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Notes that medical participation in organization‐wide quality programmes and leadership of quality is commonly viewed as the key to a successful programme. Reviews and reports research into doctors’ involvement in such programmes as distinct from doctors’ involvement in medical quality activities. Reveals the lack of systematic evidence on the subject, suggests areas for future research, and summarizes what is known. Gives recommendations based on reported research and experience for quality training for doctors and how medical managers might engage their colleagues and other professions in quality programmes.

Private universities in Ghana are perceived to offer low-quality education, even though the few studies conducted have produced contradictory findings. In addition to the paucity of research in this area, the debate has not largely reflected the views of alumni. This study aims to present the perspectives of a major stakeholder group in education on the quality of the accounting programme offered by a chartered private university in Ghana.

A survey questionnaire was sent to 150 alumni from a private university who graduated between 2011 and 2015 to gather data and analysed using descriptive statistical methods and hierarchical factor analysis.

In contrast to the perception of low-quality programmes in private universities in Ghana, the alumni group believed that the private institution offered good-quality accounting programmes. The accounting programme was accessed to be fit for its purpose, and it has generally transformed the lives of the alumni group, thus making the programme meet their quality expectations.

The study’s findings are an important contribution to the debate on the quality of private universities programmes in general and specifically in accounting.

Although some research has been done on quality assurances and accounting programmes in public universities in Ghana, the authors know very little about the quality in private universities. The study presents the opinions of an alumni group on the controversy over private universities quality of education. This study closes a gap in the literature.

The importance of training in the implementation of a quality programme is well known. Training is needed to improve ability, to learn new techniques, and to stimulate involvement in the goals and objectives of the firm. Presents some of the results of a study made of a sample of 44 small firms in Valencia, on the Mediterranean coast of Spain. The research has shown what specific characteristics and obstacles training for quality has encountered in these firms. The narrow focus of the majority of these quality programmes was an obstacle to overcoming resistance to change and lack of interest, problems which were frequently encountered. The research also detected a relationship between participative management and the training of managers for quality.

Ideally, quality should be, and is, an integral element of education, yet capturing and articulating quality is not simple. Programme quality reviews in third-level education can demonstrate quality and identify areas for improvement, offering many potential benefits. However, details on the process of quality programme review are limited in the literature. This study aims to report on the introduction of a standardised programme review process in one university.

Using a standardised template, the annual programme review (APR) process captured student voice, external examiner reports, statistical data and action/s since the previous review. Following completion of programme reviews across the university, the APR process was itself evaluated using questionnaires and focus groups.

Findings showed that the programme chairs understood the rationale for the review, welcomed the standardised format and felt the information could inform future programme planning. However, in the focus group, issues arose about the timing, ownership and possible alternate use of the data collected in the course of the review.

This case study demonstrates the experience of APR in a single third-level institution, therefore, limiting generalisability.

APR offers a comprehensive record of the programme that can be carried out with efficacy and efficiency. The study illustrates one institution’s experience, and this may assist others in using similar quality evaluation tools. Using APR allows quality to be measured, articulated and improved.

Using APR allows quality, or its lack to be to be measured, articulated and improved in the delivery of education at a third-level institution.

This study demonstrates the experience of the introduction of an APR process in one higher education institute. Programme review is an important and essential part of academia in the 21st century. At third level, quality assurance is, or should be, a central part of academic programmes and delivery. The review of the first implementation has provided valuable information that will inform future programme review processes. Academic programmes grow, evolve and need to be reviewed regularly. It is hoped that the information reported here will aid others developing academic review procedures.

The research presented in this study replicates and extends the QSport-10 scale proposed by Rial, Varela, Rial and Real in their 2010 study, by incorporating the Programme dimension into the original measurement of service quality in Physical Activity and Sports Centres (PSCs). The objective of this research is to examine the dimensionality of the QSport-10 scale and extend it to capture the additional Programme service quality dimension. Study results confirmed the dimensionality of the service quality measurement offered by the QSport-10 scale and presented strong empirical support for the existence of Programme, Installations and Staff dimensions. Programme dimension was considered the most important factor for the largest consumer segment in the study.

All educators should reflect on and assess the quality of their teaching and their learning programmes. Such reflection is the subject of this article. The focus is on higher education (HE) with particular emphasis on distance learning institutions. A particular educational programme is considered, namely a course‐work Master's degree in environmental education at a South African distance learning university. Sustainable living is one of the envisaged outcomes of this programme. This article gives a general perspective on quality assurance in HE. The views of a number of authors are discussed, with special reference to HE in the cultural diversity of South Africa. Various approaches and factors that influence learning assessment are discussed. The theme of sustainability as integrated in HE programmes is emphasised as one of the criteria that should determine quality in education programmes. It is concluded that, although programme assessment is a difficult process and necessarily contextualised, it is an important tool for ensuring quality teaching and learning. Programme assessment is a form of critical self‐evaluation that includes peer evaluation and evaluative input from students.

Programming of festivals is more and more becoming a source from which the competitive advantages of the festivals may originate. This study aims to conceptualize the dimensionality of programming quality of festivals and empirically test it and its relationships with the satisfaction and behavioral intention levels of festival visitors.

Structured interviews were conducted with 350 visitors to a cultural festival. Structural equation modeling (SEM) was utilized in the data analysis.

The programming quality of festivals was found to consist of six dimensions, namely diversity, stakeholder balance, incrementality, simultaneity, flexibility and linkage. Meanwhile, the positive effects of festival programming quality on the satisfaction and behavioral intention levels of festival visitors are confirmed.

This study is limited for possible inexhaustiveness of the dimensions proposed and examined. Future research is needed to make the current measurement more rigorous, succinct and comprehensive.

This study can offer some valuable insights for festival planners and organizers to better design, operate and manage their festival to such an extent that the experiences of festival visitors are maximized, visitor satisfactions are enhanced, and re‐visits to future festivals facilitated.

This study makes its contribution to better understanding of festival programming quality, where artistic, emotional and technological aspects are integrated. This study aims to delineate the entirety of programming quality of festivals and its relationships to the satisfaction and behavioral intention levels of festival visitors.

Many organizations are investing much time and effort in the management of quality. A few enlightened ones even have a vision to be the best. G. Howland Blackiston, the president of the Juran Institute, noted recently that, “All around the world companies are waking up to ‘quality’. Everyone is touting quality. Many are attempting it. Some organizations have gotten enviable results by using the concepts of ‘managing for quality’ dramatically to lower their costs, increase their profits and become more competitive in an increasingly competitive market. For these winners, quality has become an integral part of their business strategy”.

The purpose of this paper is to explore why some firms succeed while others flounder or fail to implement quality improvement programmes. It synthesises self-efficacy literature to propose a model of self-efficacy’s role in affecting implementation success of quality improvement programmes in organisations.

A review of scholarly articles on the topics of self-efficacy and quality initiatives brings to light self-efficacy’s role in successful quality programme implementation. When considered in the context of organisation barriers, it can lead to organisational success.

It is determined that quality training programmes play an important role in affecting existing efficacies and leading to “quality self-efficacy” in employees. The proposed model and related propositions suggest that right approaches of implementing quality training among certain types of employees and/or organisations can promote teamwork to achieve performance success.

Moving forward, the proposed model should be empirically tested to improve our understanding of quality self-efficacy construct and its role in aiding organisational success. Furthermore, it would offer guidelines for the implementation of quality programmes in the most optimal way.

In applying theories on self-efficacy, motivation, empowerment, and quality training, the authors posit that existing efficacy and quality self-efficacy are crucial for quality implementation efforts to overcome organisational barriers and lead to effective teamwork and performance success.

The authors postulate that deciding factors for organisational success originate from employees themselves as existing efficacies. Even though employees can foster quality self-efficacy through the implementation of quality improvement initiatives, existing self-efficacy, and organisation barriers will be moderating forces on eventual effectiveness of quality self-efficacy, teamwork, and organisational performance.

The model and related propositions, linking self- and collective efficacies to quality training, teamwork, and quality performance, offered in this paper will prove useful for organisational decision-makers in selecting quality programmes for implementation in organisation to achieve performance success.

This research aims to empirically develop a reliable and valid scale for measuring the service quality of retail loyalty programmes (loyalty programme service quality (LPSQual)) in the context of department stores and superstores in Malaysia.

By adapting the process proposed by Churchill for developing measures of marketing constructs, an instrument to assess LPSQual in Malaysia is formulated. The methodology consists of developing the scale based on a literature review and qualitative method. The proposed scale is then purified and validated through exploratory factor analysis and confirmatory factor analysis.

The proposed instrument (LPSQual) contains 26 attributes in seven dimensions: reward, tangibility, policy, information usefulness, courteousness/helpfulness, personalization and communication.

Further testing of the scales across multiple contexts is necessary for validity enhancement.

Retail managers must give serious thought to the non‐material or “soft‐benefits” component in a loyalty programme which emphasizes courteous/helpful and personalized services. Thus, managers need to focus on service personnel by providing training to upgrade employees' skills in creating and delivering pleasant experience/service encounters to cardholders.

The main contribution of this paper is the development and validation of a new scale called LPSQual, which focuses on service quality in a loyalty programme. On the one hand, it is a pioneer in the study of service quality in loyalty programmes and, on the other hand, it confirms results from other researches on non‐material strategies that can be used in loyalty programmes.