A study of the relationships between the Baldrige categories

Abstract

The categories, examination items, and framework of the Malcolm Baldrige National Quality Award (MBNQA) criteria present the underlying relationships between the various quality management constructs and between quality management and organization performance. This research uses data from the Arizona Governor's Quality Award, which is based on the MBNQA, to study the strength of these relationships using path analysis. The results of our analysis confirm the validity of the MBNQA framework. The results from this research indicate that leadership significantly directly or indirectly affects all of the systems constructs, except for strategic quality planning and information management, which was not tested in the model. The results also indicate that information management, human resources management and customer focus have a significant effect on customer satisfaction and business results. A strong focus on customers and employees, in addition to effective leadership and information management is clearly shown to be essential for organization success.

What characterizes leading companies within business excellence models? An analysis of “EFQM Recognized for Excellence” recipients in Spain

“…As noted by several authors -e.g. Pannirselvam & Ferguson (2001) and Jayamaha et al (2011) in the case of Malcolm Baldrige model, as well as Gómez et al (2011) and Heras et al(2012) with regard to the EFQM model -, data obtained from external assessment processes are reliable sources of information.…”

Re-balancing the excellence frameworks withindividualistic logic

“…The 9 factors are to be assessed as the common dimensions of measures for excellence. The Baldrige Excellence Model sets up seven common categories of criteria for the organizational quality excellence (Lee, et al, 2003;Pannirselvam and Ferguson, 2001), of which six of them are about the approach, deployment, learning, and integration (including: leadership, strategic planning, customer focus, information / analysis, workforce, and processes) and the seventh criterion is the business performance results.…”

Wybrane modele dojrzałości systemu zarządzania jakością w organizacji (Selected maturity models of quality management system in organisation)

“…W roku 1991 natomiast została ustanowiona Europejska Nagroda Jakości (European Quality Award, od 2004 r. znana jako Europejska Nagroda Doskonałości), oparta na modelu Europejskiej Fundacji Zarządzania Jakością (EFQM Excellence Model). W oparciu o zasady wymienionych nagród nieustannie powoływane są kolejne wyróżnienia doskonałości obejmujące specyfikę danych regionów [Pannirselvam, Ferguson 2001;Wilson, Collier 2000;McDonald i in. 2002;Mavroidis i in.…”