Quality management frameworks implementation in Polish local governments

Abstract

Quality management frameworks (QMFs) are becoming increasingly crucial in the public administration sector due to the demands and expectations of the stakeholders. Used properly, they provide a structured approach to assessing the current service quality level and the organisational performance and help to identify where improvements can be made. The article analyses and discusses the Polish local government offices experience and involvement in the QMFs implementation, like the ISO 9001 standard, Common Assessment Framework and European Foundation for Quality Management (EFQM) models. The aim of the article, on the basis of the case-study method, is to present the efforts of QMFs implementation in two selected local governments in Poland -The City Office in Dzierżoniów, and The City Office in Trzebnica, and to confirm that QMFs implementation positively affects overall service quality and the key performance indicators, as well as to confirm that the EFQM model with its general and universal structure can be successfully used by public institutions, such as local government offices.

The Effect of Employee Training and Participation on Customer Satisfaction

“…The major movement towards this target dates back to 1989, which was the year in which TQM was launched by the Prime Minister of Malaysia. The move to implement TQM in public service in Malaysia is in line with other governments, among these -New Zealand (Breitbarth et al, 2010), Taiwan (Chang et al, 2010), United Arab Emirates (Mansour and Jakka, 2013) and Poland (Wisniewska and Szczepanska, 2014). This encouraging acceptance of TQM has been due to many positive results reported in the literature, in which TQM is conjectured to be the most recommended and notable strategy for organizational performance (Talib et al, 2013); in which, by exerting a strong focus on customer satisfaction, the TQM has resulted in public organizations fulfilling customer expectation, and encouraging major enterprises for public organizations to continually improve the quality of their service (Breitbarth et al, 2010).…”

“…This encouraging acceptance of TQM has been due to many positive results reported in the literature, in which TQM is conjectured to be the most recommended and notable strategy for organizational performance (Talib et al, 2013); in which, by exerting a strong focus on customer satisfaction, the TQM has resulted in public organizations fulfilling customer expectation, and encouraging major enterprises for public organizations to continually improve the quality of their service (Breitbarth et al, 2010). Customers of public organizations may be defined as citizens, taxpayers, voters, business communities and other parties that have taken into consideration such matters as regarding planning quality improvement (Wisniewska and Szczepanska, 2014). To realize the objective of TQM, the critical role of human resources is clearly stated in the implementation guidelines that have been distributed to all public departments by the Malaysian government, which is known as the Development Administration Circulars No.1/1992.…”

Dirección estratégica urbana, city marketing, gestión de calidad total y desarrollo económico local. Enfoque metodológico

“…El segundo objetivo establece estudiar el papel que juega la adopción por los organismos gestores de la ciudad de CM y de GCT en el desarrollo de DEU. Ambos enfoques de gestión han sido identificados como útiles para ayudar a avanzar hacia una gestión a largo plazo que contemple, de manera holística, los diferentes ámbitos de gestión urbana y los distintos públicos relevantes a los que aportar valor añadido (Boisen et al, 2018;Karyotakis & Moustakis, 2014;Pimentel & Major, 2016;Wiśniewska & Szczepańska, 2014). También se puede investigar la posible relación de estos enfoques de gestión con los resultados urbanos en términos económicos, de forma directa e indirecta, mediante el apoyo a la DEU.…”

“…Se establece, conceptualmente, que la GCT en el ámbito urbano contribuye a favorecer la DEU, y fomenta la mayor competitividad urbana y los mejores resultados tanto de forma directa como a través de la DEU (Johnsen, 2016;Karyotakis & Moustakis, 2014;Wiśniewska & Szczepańska, 2014). Nuestro modelo teórico defiende, por tanto, que la GCT en el ámbito urbano ejerce un efecto directo e indirecto (mediante el desarrollo de la DEU) en la competitividad urbana en términos económicos.…”

Public quality – for whom and how? Integrating public core values with quality management

“…The application of QM programmes in public sector takes on many different forms. This includes, for example, policy development initiatives (Bejerot & Hasselbladh, 2013), performance measurement frameworks (Elg, Palmberg Broryd, & Kollberg, 2013;Pollitt, 2013), ISO 9000 (Moreland & Clark, 1998), EFQM models (Wiśniewska & Szczepańska, 2014), and quality improvement programmes (Berwick, 1989;Elg, Stenberg, Kammerlind, Tullberg, & Olsson, 2011). The focus on QM in public services is also evidenced by various forms of evaluations (Vedung, 2008) and audit (Pollitt & Bouckaert, 1999;Power, 1999).…”