A modified EFQM Excellence Model for effective evaluation in the hotel industry

Liu, Yung-Lun; Ko, Pen-Fa

doi:10.1080/14783363.2017.1279011

Cited by 20 publications

(14 citation statements)

References 58 publications

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“…Companies can use different models to adopt quality management such as, amongst others, the European Foundation for Quality Management (EFQM) model and the ISO 9001 standard. The EFQM model is a quality model that reflects the quality management principles suggested by the literature and is a tool for management allowing them to measure the satisfaction of customers, employees and other stakeholders (Black and Crumley, 1997;Larsen and Häversjö, 2001;Pérez, 1998;Abella, 1998;G omez et al, 2015;Liu and Ko, 2018;Simancas Cruz et al, 2018).…”

Section: Quality Managementmentioning

confidence: 99%

“…This is because of the fact that transformational leadership has been associated with the success of organizations to a higher extent than other leadership styles and because it facilitates quality commitment, employee motivation (Masi and Cooke, 2000), improved relationships between followers and leaders, improved effectiveness of teams, improved work processes and employee satisfaction (Brown et al, 1996;Guillespie and Mann, 2000;Avolio and Bass, 2004). Although there are studies in tourism on transformational leadership (Jovicic et al, 2018) and on quality management (Liu and Ko, 2018), there are few works that analyze quality management and transformational leadership in the same study, mainly in the tourism industry and, especially, in the case of the hotel industry.…”

Section: Introductionmentioning

confidence: 99%

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Transformational leadership and the European Foundation for Quality Management model in five-star hotels

Maquieira

Tarı́

Molina‐Azorín

2020

JTA

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Purpose This work analyses quality management (through the European Foundation for Quality Management-EFQM-model) and transformational leadership in hotels in Spain. Design/methodology/approach The study analyses 102 5-star and 5-star large luxury hotels that answer a questionnaire on transformational leadership and the EFQM model. It analyses the degree of importance of quality and transformational leadership in hotels, the significant differences between groups of hotels (according to stars, size, modality and type of product) and the association between transformational leadership and quality. Findings The results show the levels of quality and transformational leadership, minor significant differences between groups and an association between the two variables. In general, chain-affiliated hotels have a higher level of leadership and a more advanced employee and process management than independent hotels. Also, those hotels that focus on a vacational product show a lower attention to the strategy dimension in the EFQM model. The number of employees is not an important factor to adopt quality. Finally, transformational leadership allows hotels to advance in the development of quality management. Originality/value Although there are studies on quality management that show the importance of leadership for quality, there are few studies that examine transformational leadership and quality in the same study, mainly in the tourism industry, and especially in the case of the hotel industry.

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Section: Quality Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Transformational leadership and the European Foundation for Quality Management model in five-star hotels

Maquieira

Tarı́

Molina‐Azorín

2020

JTA

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“…EFQM model is an integrated learning and improvement TQM framework that encompasses a comprehensive and systematic self-assessment process that allows organisations to discern their strengths and weaknesses with the objective of quality improvement (Liu and Ko, 2018;and La Rotta and Prez Rave, 2017). Nevertheless, this model was criticised over its lack of distinction between soft and hard TQM elements associated to its building ingredients of leadership, people, strategy, partnership, process and result (Liu and Ko, 2018;and Gomez Gomez et al, 2011). Its generalisability and vibrant implementation across the Europe has also been questioned (La Rotta and Prez Rave, 2017).…”

Section: Total Quality Management (Tqm) Model Approachesmentioning

confidence: 99%

Investigating the view of quality management success factors amongst future early career operations leaders

Shokri¹

2019

IJQSS

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Purpose The study aims to investigate the gap between the current vision and knowledge of future early career operations leaders (OL) and common strategic total quality management (TQM) frameworks such as Malcolm Baldrige National Quality Awards and competing value framework. Design/methodology/approach A survey questionnaire was developed for different groups of participants as current higher education students to identify the gap and analyse the significance of these groups on the factors in TQM framework. The Kruskal–Wallis test as the non-parametric quantitative analysis technique was adopted for this study. Findings A new set of TQM factors with necessity of more knowledge and understanding of future generation was identified, followed by highlighting clear differences amongst different groups of this generation in terms of their demographic measures, perceived leadership style and organisational culture. Research limitations/implications This research study contributed significantly to the existing study about common QM models and their integration with theories relevant to organisational culture and leadership. The data collection can be extended further in the higher education sector or beyond that. Practical implications A sustainable operations leadership practice needs managers and leaders with a sustainable knowledge development of quality management; and as a result of this study, the current vision of future young OL would not echo this. Originality/value This study has a systematic, non-parametric approach towards currently fragmented QM analysis, and is integrated with human resource and visionary elements of future young OL and universal QM models and theories.

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“…However, the assessment methods in the EFQM model have several limitations. The quality of the empirical investigation is indeterminate, and the assessors' knowledge and skills with the assessment system cannot be verified as their judgment is qualitative and subjective [9][10][11]. There is a linear association between the EFQM criteria where, in reality, the relationship between the assessment criteria and the variables is nonlinear [9,12,13]).…”

mentioning

confidence: 99%

“…There is a linear association between the EFQM criteria where, in reality, the relationship between the assessment criteria and the variables is nonlinear [9,12,13]). Further, uncertain and imprecise assessment data (linguistic variables) cannot be converted into crisp data, and expert knowledge and experience cannot be seamlessly incorporated into the assessment [9][10][11]. The main objective of this research is to develop an intelligent fuzzy assessment method to overcome the current CT Lin is with the Centre for Artificial Intelligence (CAI), Faculty of Engineering and IT, University of Technology Sydney (UTS), Ultimo, NSW 2007, Australia (e-mail: Chin-Teng.Lin@uts.edu.au).…”

mentioning

confidence: 99%

A Fuzzy Multilayer Assessment Method for EFQM

Daniel

Naderpour

Lin

2019

IEEE Trans. Fuzzy Syst.

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Although the European Foundation for Quality Management (EFQM) is one of the best-known business excellence frameworks, its inherent self-assessment approaches have several limitations. A critical review of self-assessment models reveals that most models are ambiguous and limited to precise data. In addition, the impact of expert knowledge on scoring is overly subjective, and most methodologies assume the relationships between variables are linear. This paper presents a new fuzzy multi-layer assessment method that relies on fuzzy inference systems (FISs) to accommodate imprecise data and varying assessor experiences to overcome uncertainty and complexity in the EFQM model. The method was implemented, tested, and verified under real conditions in a regional electricity company. The case was assessed by internal company experts and external assessors from an EFQM business excellence organization, and the model was implemented using Matlab software. When comparing the classical model with the new model, assessors and experts favored outputs from the new model. Index Terms-EFQM, business excellence model, selfassessment, fuzzy inference systems. I. INTRODUCTION n an increasingly turbulent business environment, many organizations are choosing to adopt different quality management approaches for achieving business excellence and maintaining a sustainable competitive advantage. The majority of these approaches rely on a standard set of assessment criteria to assess, or self-assess, an organization's performance. Some of the better-known quality award frameworks include the European Quality Award (EQA), the American Malcolm Baldrige National Quality Award, and the Japanese Deming Prize [1]. The EFQM is a membership-based non-profit organization that was established in 1988 by 14 representatives of European multinational organizations. Its mission is to drive sustainable excellence in Europe [2-4]. The EFQM model is a framework for organizational self-diagnosis in quality excellence. According to the EFQM, following the sustainable excellence criteria (Figure 1) provides outstanding results with respect to performance, customers, people, and society. These results are achieved through "leadership driving policy and strategy that is delivered through people, partnerships and resources, and processes"[3, 5].

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A modified EFQM Excellence Model for effective evaluation in the hotel industry

Cited by 20 publications

References 58 publications

Transformational leadership and the European Foundation for Quality Management model in five-star hotels

Transformational leadership and the European Foundation for Quality Management model in five-star hotels

Investigating the view of quality management success factors amongst future early career operations leaders

A Fuzzy Multilayer Assessment Method for EFQM

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