Excellence models in the public sector. Relationships between enablers and results

Abstract

Purpose – The purpose of this study is to identify possible correlations between the stated “enablers” and “results” in excellence models, and to explain how different variables contribute to the “enablers” and “results”. A cross-case study of two different excellence models, the Common Assessment Framework (CAF) in Italy and the Swedish Institute for Quality (SIQ) model for performance excellence, is proposed. Design/methodology/approach – The study is based on the evaluation of assessment reports of public organizations across two countries, Italy and Sweden. Canonical correlation was used for data analysis. Two hypotheses were formulated: There is a correlation between “enablers” and “results” in the CAF model, and there is a correlation between “enablers” and “results” in the SIQ model. Findings – The results show that the hypotheses are supported. It turned out that the correlation is higher for the SIQ model than for the CAF model. For the CAF model, “strategy and planning” is the main contributor to the “enablers”, and for the SIQ model, “human resource development” is the main contributor. For the “results” set, similar criteria provide the strongest contributor for both models; these are “customer/citizen-oriented results” for the CAF and “customer satisfaction” for the SIQ. Originality/value – The paper contributes to the knowledge gained from a cross-case analysis of two different excellence models applied in public sector organizations, the CAF in Italy and the SIQ model for performance excellence in Sweden. The paper also contributes to an ongoing discussion of a need of excellence models being adapted specifically for the public sector; from this study, no support for such a sector-specific model is shown.

The link between people and performance under the EFQM excellence model umbrella

“….Thus, the EFQM (2013) also posits a positive relationship between its criteria Leadership and Strategy. Following this line of thought, several empirical studies support this association(Raharjo et al, 2015;Sadeh & Arumugam, 2010;Suarez, Calvo-Mora, & Roldán, 2016).Similarly, a link among several subcriteria of the criterion Leadership and the criterion Strategy may exist. For instance, the subcriterion 1 of the Leadership criterion is focused on the "Development of the mission, vision and values on behalf of employees".…”

Effects of total quality management in local authorities

“…CAF is a TQM tool for quality management assessment and improvement and is specifically designed for the public sector. Its structure involves nine criteria that are divided into “enablers” (leadership, people, strategy and planning, partnerships and resources and processes) and “results” (citizen-/customer-oriented results, people results, society results and key performance results) (Raharjo et al , 2015). CAF contributes to the introduction of TQM practices and techniques in public administration (Raharjo et al , 2015).…”

The “service excellence chain”: an empirical investigation in the healthcare field

“…Excellence models and related awards have been widely discussed in the literature, with many authors focusing on the models' structure, the influence of various criteria on the assessment results, and interrelations among the different criteria based on the analysis of data from assessment or self-assessment (Dijkstra, 1997;Eskildsen, 1998;G omez-G omez, 2011;Heras-Saizarbitoria et al, 2012;Raharjo et al, 2015). Most studies of excellence models have focused on understanding the internal relationship structure of their categories/criteria, including cause-effect analysis among the enablers and between enablers and results (Eskildsen et al, 2000;Heras-Saizarbitoria et al, 2012;Santos-Vijande and Alvarez-Gonzalez, 2007).…”

“…Improvements in nurses' work environments in hospitals can simultaneously reduce high levels of nurses' job burnout and risk of turnover and increase patient satisfaction with their care (Bates, 2004;Baumruk, 2004;Harter et al, 2002;Richman, 2006). Furthermore, in the healthcare industry, there is a positive relationship between the level of satisfaction of medical staff and their patients (DeVoe et al, 2007;Haas et al, 2000;Linn et al, 1985;Musella et al, 2017;Raharjo et al, 2015;Scheepers et al, 2015;Vahey et al, 2004).…”