Assessment of TQM implementation level in Palestinian healthcare organizations

Abstract

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.

A Conceptual Framework for Implementing TQM in the Primary Healthcare Centers and Examining Its Impact on Patient Satisfaction.

“…Human resource can be defined as "the policies and practices one needs to carry out the "people" or human resource aspects of a management position including recruiting, screening, training, rewarding and appraisals" (Dessler, 2000, p. 678). Human resource practice covers a wide range of subjects pertaining to staff empowerment, motivation, teamwork and participation, performance appraisal system, education and training and safe work environment (Baidoun et al, 2018). In essence, human resource practice is accepted as a basic undertaking of any organization, but this becomes even more important when there is an attempt to implement quality management practices such as TQM (Deros et al, 2006).…”

“…Notably, having a comprehensive and effective performance management system permits organizations to adjust their performance according to the changes in the environment. Furthermore, it makes all staff understand the indicators linked to their performance well and help top management to adjust the organization"s policy and strategy by analyzing information and facts (Baidoun et al, 2018). Several researchers highlighted the significant role of information and analysis for improving business performance and enhancing customer satisfaction (Ching et al, 2001;Min et al, 2002;Sit et al, 2009).…”

The Impact of Total Quality Management on Service Quality, Customer Engagement, and Customer Loyalty in Banking

“…Total Quality Management (TQM) is a way to continuously improve performance at each level of the process, in each functional area of an organization, by using all available human and capital resources. By implementing TQM, bank enable identifies customer requirements, improve process to deliver services, and reduce error in services (Baidoun, Salem, & Omran, 2018).…”

Validating a new total quality management‐benchmarking measurement model in an international humanitarian setting

“…The limited take‐up of TQM in NGOs might be explained by several intertwined dynamics. Baidoun et al () found that organizational cultures within NGOs are not always supportive of critical approaches such as TQM. This is inextricably linked to the fact that many workers in these organizations are perceived as volunteers giving time that is not always commensurately rewarded.…”

“…While TQM has long been accepted as a prevalent management paradigm (Hackman & Wageman, 1995), little is known about its adoption or implementation from an international NGO perspective (Baidoun, Salem, & Omran, 2018;Sweis et al, 2016). Indeed, most early applications of TQM were in industrial firms, where the quality of goods or products is relatively easy to measure via quantitative tools (Kearns, Krasman, & Meyer, 1994).…”