Assessment and improvement of organisational social impact through the EFQM Excellence Model

Calvo‐Mora, Arturo; Domínguez-CC, Marta; Criado, Fernando

doi:10.1080/14783363.2016.1253465

Cited by 36 publications

(45 citation statements)

References 46 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The proposed method determines the coefficients so that the resulting model has the most power of interpretation and explanation; that is, the model can predict the final dependent variable with the highest accuracy. [10] This method is suitable for measuring the overall impact of structures on each other, In addition in order to find out the underlying components of human resource excellence model and to evaluate model construct validity by software, confirmatory factor analysis and multiple regression techniques are used [17].…”

Section: Methodsmentioning

confidence: 99%

“…Conducted by the Human Resources Management Association of Iran in the empirical research conducted during the consultation and deployment in Tehran municipality (region17) after the deployment and selfassessment, realized that by drawing on the framework of this model in the form of 37 management modules, it would be possible to provide a more comprehensive answer to the numerous questions of excellence enthusiasts. The template 37 management modules in the HRM model are thematic for further academic research at postgraduate and doctoral level students interested in management science to use research results to better understand and develop the model [10][11][12].…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

New Approach of Managerial Modules Framework in Human Resources Excellence Model

Mirafshar¹,

Danadeh²,

Solgi³

2019

EDU

View full text Add to dashboard Cite

The purpose of this study is related to the some questions raised during the establishment of the human resource Excellency model 17 in Tehran Municipality. To illustrate how other organizational management issues appropriate into this model. Which leads to the abstract drawing of 37 management modules within the Human Resource (HR) model, extracted from the experiential background of consulting and training of organizations and companies implementing human resource excellence model to get a more comprehensive, engaging look at the issues involved in science management And be able to visualize a set of modules, systems, processes, and management issues needed by organizations within the model which, in addition to outlining the strategic plan of the deployment, has led to their maturing over period of time And determine how to deliver organizational quality services and products to society. Hence at the beginning of this research in the framework of the Excellency model, 37 management modules in an organization that can be used with different ways based on the experiences of implementation in the 17th district municipality of Tehran, The researcher carefully arranged each of them into the criteria of the model to develop a researcher mind made framework. Then, validated statistical tests such as factor analysis, multiple regression and correlation test were used to evaluate the model. Finally, the validity of this abstract management framework was confirmed after analyzing the data in Table 2. In order to prove the hypothesis that besides the HR model, an innovative framework of management systems and processes for the organization can be illustrated in the strategic road map.

show abstract

Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

New Approach of Managerial Modules Framework in Human Resources Excellence Model

Mirafshar¹,

Danadeh²,

Solgi³

2019

EDU

View full text Add to dashboard Cite

show abstract

“…The design of the survey took into account that the number of questions should be as small as possible, to avoid attitudes of rejection among the respondents. To structure the survey, the literature was initially reviewed to identify the main study variables, with the results of the two empirical studies developed by Calvo-Mora et al [9,66] and Aryanasl et al [10] being particularly relevant. The items were developed by the authors of this article based on the factors (criteria) initially collected.…”

Section: Constructs and Operationalizationmentioning

confidence: 99%

“…In line with this, most of the existing literature, like Calvo-Mora et al [9], focuses its research on analyzing the suitability of quality models such as EFQM on boosting specific outcomes like sustainability and environmental or social performance of the organization. However, few studies analyze the impact of specific quality principles on sustainable management, not only in SM as a concept but understood as a comprised of the three dimensions (economical, environmental, and social dimension) proposed by Aryanasl et al [10].…”

Section: Introductionmentioning

confidence: 99%

Excellence in Sustainable Management in a Changing Environment

Manresa

Rivera

2021

Sustainability

View full text Add to dashboard Cite

In the current changing environment, organizations need to evolve from a profitable perspective to a more sustainable focus. To deal with this change, the implementation of specific quality models and principles might help. Thus, the present article aims to study whether sustainable management can be achieved in specific organizations (enterprises, associations, and government institutions) by identifying the EFQM principles. Moreover, it analyses which of these quality principles positively and directly impacts the performances studied (environmental, social, and economic). To achieve these objectives, Ordinal Logistic Regression (ORL) was performed using data corresponding to the sample compiled by the Càtedra Universitària de Responsabilitat Social (RSU) from University of Girona. The research results indicate that implementing specific quality principles all the dimensions improved; thus, the organization becomes more sustainable. The value of this research lies in its contribution to the sustainable management literature; adds knowledge to the ongoing debate about the possible influence of TQM principles on the specific dimensions of sustainable management and highlight the importance of having a clear strategy to obtain the highest sustainable performance.

show abstract

“…The social responsibility of businesses and institutions refers to the set of business practices that meet or exceed the economic, legal, ethical and philanthropic expectations of society, including the relationship of the organization as a whole with its stakeholders [5]. For that reason, economic and social agents increasingly agree that companies must provide benefits to society and have instruments in place through which they are able to measure both the positive and negative impacts of their daily economic activity.…”

Section: Introductionmentioning

confidence: 99%

Measuring Territorial Social Responsibility and Sustainability Using the EFQM Excellence Model

2021

View full text Add to dashboard Cite

Sustainability and social responsibility are goals that are currently aimed for by companies, entities and institutions as well as national and international agendas. In a globalized and highly connected world, the achievement of both goals must be pursued. This means more than mere compliance with agendas approved by national and international agencies; it means that all of these entities, each in their own field and area of responsibility, become co-responsible for their own social, environmental and economic situation. Because of this co-responsibility, their decisions and activities must contribute to the deployment of a jointly responsible and sustainable model of innovation, development and social transformation. In this context, this article aims to propose a model based on the principles of total quality management that will make it possible to explore the degree of territorial social responsibility and sustainability linked to the companies and institutions of a territory. The validity of this model is based on the application of the model of the European Foundation for Quality Management (EFQM) and its applicability to all types of organizations. The empirical validation was carried out in the specific region of Girona (Spain) with the participation of the University Social Responsibility (USR) Chair of the University of Girona (UdG).

show abstract

Assessment and improvement of organisational social impact through the EFQM Excellence Model

Cited by 36 publications

References 46 publications

New Approach of Managerial Modules Framework in Human Resources Excellence Model

New Approach of Managerial Modules Framework in Human Resources Excellence Model

Excellence in Sustainable Management in a Changing Environment

Measuring Territorial Social Responsibility and Sustainability Using the EFQM Excellence Model

Contact Info

Product

Resources

About