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This paper, which is presented in two parts, is intended to demonstrate that practices related to the area of human resources management, adopted by model organisations that have dominated their markets consistently, can lend themselves very well to the healthcare sector, which is primarily a “people‐oriented” sector. As change in a modern business context is set to continue in an unrelenting way, most organisations will be presented with the challenge of developing the necessary skills and areas of expertise to enable them to cope with the demands on them, master technological opportunities at their disposal, learn how to exploit modern management concepts and optimise value to all the stakeholders they intend to serve. This paper draws from best practices using the experiences of quality recognised organisations and many admired names through pioneering human resource policies and practices and through clear demonstrations on the benefits of relying on people as the major “asset”. Part I of this article addresses the importance of human resources as revealed through models of management for organisational excellence. In particular, the paper refers to the criteria for excellence in relation to people management using the following prestigious and integrative management models: Deming Prize (Japan); European Quality Award Model (Europe); and Malcolm Baldrige National Quality Award (USA). In addition, this paper illustrates several case studies using organisations known for their pioneering approaches to people management and which led them to win very prestigious quality awards and various international accolades. The paper concludes by reinforcing the point that human resource management in a healthcare context has to be viewed as an integrated set of processes and practices which need to be adhered to from an integrated perspective in order to optimise individuals’ performance levels and so that the human potential can be exploited fully.

The purpose of this paper is to present the essence of the Jordan Quality Award (JoQA) that has been developed and implemented in Jordan. The award characteristics, framework, examination criteria, objectives, benefits and comparative assessment are described. The JoQA is benchmarked with two international quality awards: Malcolm Baldrige National Quality Award and European Quality Award.

In order to investigate the experiences of companies and gain feedback on the award's benefits, achievements, problems, and criteria weights, a questionnaire was developed. A sample of 49 companies which had applied for the award was selected to test a set of hypotheses regarding the award's objectives, benefits, problems, and criteria weights, and to determine areas of weaknesses and potential improvements.

The testing of the hypotheses shows that the objectives of the award, externally, and internally viewed benefit were achieved. However, various implementation problems exist. Based on the findings, a recommended change is proposed for the weights of the award criteria.

The study is based on a relatively small number of companies who had participated on one occasion in the award's process. Although the findings confirm the theoretical framework, more empirical work is needed to better understand the award's impact over a longer time span. Further research should also identify if and how the award influences the participating companies in managerial, technical and financial aspects.

The paper is unique insofar as it is the first to explore the experiences of users of the JoQA. It contributes to a better understanding of such awards' impact on organizations in developing countries.

Discusses how many TQM initiatives fail due to lack of commitment by management. Suggests using an assessment framework so that every “benefit” becomes visible and, therefore, encourages even more effort. Contends that TQM programmes that have succeeded, have concentrated on behaviour first, tools second. Looks at organizational environment and the development of frameworks to encourage the use of appropriate tools and techniques. Contends that within the framework provided by a regular structured assessment based on a world‐class model, the use of the tools and techniques will be appropriate and focused on achieving world‐class performance and wealth generation.

Deals with some of the quality award programmes applied worldwide. First, briefly describes five quality awards: the Malcolm Baldrige National Quality Award from the USA, the European Quality Award, the Deming Prize of Japan, the Canadian Quality Award and the Australian Quality Award. Second, presents the National Quality Award of Brazil. Outlines its criteria for performance excellence and some descriptors. Additionally, describes the application procedure, evaluation process, and the scoring methodology. Finally, performs a comparison between the major awards and the Brazilian programme in order to identify some similarities and differences among them. It can be remarked that the major internationally recognised quality awards use evaluation criteria which are similar in nature, when compared with the Brazilian award.

Four Baldrige Awards were awarded in 1996. Offers brief profiles of each of the four winning companies, together with some insights into their journey towards excellence.

Ever since the Malcolm Baldrige National Quality Award (MBNQA) was established in 1987, many other countries have developed their own version of a national quality award (NQA). These NQAs tend to follow the general framework of the MBNQA with different emphases on criteria items such as leadership, customer focus, resource management and impact on society. This paper is a comparative study of nine major national quality awards (three European, two North American, three Asia Pacific and one South American). It is instructive to note the differences in criteria item emphasis based on a country’s stage of economic development. Multinational companies may find it very useful when their overseas subsidiaries apply for the local NQA following the success of their home companies. Countries that have yet to develop an NQA stand to gain from the comparative information gathered.

Customer focus and satisfaction is a key category in the Baldrige award scheme. Provides a profile of the 1994 winners in each of the three categories: manufacturing, service, and small businesses. Analyses in each case the factors that have enabled the company to score highly on customer satisfaction.

Considers the series of environmental standards known as ISO 14000. Presents an overview of the organization‐processes group of these standards, and a comparison with the existing quality standards ‐ ISO 9000 and the Malcolm Baldrige National Quality Award. ISO 14000 is concerned with establishing guidelines and principles for the management of environmental matters by organizations, through the establishment and operation of an environmental management system (EMS). Finds there is synergy between a quality management system (QMS) and an EMS; that like a QMS, an EMS must be an integral part of an organization’s overall management system; and that like a QMS, the design of an EMS is an ongoing process of continuous improvement. Concludes with several proposed research questions.

Presents the second of a series of three papers which look at best practice in the area of people management. The first paper analysed five case studies representing the fast moving consumer goods sector, the services and retail services sectors. Examines another five cases through secondary data examination, based on submission documents for awards. The companies concerned are all winners of prestigious quality awards such as the European Quality Award, the Malcolm Baldrige National Quality Award, the British Quality Award and the Australian Quality Award. Combines the five sets of analyses from both primary and secondary sources. Concludes by highlighting key areas of best practice in people management.