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

Abstract

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.

Personal data protection compliance assessment: A privacy policy scoring approach and empirical evidence from Thailand's SMEs

“…We utilized the Kruskal-Wallis test with post hoc analysis to identify differences among various groups of SMEs. The Kruskal-Wallis is a non-parametric test considered an alternative to one-way ANOVA and is conducted to determine whether there are any differences among more than two groups where the data is not normally distributed [19] , [20] , [21] , [22] , [23] . Subsequently, a post hoc analysis was performed to determine the groups with significant differences for the variables that had significant differences among groups [59] , [60] , [61] , [23] , [62] .…”

“… A similar stratified random-sampling survey can be conducted among organizations in the target region to evaluate their privacy policies using the adapted scoring model derived in the previous step. Descriptive statistical analyses and inferential statistical analyses, including the Kruskal-Wallis test [19] , [20] , [21] , [22] , [23] and the Dunn post hoc test [24] , [21] , [25] , can be applied to analyze the survey results to assess compliance with local data protection laws and compare compliance among different sectors. …”

“…Descriptive statistical analyses and inferential statistical analyses, including the Kruskal-Wallis test [19] , [20] , [21] , [22] , [23] and the Dunn post hoc test [24] , [21] , [25] , can be applied to analyze the survey results to assess compliance with local data protection laws and compare compliance among different sectors.…”

Pelatihan Manajemen Media Digital Bagi Praktisi Media Lokal di Era Digital

“…Organizational errors in preparing plans will have an impact on the resulting implementation. Strategic planning is interpreted as an effort to find out the various things needed for the success of the organization in the future (Shokri, 2019). Strategic planning considers service recipients, target markets, and other considerations in determining the resulting strategic policies.…”

“…The concept of the Baldrige Criteria does not only focus on the results of the quality of human resources but also on the process of their formation. Rewards (salaries, bonuses) and other policies (career development) are given special attention (Canië ls et al, 2018;Shokri, 2019). The policy needs to be implemented to create good relations between management and officers in the field.…”