Quality Practices, Corporate Social Responsibility and the “Society Results” Criterion of the EFQM Model

Río‐Rama, María de la Cruz del; Álvarez‐García, José; Coca-Pérez, José Luís

doi:10.7819/rbgn.v0i0.3026

Cited by 7 publications

(1 citation statement)

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“…Continuous improvement is a process that aims to increase the efficiency of an organization and strengthen its competitive position by constantly improving the quality of products and services offered, as well as the internal processes of the enterprise. Improvements of the organization as a result of the process of constant change should lead to a reduction in delivery time and costs as well as an improvement of quality, and they should also have a positive impact on aspects of managing people [35][36][37][38][39][40][41].…”

Section: Literature Reviewmentioning

confidence: 99%

The Level of Maturity of Quality Management Systems in Poland—Results of Empirical Research

Wolniak

2019

Sustainability

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This paper examines the problem of measuring the maturity of quality management systems. The main scope of the study is to measure the level of maturity of quality management systems in organizations with an implemented quality management system compliant with the requirements of ISO 9001 in Poland; however, this paper also investigates which factors influence the level of maturity. An analysis of the maturity level of the quality management system in the surveyed organizations showed that the highest level of maturity occurs in those areas and activities that directly result from the requirements of the ISO 9001 standard and direct market pressure, and this level of maturity must be implemented. This can be included in case areas such as customer orientation, process approach, or evidence-based decision-making. However, a lower level of maturity is observed in the case of “soft” aspects of quality management related to leadership and human resource management. The problems are also related to the implementation of corporate social responsibility (CSR). In this respect, the surveyed organizations show numerous shortcomings which lead to low assessments of their level of maturity, for example, in ensuring openness and ethical behavior in contact with the public. The following hypothesis was formulated for the research objective: H1—control variables, such as the size of the organization (H1a), time of existence of the enterprise (H1b), business profile (H1c), market position (H1d), financial condition (H1e), and ratio of management to the normalization processes (H1f), affect the level of maturity of an enterprise’s quality management system.

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