The use of quality management in local authorities

Freeman‐Bell, Gail; Grover, Richard

doi:10.1080/03003939408433748

Cited by 10 publications

(6 citation statements)

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“…Among the barriers or constraints that were identified through these research are for instance in a study on ISO 9000 implementation in Scottish local authorities, Douglas et al (1999) highlights the financial restrains which these local authorities have encountered throughout the implementation of their quality management system. This is inline with an earlier study by Freeman‐Bell and Grover (1994) that found the cost of achieving and maintaining ISO 9000 was high for local authorities in the UK. A review of these related studies have also found that while the subject matter of research is on LGs, a majority of these studies have also used barriers from quality management systems implementation from similar sources as mentioned above in determining their research framework.…”

Section: The Iso 9000 Implementation Barrierssupporting

confidence: 90%

Implementation barriers of ISO 9000 within the Malaysian local government

Abdullah

Razak

Hanafi

et al. 2013

Int J Qual & Reliability Mgmt

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PurposeThe purpose of this study is to explore the main barriers of ISO 9000 implementation in local government (LG) organizations. In addition to this, this study also determines whether these barriers are different between the various types of LG organizations or otherwise.Design/methodology/approachBased on previous studies and research, related and relevant information had been gathered in order to develop the questionnaire form used in this research to ensure adequacy and accuracy of the survey tool content. The main content of the questionnaire focuses on statements that relate to the barriers which normally occur in implementing ISO 9000. The data that was garnered from this survey was then analysed using quantitative methods in line with answering the related research questions.FindingsDescriptive statistical analysis shows that, in total, there are five main barriers and two additional barriers that have been faced by LG organizations in implementing ISO 9000. Five of these barriers are the common barriers as frequently discussed in previous studies, while the remaining two main barriers are new findings that were discovered through this study. The non‐parametric analysis results also indicate that from the seven discovered barriers, only four have differences based on the types of LG organizations.Research limitations/implicationsThe top management of LG organizations must realize that the implementation of ISO 9000 in their organizations has been certainly hindered by several barriers. Therefore, certain specific measures must be undertaken to ensure that these obstacles may be overcome and subsequently enable a LG organization to meet the target of acquiring accreditation within a shorter period of time. This will in turn facilitate more LG organizations to achieve this certification in line with the aim of the government.Originality/valueThis paper has discovered the specific main barriers that obstruct ISO implementation in Malaysian LG organizations. The findings of this study indicate that these main barriers constitute obstacles that have been previously discussed as well as new hindrances which have yet to be explored in detail. This study could also be used to further expand research regarding the ISO 9000 subject matter, specifically within the context of the public sector which is relatively scarcely researched especially in Malaysia.

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Section: The Iso 9000 Implementation Barrierssupporting

confidence: 90%

Implementation barriers of ISO 9000 within the Malaysian local government

Abdullah

Razak

Hanafi

et al. 2013

Int J Qual & Reliability Mgmt

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“…With an increasing emphasis on the contracting out of local public services and an increasing importance being given to the involvement of the consumer, there has emerged a corresponding interest in quality management (Freeman-Bell and Grover 1994). A further impetus to pursue quality has come from the Audit Commission, established by the Government to ensure the provision of economy, efficiency and effectiveness in local public services, focusing on four key areas that together will contribute to quality in services (Audit Commission 1993):…”

Section: Issues In Local Governmentmentioning

confidence: 99%

Service improvements in public services using SERVQUAL

Brysland¹,

Curry

2001

Managing Service Quality: An International Journal

162

145

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This paper begins by explaining the new context in which public services are delivered and why improving service quality is especially relevant. The SERVQUAL model has been used in a number of public service environments to assess quality of service provision in terms of what consumers expect and what they actually receive. A particular advantage of SERVQUAL is that it is a tried and tested instrument which can be used comparatively for benchmarking purposes. The two service case examples featured in this paper illustrate the use of the SERVQUAL instrument to improve both process management and strategic planning in North Lanarkshire Council. Expectations, perceptions and gap scores are compared and their significance interpreted.

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“…Value for money in the 1980s was a move towards performance management in the UK public sector, and focussed almost exclusively on cost. Several commentators noted the exclusion of quality measures from performance management systems (Bowerman, 1996;Boyne, 1997;Donnelly et al, 1995;Freeman-Bell and Grover, 1994;McKevitt and Lawton, 1996;Sanderson, 1992a;1992b; see also Kanter and Summers, 1994). Best Value relies on a model with a more complex set of performance information, where quality is a key element.…”

Section: Discussionmentioning

confidence: 99%

Developing best value in a scottish local authority

Sheffield

Coleshill²

2001

Measuring Business Excellence

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Best Value was introduced as a local government policy in 1997, after the election of a New Labour administration. The policy was designed to reconfigure service delivery by local government, with local authorities assuming the role of enablers rather than service providers. In order to help achieve this change, Best Value was constructed around a balanced scorecard approach. As a result, local authorities are examining organisational structure for a number of reasons. Internal management information requirements have changed. Best Value has also occurred at the same time as a number of other local government reforms, which are emphasising strategic decision making; accountability; transparency; sound governance and an awareness of the citizen’s perspective. Consequently, the traditional committee structure is being examined in many local authorities. This paper examines organisational changes within one local authority as a result of Best Value, which are designed to produce a more efficient, citizen focussed, and quality‐driven organisation.

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The use of quality management in local authorities

Cited by 10 publications

References 0 publications

Implementation barriers of ISO 9000 within the Malaysian local government

Implementation barriers of ISO 9000 within the Malaysian local government

Service improvements in public services using SERVQUAL

Developing best value in a scottish local authority

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