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1 – 10 of over 4000Marek Bugdol and Piotr Jedynak
The aim of this paper is to show the ways of setting quality objectives, their attributes and the conditions under which they can perform a motivational function.
Abstract
Purpose
The aim of this paper is to show the ways of setting quality objectives, their attributes and the conditions under which they can perform a motivational function.
Design/methodology/approach
Collecting relevant data, the authors used the results of previous research and theoretical assumptions concerning quality objectives. Subsequently, they carried out a survey and exemplification research based on participatory observations, document content analysis and interviews.
Findings
Goals are set mainly by top management, but the communication process itself is insufficient; the needs of system users are not taken into account. In the opinion of the employees, quality objectives are measurable and objective, although not very ambitious. For quality objectives to fulfil a motivational function, they should be objective and measurable. Also, the allocation of tasks among employees needs to be fair. Furthermore, quality objectives have to play a greater role in remuneration systems.
Originality/value
This paper is one of the first publications on the role and function of quality objectives. Its advantage is that it defines the conditions under which such objectives can have a motivational effect and encourage employees to pursue the improvement of their products and services.
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This study aims to help nonprofit organizations (NPOs) implement business excellence models (BEMs). The authors identify and rank critical success factors and barriers to…
Abstract
Purpose
This study aims to help nonprofit organizations (NPOs) implement business excellence models (BEMs). The authors identify and rank critical success factors and barriers to implementing BEMs among NPOs in Saudi Arabia and investigate the impact of human resources availability on BEM implementation in these organizations.
Design/methodology/approach
Based on the review of relevant literature, the authors designed a questionnaire completed by 138 NPOs. Factor analysis was used to measure and rank the criticality of success factors and barriers to BEM implementation. A Kruskal–Wallis nonparametric test was conducted to compare answers across groups classified by the number of full-time employees in the organization.
Findings
The study identifies the five most critical success factors for implementing BEMs in Saudi NPOs: data analysis and reporting capabilities, effective organizational communication, implementation strategy and approach, use of benchmarking and adoption of a clear governance framework. The five most critical barriers to implementing BEMs are the lack of a culture of continuous improvement, organizational strategy, qualified employees, customer orientation and clear organizational roles and responsibilities. The number of full-time employees in Saudi NPOs does not significantly impact the success or failure of implementing BEMs.
Originality/value
This paper is a continuation of research that aims to increase BEM adoption among NPOs, including micro-NPOs, in Saudi Arabia and, by extension, other countries.
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