Validating a new total quality management‐benchmarking measurement model in an international humanitarian setting

The need to respond to the complexity of Project Management (PM) in International Development and Aid Projects (IDAPs) has been acknowledged. Nevertheless, there are minimal endeavors to customize the standard PM Models in enhancing IDAPs within the more immense structures and longer field-specific agendas for the interest of people reached by this specific type of projects in the man-made crises. This article aims to examine the standard PMBOK (R) Guide and align it with requirements of IDAPs by emphasizing the Total Quality Management and Core Humanitarian Standers. A critical review has provided a conceptual model for better management of IDAPs that are implemented in man-made crises such as Syrian refugee crisis in the Middle East, which adds value to how the standard PMBOK (R) Guide might be adopted or adapted for IDAPs requirements and the interest of better organizational effectiveness of International Non-Governmental Organizations and vulnerable people alike.

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Literature Review and Conceptual Frameworkmentioning

confidence: 99%

Management for International Development and Aid Projects: A new conceptual model

Saleh

Karia

2020

“…Since quality models virtually always include a multidimensional measurement model, the continuous collection of information related to quality is a crucial component of these interventions (see EFQM, 2012; ISO, 2015; Mahmoud et al, 2019). Quality‐related information is often categorized in two or more separate categories of indicators – one focusing on outcomes and the other(s) on internal performance drivers (Talbot, 2010, p. 108).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Changing client needs and fiscal austerity also require appropriate actions to prevent service failures or a decline in service quality. As a consequence, there has been a significant increase in the adoption of quality models such as the European Foundation for Quality Management (EFQM) Excellence model, the Common Assessment Framework (CAF), models based on the quality management standards set by the International Organization for Standardization (ISO 9001) or related management frameworks (Cairns, Harris, Hutchison, & Tricker, 2005; Mahmoud, Alatrash, Fuxman, Hack‐Polay, & Grigoriou, 2019; Melão, Bastida, & Marimon, 2019).…”

Section: Introductionmentioning

confidence: 99%

Measuring quality for human service improvement: How nonprofits meet the quality requirements of public authorities

Pfiffner

2020

The growing pressure for service quality has led to an increase in the dissemination of quality models in nonprofit human service organizations. In spite of this, little is known about their implementation. The present study therefore examines how quality management directives imposed by public authorities affect the adoption and use of quality measurement systems under different sets of conditions. Key findings, based on survey data from 536 human service nonprofits in Switzerland, suggest that external quality requirements foster the adoption of measurement systems to the greatest degree, but simultaneously reduce their actual utilization for service improvement. The strength of these effects is contingent on the organizations' resources and the quality of indicators. Managers' commitment to quality measurement shows the strongest effect on the use of quality measurement systems. These findings and the implications for future research and practice will be discussed.

“…Basinger and Peterson (2008) used interviews to examine varying stakeholder perspectives on a change process. Mahmoud, Alatrash, Fuxman, Hack-Polay, and Grigoriou (2019) reviewed the literature on the use of total quality management (TQM) in international humanitarian nongovernmental organizations and studied the extent of use of six TQM dimensions in United Nations agencies located in the Middle East.…”

Section: Background and Literature Reviewmentioning

confidence: 99%

Organizational change tactics in a homeless services agency

Packard

2019

There is a vast literature on organizational change, but research on a key aspect of organizational change, the tactics used by change leaders, is limited. To address this gap, a questionnaire assessing the use of organizational change tactics has been used to allow an organization's staff to describe an organizational change initiative they had experienced. This study also included an interview with the agency's director of programs, an interview with two other staff, document analysis, and pre–post client outcome data. Findings showed the extent to which these tactics were observed and were seen as useful in achieving the change goal, offering guidance for change leaders considering organizational change tactics, and for researchers by advancing methods for studying organizational change. Results were also contrasted with those of an earlier study to identify common themes.