

Purpose – In recent decades, a framework for management performance has proven to be an important management practice for achieving organisational performance excellence. In this sense, the purpose of this paper is to analyse how a specific company manages to achieve performance excellence through the attainment of the Brazilian National Quality Award. Design/methodology/approach – The study adopts a case-based approach using a single unit of analysis that might be considered a revealing case. The company studied is one of the largest companies in the information and financial analysis sector in Latin America and is part of a major worldwide corporation. Semi-structured interviews with senior managers and document analysis were used for data collection, with content and inductive analysis performed a posteriori. Findings – The main results outline the approach adopted by the company for each performance excellence award criterion and highlight some of the relevant organisational practices, especially those related to the nature of the company’s businesses. The findings show that the top management has been an essential driving force in transforming the managers at all levels into agents of improvement at the studied company. Additional key points are the deployment of the company’s “shared values” throughout the company and the implementation of a medium- and long-term comprehensive strategic plan focused on the award criteria. The company’s strategic system has been a driving force of its success. Research limitations/implications – For a more extensive empirical validation, further replications using other samples are needed to ensure the external validity of these findings. Originality/value – This paper is one of the few published studies discussing business excellence in emerging economies, which is not observed very often in developing markets. In addition, the paper focuses on promoting a culture of quality, a less common phenomenon in the economies of developing countries than in those of developed nations. Finally, this paper may be useful for practitioners and academics interested in the subject of quality and performance excellence.

Using the Malcolm Baldrige National Quality Award Criteria to Enable KM and Create a Systemic Organizational Perspective

2005 ◽  
pp. 150-163 ◽  
Author(s):  
Susan West Engelkemeyer ◽  
Sharon Muret-Wagstaff
Keyword(s):  
Knowledge Management ◽  
Organizational Level ◽  
Institute Of Medicine ◽  
Performance Excellence ◽  
Quality Program ◽  
National Quality ◽  
Quality Award ◽  
Malcolm Baldrige ◽  
National Quality Award ◽  
Baldrige National Quality Program

Health care leaders face an intensifying array of changes and challenges that heighten the need for systematic approaches to knowledge management at the organizational level. Healthcare costs are rising, biomedical science and technological advances are burgeoning, and recent reports indicate that medical errors are widespread. In its report on strategies for achieving improvement in the quality of healthcare delivered to Americans, the Institute of Medicine recommends building organizational supports for change such as the redesign of care based on best practices, use of information technologies to capture and use clinical information, and incorporation of performance and outcome measurements for improvement and accountability (Institute of Medicine, 2001). The Baldrige National Quality Program and its Healthcare Criteria for Performance Excellence (Baldrige National Quality Program, 2003) offer both the framework and the tools to guide organizations in building these critical supports. This chapter describes the Malcolm Baldrige National Quality Award and its framework, criteria, and scoring system. It provides insight into the pitfalls that stand between an organization and successful KM, as well as examples of ways in which healthcare groups and institutions are becoming learning organizations — successfully employing cycles of learning and effective knowledge management systems in order to enhance performance and better meet the needs of their patients and other customers. The Baldrige Healthcare Criteria for Performance Excellence offer a useful framework for developing a knowledge management system at the organizational level in an increasingly complex environment. Use of the Baldrige Criteria will enhance the knowledge assets of your organization and enable your organization to deliver more value to patients and other customers. These criteria will also improve organizational efficiency and effectiveness through the management of individual, team, and organizational knowledge.

scholarly journals A Systematic Literature Review of Malcolm Baldrige National Quality Award (MBNQA)

2021 ◽  
Vol 12 (1) ◽  
pp. 1-12
Author(s):  
Setiawan ◽  
Humiras Hardi Purba
Keyword(s):  
Quality Management ◽  
Organizational Performance ◽  
Baldrige Criteria ◽  
National Quality ◽  
Quality Awards ◽  
The Usa ◽  
Quality Award ◽  
European Foundation ◽  
Malcolm Baldrige ◽  
National Quality Award

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.

The Brazilian National Quality Award: sharing some best practices of the winner in 1993

Technovation ◽  
1994 ◽  
Vol 14 (10) ◽  
pp. 657-678 ◽  
Author(s):  
T.Diana L.v.A. de Macedo-Soares ◽  
S.G.R. Chamone
Keyword(s):  
Best Practices ◽  
National Quality ◽  
Quality Award ◽  
National Quality Award
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