Towards a human‐oriented metrology for improvement and change

Abstract

Purpose

An overall aim with a new human‐oriented TQM metrology is to help managers in giving answers to the questions of what to measure, how to measure and why? It is the purpose of this paper to give input to answering these questions. In doing so the measurement problems are to be discussed in relation to the context in which the measurements are applied. Some common risks or failures are also to be discussed when more complex or advanced measurements are used such as LISREL or PLS measurements.

Design/methodology/approach

The main methodology is to re‐interpret measurements from three company cases by having a special focus on understanding the importance of the human‐oriented dimension of TQM and Change Management. The European Excellence Model (EFQM) is used as the reference framework for understanding what to measure, how to measure and why?

Findings

The measurements support the view that establishing measurements related to the human dimension of TQM and Change gives new opportunities for understanding the results achieved or not achieved.

Research limitations/implications

Because the research is based on a combination of theory and case studies it is believed that the findings can be generalized to most companies working under the laws of free competition. The specific measurement examples should not be copied but should be adapted carefully to other contexts and cultures.

Practical implications

The case companies analysed are two relatively big global industrial companies and a big national and government‐owned service company (Post Denmark). Case studies from small‐ and medium companies have not been analysed here but several materials from these kinds of companies support the conclusions in the paper.

Originality/value

This is the first paper towards a human‐oriented metrology for improvement and change. The main value of establishing performance measurement systems with a balanced focus on tangibles and intangibles (the human dimension) is that this kind of measurement is a necessity for understanding the root causes of the results achieved or not achieved.

Citation

Mi Dahlgaard‐Park, S. (2009), "Towards a human‐oriented metrology for improvement and change", Measuring Business Excellence, Vol. 13 No. 1, pp. 3-22. https://doi.org/10.1108/13683040910943018