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

Abstract

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.

Internal relationships of market-oriented EFQM enablers in the Chinese construction industry

“…People management is an important foundation of quality management. Both Process improvement and Product and Service provision are based on human learning capabilities (Wolniak, 2019). Employees can form a professional team dedicated to motivate and train employees to participate in quality management process improvement.…”

“…They also need to build a corporate culture that motivates employees and matches current development needs. Hence, leadership is a key enabler in quality management (Calvo-Mora et al , 2006; Wolniak, 2019). Good leadership can balance the relationship between employee dedication and rewards, strengthen employee motivation and establish an efficient personnel operation system.…”

The Functioning of the Real Estate Market: Dynamics of Price Formation and the Sale of Apartments

“…The diversity of the apartment supply may be partly due to the agglomeration economy, e.g. the size of the city/commune, the economic structure, the developments plans, the potential economic benefits in the development process (Duranton and Puga, 2005;Glaeser, 2011;Jowsey, 2011;Wolniak, 2019;Wolniak and Grebski, 2018). Therefore, it is so difficult to provide an explanation why some communes/cities are more successful on the apartment market or are more attractive than others.…”

Factors Influencing the Organization of Work in a Fish Processing Industrial Enterprise

“…Therefore, an organization is a complex system aimed at achieving the desired goals using a combination of resources with a certain type of activity (Rubmann et al, 2015). By perceiving an organization as a set of resources and activities, one can learn what type of activities or processes take place or should take place in the organization in order for it to achieve its objectives efficiently (Becker and Scholl, 2006;Lozano and Platonoff, 2013;Withers et al, 2018;Wolniak, 2019). In this way, for example, we can see that for a production company to efficiently deliver orders, the following activities are necessary: production planning, supply planning, planning and selection of personnel, purchase of raw materials, packaging and machinery, conducting production processes, quality control of production processes (Wolniak et al, 2020;Tarigan, 2018;Bakker and Demerouti, 2007;Khalili Shavarini et al, 2013).…”