Training and scoring accuracy of organisational self‐assessments

Coleman, Garry D.; Koelling, C. Patrick; Geller, E. Scott

doi:10.1108/02656710110392827

Cited by 9 publications

(5 citation statements)

References 17 publications

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“…Leonard and McAdam (2003) wrote that the training and experience of examiners of quality awards is rigorous and a worthy form of professional development. Coleman et al (2000) studied the effect of training on improving the accuracy of the scoring of third-party evaluators for organizations. They found that the training of the examiners did not improve dimensional accuracy, but improved elevation accuracy.…”

mentioning

confidence: 99%

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

Raharjo

Mugion

Eriksson

et al. 2015

International Journal of Quality and Service Sciences

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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.

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confidence: 99%

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

Raharjo

Mugion

Eriksson

et al. 2015

International Journal of Quality and Service Sciences

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“…The internal examiner had practised the "Springboard" model within the PTA's organisation and had a presumption of the quality of the tenders involved in the procurement. Because the accuracy of feedback given in the third-party evaluations is depended on the experience and training of the examiners (Coleman et al, 2000), this paper suggests to engage experienced examiners in a procurement process. Experienced, trained and unbiased examiners may also help prevent possible favouritism.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

“…They found that examiners judging a third-party evaluation sometimes also worked as consultants for competing organisations (Loomba and Johannessen, 1997). In addition, the accuracy of feedback given in third-party evaluation depends on the training of the examiners (Coleman et al, 2000). This calls for experienced and unbiased examiners in the public procurement process.…”

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confidence: 99%

Quality in the public procurement process

Rönnbäck¹

2012

The TQM Journal

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Purpose -The purpose of this paper is to investigate four dimensions of how to integrate quality in the public procurement process from three perspectives. The study was carried out in the public transportation industry where service provision has been outsourced. Design/methodology/approach -An explorative case study was carried out using two data collection methods. The first involved a document study that considered the integration of quality in the public procurement process. This led to the second method, which involved conducting in-depth interviews to follow up on the procurement and the role of quality with the participants. Findings -The findings provide insights into how quality can be included in the public procurement process and, in particular, how self-assessment can be used to evaluate the "best quality practice". The quality maturity of the industry also has an influence on three dimensions: the choice of quality model, the weighting between price and quality and how the tenders perform their self-assessments.Research limitations/implications -The study focuses on one case and presents explorative findings. This has implications for future research, for which the set of procurement decisions regarding the integration of quality must be analysed. Practical implications -The integration of quality in the public procurement process involves choosing a future business partner according to the "best quality practice", not just the lowest price. Including quality in the public procurement process can help facilitate the delivery of high-quality services to customers when service provision has been outsourced. Originality/value -This study contributes to the service quality literature by empirically investigating how quality can be integrated in the public procurement process, which is a prerequisite for contracting a desired service supplier.

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“…However, Leonard and McAdam (2003) argue that the training and experience obtained by quality award examiners and assessors constitute one of the most unique, rigorous, practical and worthy forms of professional development that one can participate in. Coleman, Koelling, and Geller (2000) investigate the effect of training on improving the accuracy of third-party evaluators' scores for organisations. Their main conclusion is that the training of the examiners improves elevation accuracy but not dimensional accuracy.…”

Section: Business Excellencementioning

confidence: 99%

Outcome of quality management practices

Eriksson

2016

IJQRM

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Purpose: The main purpose of this paper is to describe differences among (1) public and private, (2) manufacturing and service, and (3) SMEs and large organisations regarding the outcome of quality management practices. Design/methodology/approach: This study looks at the scores for different criteria (or practices) from quality award applicants in Sweden between 1992 and 2010. Findings: The service industry outperforms the manufacturing industry. Furthermore, and perhaps unsurprisingly, large organisations are ahead of small and medium enterprises in the race for quality progress. In general, when comparing public with private organisations, private organisations do better, and the practice of process management seems to be easier for private firms. Research limitations/implications: This study suggests that process management, as it is currently described and evaluated, needs to be revised and improved to better fit organisations. Practical implications: Organisations, in general, score worse on business results than in all other criteria. This study proposes that quality managers must focus even more on how to achieve results and improve results in order to justify quality management. Originality/value: This study suggests that researchers and managers need to change their mind-set regarding service organisations in relation to manufacturing organisations, and that manufacturing organisations in particular need to see how successful service organisations work with leadership aspects, information and analysis, and business planning; how they obtain committed and developed co-workers, and how they work with their customers.

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Training and scoring accuracy of organisational self‐assessments

Cited by 9 publications

References 17 publications

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

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

Quality in the public procurement process

Outcome of quality management practices

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