In response to worsening global economic conditions and faced with growing international competition, Metropolitan Life Insurance Corporation (MetLife) launched an “Operational Excellence” initiative in July 2008, with the intent to enhance operational productivity and processing efficiencies (“MetLife 10Q”, 2008). Those efforts continue today with aggressive strategies for mergers, acquisitions, and divestitures (“MetLife 10-K,” 2012), which has created an urgency for comprehensive improvement of organizational performance.
Accordingly, the author proposes the adoption of an enterprise-wide quality program modeled on the principles of the Malcolm Baldridge National Quality Award criteria for performance excellence (“Criteria for Performance Excellence,” 2011). This paper outlines the key elements of the Malcolm Baldridge performance criteria, provides rationale for the selection of the Baldridge Performance Excellence Program, and summarizes how the program can help enhance the organization’s performance.
The Baldridge Performance Excellence Program
The Baldridge Performance Excellence Program originated with the passage of The Malcolm Baldridge National Quality Improvement Act of 1987 (“The Malcolm Baldridge,” 2010). The act, established in response to growing concerns over global competition in industries vital to the United States, created the Malcolm Baldridge National Quality Award to encourage and recognize superior quality improvement of products, services, and processes. To administer the award, the National Institute of Standards and Technology (NIST) created an integrated framework comprising seven criteria for organizational performance management (Figure 1), which govern the Baldridge Performance Excellence Progra...
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...e Deming dimension. Knoxville, TN: SPC Press.
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14-37.
Shewhart, W.A. (1939). Statistical method from the viewpoint of quality control. Washington D.C.: The Graduate School, The Department of Agriculture.
Spight, J. (2004, March). DataQuest instructor’s guide. In Concepts Plus seminars - DataQuest. Littleton, CO: Author.
The Malcolm Baldrige national quality improvement act of 1987. (2010, October). Retrieved from http://www.nist.gov/baldrige/about/improvement_act.cfm
What is performance excellence? (2011, February). Retrieved from http://www.nist.gov/
baldrige/about/performance_excellence.cfm
Your reference guide to performance excellence. (2012, January). Retrieved from http://www.nist.gov/baldrige/publications/upload/Your_Guide_To_Performance_Excellence.pdf
1995 was a “watershed year” for Peel Memorial Hospital (PMH) in Brampton, Ontario (Harber, 1998, p. 59). The corporate goals and objectives were not being met as they were in the past. Additionally, the mission statement was not clear as to the objectives of the organization and there was no knowledge (among staff) as to what strategic direction the organization was moving in.
The Mayo Clinic (Mayo) provides a compelling and instructive example of the critical role of performance measurement in managing performance behaviors. An analysis of the Mayo approach offers insightful understanding of effective performance management practices. Accordingly, this paper reviews the Mayo performance management system from four perspectives (a) leadership strategy, (b) performance measurements, (c) human resources management, and (d) the alignment of performance with strategy. The discussion concludes with an assessment of the alignment of the elements comprising the Mayo performance management system with recommendations for strengthening those alignments.
The Malcolm Baldrige National Quality Award recognizes quality improvement among manufacturing, service, and small business. The primary goal of the Baldrige Award is customer satisfaction. The award criteria reflect the following seven categories (Izadi et al. 1996, p. 62): leadership, information analysis, strategic quality planning, human resource development and management, management of process quality, quality and operational results, and customer focus and satisfaction.
The Malcolm Baldrige National Quality Award is recognized as an extraordinary means for for-profit, not-for-profit, educational, and healthcare organizations to improve organizational performance and competitiveness. The Baldrige criteria provide a structured approach to achieve performance excellence and an ideal set of performance and quality criteria toward which an organization should continuously strive. The criteria are used to help organizations assess their improvement efforts and to diagnose their overall performance management system (Byrne, 2003).
The purpose of this qualitative case study is to determine whether manufacturing organizations in the United States have an efficient, effective self-assessment tool or tools to determine readiness for the Malcolm Baldrige Quality Award, while assessing a best practice self-assessment tool based on the Criteria. First, existing self-assessment tools will be evaluated for their effectiveness to the MBQNA application. The assessment tool will determine if there is a relationship to the scores assigned from the Baldrige examiners exists. Second, the tool or tools will be evaluated to build the most effective and optimum means of determining if an organization should apply for the MBQNA. How will this be done?
Every organization uses different business strategies in order to remain in business. Some adopt customer- centric strategies; some uses strategies to maximize their profit. For a long time, many organizations have made quality as their selling point.
The notion of the Balanced Scorecard was described as "a framework for multi- dimensional performance evaluation and performance management." This framew...
“In Search of Excellence” is an inspirational blueprint of the best approach the management can adopt in deriving the best of services from its employees. It follows a set of requirements that the company has to pursue in order to achieve excellence and success in its productivity. The authors received a number of accolades for their development of a strategic management practice guidebook that enables them to achieve success and excellence in its operations. Since its publication in 1982, the book attracted various positive comments from corporate experts and other management executives who approve the approach taken by Peters and Waterman. The authors explore a number of excerpts that are imperative for the achievement of a successful management
Bacal, Robert. Manager's Guide to Performance Management. 2nd ed. Vol. 1. New York: McGraw-Hill, 2012. Print.
Contained within the following paper is the evaluation of the author’s organization’s mission, vision goals, and objectives .The author will discuss the pre-determined questions as set forth by Jeffrey Trapp, a certified University of Phoenix instructor. This paper will discuss the differences that a rise between a company that has implemented TQM (Total Quality Management) with that of the authors own organization’s management style.
Performance management is a management tool used to value, monitor and measure a company’s strategies that ensure the efficiency and effectiveness of its product delivery. This management tool does not focus on the organisation and on its employees as well as stakeholders. It is a continuous process that entails that managers make sure that organisational and employee values are corresponding (Aguinis, 2005,p.1/2-1/5). Performance Management brings about the competencies in the employees, increases self-esteem by giving feedback to employees, there is a low number of lawsuits because it helps understand the company better (eThekwini Municipality, 2008,p.10-11). According to Pride, Hughes and Kapoor (2011, p.288) performance management creates motivation for employees; one theory of motivation is of Expectancy, which stipulates that employees satisfaction is driven by expectations of what an organisation will offer in return.
Quality improvements in IT delivery and service support can be improved by measuring and tracking user satisfaction, integration and flexibility early on in the decision process and reinforcing them throughout the review process. Adhering to quality management best practices means ensuring that quality standards are strictly enforced and entrenched into the organization’s philosophy. Even though Total Quality Management (TQM) has been replaced by other quality methodologies in many cases, organizations that have taken the long arduous journey to properly implement TQM benefited from it immensely [1]. While TQM may be perceived by many employees as just another passing fad that will soon fall by the wayside, the environmental conditions that exist within the organization will determine if TQM can be successfully implemented and take root.
Jules, P, & Holzer ,M. (2001). Promoting the Utilization of PerformanceMeasures in Public Organizations: An Empirical Study of Factors Affecting Adoption and Implementation. Public Administration Review, 61 (6): 693 – 708.
The quality of the product that is being made is very important to a company whatever they are making. The higher the quality if a product the more the company can charge for that product. If the company makes a low quality product that is not very good people will not buy it, also if people can find a similar product at a lower price and higher quality they will buy that. When a business makes a product they must decide on the following things: · what is the lowest level of quality that is acceptable for the product? · who is responsible for the quality control · a method of quality control that will be used that dose not effect the cost to severally What is the BSI? The BSI (British Standards Insatiate) is responsible for setting standards that products must be made to.
Network Solutions, Inc. is a worldwide leader in hardware, software, and services essential to computer networking (Aguinis, 2013, p.31). In the past, this company has used over 50 different systems to measure performance management. Even with the large amounts of different systems to measure performance, only a fraction of employees were receiving performance reviews, and less than 5% of employees received the lowest category of ratings. Also, the organization had no recognition program for employees with a higher category of ratings. In addition to the lack of employees not receiving reviews, it was noticed in the organization that performance problems were not being addressed or resolved.