Business excellence model and its impact on organizational performance
Business Excellence Model (BEM) was first introduced in Malaysia in the 90s by the Malaysia Productivity Corporation (MPC) through the Quality Management Excellence Award (QMEA) and Prime Minister Quality Award (PMQA) whereby the model is used as a criterion for the assessment of organization'...
Saved in:
| Main Author: | |
|---|---|
| Format: | Thesis |
| Language: | eng eng |
| Published: |
2016
|
| Subjects: | |
| Online Access: | https://etd.uum.edu.my/5943/1/s818140_01.pdf https://etd.uum.edu.my/5943/2/s818140_02.pdf |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| id |
my-uum-etd.5943 |
|---|---|
| record_format |
uketd_dc |
| institution |
Universiti Utara Malaysia |
| collection |
UUM ETD |
| language |
eng eng |
| advisor |
Johari, Johanim |
| topic |
HD58.9 Organizational Effectiveness. |
| spellingShingle |
HD58.9 Organizational Effectiveness. Mohamad Azrol, Mohamad Dali Business excellence model and its impact on organizational performance |
| description |
Business Excellence Model (BEM) was first introduced in Malaysia in the 90s by the Malaysia
Productivity Corporation (MPC) through the Quality Management Excellence Award (QMEA) and Prime Minister Quality Award (PMQA) whereby the model is used as a criterion for the assessment of organization's excellence. Criteria contained in the model are referred to as the principles of Total Quality Management practices and also the criteria for the Malcolm Baldrige Excellence Award. The objective of this study is to examine the impact of Business Excellence program implementation with the practices of Business Excellence Model (BEM) on the organizational performance. Specifically, the study aims to analyze the relationship between the six dimensions of the BEM namely leadership, planning, information, customer, people and process with organizational performance. The samples in this study comprised of organizations that have been involved in the Business Excellence program and has been recognized as "Malaysia Productivity Innovation Class (MPIC)" by the Malaysia Productivity Corporation (MPC). Through statistical analysis conducted in this study, it was found that five dimensions in the Business Excellence Model have a positive and significant influence on the
organizational performance. Discussions elaborated on the importance of Business Excellence Model in predicting organizational performance. Theoretical and practical implications, limitations, recommendations and conclusion are also brought to fore. |
| format |
Thesis |
| qualification_name |
masters |
| qualification_level |
Master's degree |
| author |
Mohamad Azrol, Mohamad Dali |
| author_facet |
Mohamad Azrol, Mohamad Dali |
| author_sort |
Mohamad Azrol, Mohamad Dali |
| title |
Business excellence model and its impact on organizational performance |
| title_short |
Business excellence model and its impact on organizational performance |
| title_full |
Business excellence model and its impact on organizational performance |
| title_fullStr |
Business excellence model and its impact on organizational performance |
| title_full_unstemmed |
Business excellence model and its impact on organizational performance |
| title_sort |
business excellence model and its impact on organizational performance |
| granting_institution |
Universiti Utara Malaysia |
| granting_department |
School of Business Management |
| publishDate |
2016 |
| url |
https://etd.uum.edu.my/5943/1/s818140_01.pdf https://etd.uum.edu.my/5943/2/s818140_02.pdf |
| _version_ |
1747827997072687104 |
| spelling |
my-uum-etd.59432021-04-06T06:29:31Z Business excellence model and its impact on organizational performance 2016 Mohamad Azrol, Mohamad Dali Johari, Johanim School of Business Management School of Business Management HD58.9 Organizational Effectiveness. Business Excellence Model (BEM) was first introduced in Malaysia in the 90s by the Malaysia Productivity Corporation (MPC) through the Quality Management Excellence Award (QMEA) and Prime Minister Quality Award (PMQA) whereby the model is used as a criterion for the assessment of organization's excellence. Criteria contained in the model are referred to as the principles of Total Quality Management practices and also the criteria for the Malcolm Baldrige Excellence Award. The objective of this study is to examine the impact of Business Excellence program implementation with the practices of Business Excellence Model (BEM) on the organizational performance. Specifically, the study aims to analyze the relationship between the six dimensions of the BEM namely leadership, planning, information, customer, people and process with organizational performance. The samples in this study comprised of organizations that have been involved in the Business Excellence program and has been recognized as "Malaysia Productivity Innovation Class (MPIC)" by the Malaysia Productivity Corporation (MPC). Through statistical analysis conducted in this study, it was found that five dimensions in the Business Excellence Model have a positive and significant influence on the organizational performance. Discussions elaborated on the importance of Business Excellence Model in predicting organizational performance. Theoretical and practical implications, limitations, recommendations and conclusion are also brought to fore. 2016 Thesis https://etd.uum.edu.my/5943/ https://etd.uum.edu.my/5943/1/s818140_01.pdf text eng public https://etd.uum.edu.my/5943/2/s818140_02.pdf text eng public masters masters Universiti Utara Malaysia Abu Bakar, L. J., & Ahmad, H. (2010). Assessing the relationship between firm resources and product innovation performance: A resource-based view. Business Process Management Journal, 16(3), 420–435. Adebanjo, D., & Mann, R. (2008). Business Excellence. BPIR Management Brief (Vol. 4). Adebanjo, D. (2001). TQM and business excellence: is there really a conflict? Measuring Business Excellence, 5(3), 37–40 Antony, J. P, & Bhattacharyya, S. (2010). Measuring organizational performance and organizational excellence of SMEs – Part 2: An empirical study on SMEs in India. Measuring Business Excellence, 14(3), 42-52. Anuar, A., & Mohd Yusuff, R. (2011). Manufacturing best practices in Malaysian small and medium enterprises (SMEs). Benchmarking: An International Journal, 18(3), 324 – 341. Arumugam, V., Ooi, K.-B., & Fong, T.-C. (2008). TQM practices and quality management performance: An investigation of their relationship using data from ISO 9001:2000 firms in Malaysia. The TQM Journal, 20(6), 636 – 650. Baharun, R., Abdul Hamid, A.B. and Hashim, N.H. (2004), “Comparative analysis of managerial practices in small and medium enterprises in Malaysia”, ICSB, Conference Proceeding, USA, 014:4. Bandyopadhyay, P. K., & Suresh, N. (2015). Impact of Business Excellence Model on Firm’s Business Results ( Findings from Literature Survey and Research Agenda ). International Journal of Economy, Management and Social Sciences, 4(2), 233–236. Black, S., & Groombridge, J. (2010). Use of a Business Excellence Model to improve conservation programs. Conservation Biology, 24(6), 1448-1458. Brah, S. A., Tee, S. S. L., & Rao, B. M. (2002). Relationship between TQM and performance of Singapore companies. International Journal of Quality & Reliability Management, 19(4), 356–379. Changiz, V. (2011). The impact of TQM implementation on the organizational performance of Iranian manufacturing SMEs. The TQM Journal, 23(5), 496–509. Chenhall, R. H. (2005). Integrative strategic performance measurement systems, strategic alignment of manufacturing, learning and strategic outcomes: An exploratory study. Accounting, Organizations and Society, 30(5), 395–422. Chua, Y. P. (2012). Kaedah Penyelidikan Edisi Kedua, Malaysia: Mc-Graw Hill. Croteau, A.-M., & Bergeron, F. (2001). An IT Trilogy: Business Strategy, Technological Deployment and Organizational Performance. The Journal of Strategic Information Systems, 10(2), 77–99. Dahlgaard, J. J., Chen, C., Jang, J., Banegas, L. a, & Dahlgaard-Park, S. M. (2013). Business excellence models: limitations, reflections and further development. Total Quality Management & Business Excellence, 24(July 2015), 519–538. Demirbag, M., Tatoglu, E., Tekinkus, M., & Zaim, S. (2006). An analysis of the relationship between TQM implementation and organizational performance: Evidence from Turkish SMEs. Journal of Manufacturing Technology Management, 17(6), 829–847. Doyle, M. (2000), “Managing development in an era of radical change: evolving a relational perspective”, Journal of Management Development, 19(7), 579-601. Escrig, A. B., & Menezes, L. M. De. (2015). What Characterizes Leading Companies Within Business. International Journal of Production Economics, 169, 362–375. Filling, S. (1996). Putting the customer first: Total Quality and customer service at the British Library Document Supply Centre. Interlending & Document Supply, 24(2), 11 Fotopoulos, C. V., & Psomas, E. L. (2010). The structural relationships between TQM factors and organizational performance. The TQM Journal, 22(5), 539–552. Garavan, T. (1993), Training Practices in Sixteen Irish Companies, University of Limerick, Limerick. Gunasekaram, A., Goyal, S., Martikainen, T., & Yli‐Olli, P. (1998). Total quality management: A new perspective for improving quality and productivity. International Journal of Quality & Reliability Management, 15(8/9), 947-968. Hassan, H. S. Al-Dhaafri (2014). Organizational Performance. In Organizational Performance and Excellence of Dubai Police: Role of Total Quality Management and Enterprise Resource Planning. Universiti Utara Malaysia. Hassan, M., & Kerr, R. M. (2003). The relationship between total quality management practices and organisational performance in service organisations. The TQM Magazine, 15(4), 286 – 291. Ionica, A., Baleanu, V., Edelhauser, E., & Irimie, S. (2010). Tqm and Business Excellence. Annals of the University of Petrosani, Economics, 10(4), 125–134. Isaac, S., & Micheal, W. (1990). Hand Book in Research and Evaluation. San Diego, CA: Edits Publishing. Jeng, Y. (1998). Performance evaluation of ISO 9000 registered companies in Taiwan. TQM Journal, 10(2), 132. Jing, F. F., & Avery, G. C. (2008). Missing links in understanding the relationship between leadership and organizational Performance. International Business & Economics Research Journal, 7(5), 67-78. Jun, M., Cai, S., and Shin, H., (2006) TQM practice in maquiladora: Antecedents of employee satisfaction and loyalty. Journal of Operations Management. 24 pp. 791-812 Kumar, R. (2011). Research Methodology a step-by-step guide for beginners (3 rd ed.). New Delhi: SAGE Publications Ltd. Kartha, C. P. (2004). A Comparison of ISO 9000:2000 Quality System Standards, QS9000, ISO/TS 16949 and Baldrige Criteria. The TQM Magazine, 16(5), 331- 340. Kaynak, H. (2003). The relationship between total quality management practices and their effects on firm performance. Journal of Operations Management, 21(4), 405–435. Lakhal, L., Pasin, F., & Limam, M. (2006). Quality management practices and their impact on performance. International Journal of Quality & Reliability Management, 23(6), 625-646. Lee, P. (2002). Sustaining business excellence through a framework of best practices in TQM. The TQM Magazine, 14(3), 142–149. Leedy, P., & Ormrod, J. (2005). Practical research: Planning and design (8 th ed.). Upper Saddle River, NJ: Prentice Hall. Makadok, R., (2001). Toward a synthesis of the resource-based and dynamic- capability views of rent creation. Strategic Management Journal, 22(5), 387– 401. Mann, R., Adebanjo, D., Laosirihongthong, T., & Punnakitikashem, P. (2011). Awareness and impact of Business Excellence in Asia. Total Quality Management & Business Excellence, 22(11), 1237-1258. Mann, R., Mohammad, M., & A. Agustin, M. (2012). Understanding Business Excellence - An awareness guidebook for SMEs (pp. 1-15). Asian Productivity Organization. McMillan, J., & Schumacher, S. (2001). Research in education: A conceptual introduction (5 th ed.). New York: Addison Wesley Longman. Mele, C., & Colurcio, M. (2006). The evolving path of TQM: towards business excellence and stakeholder value. International Journal of Quality & Reliability Management, 23(5), 464–489. Mersha, T. (1997). TQM implementation in LDCs : driving and restraining forces. International Journal of Operations & Production Management, 17(2), 164–183. Mohammad, M., Mann, R., Grigg, N., & Wagner, J. (2011). Business Excellence Model: An overarching framework for managing and aligning multiple organisational improvement initiatives. Total Quality Management & Business Excellence, Vol. 22(Iss 11), Pp. 1213-1236. Moullin, M. (2007). Performance measurement definitions: Linking performance measurement and organisational excellence. International Journal of Health Care Quality Assurance, Vol. 20(Iss 3), Pp. 181–183. Oakland, J., & Tanner, S. (2008). The relationship between Business Excellence and Performance – An empirical study using Kanji's Leadership Excellence Model. Total Quality Management & Business Excellence, 19(7-8), 733-749. Pinar, M., & Girard, T. (2008). Investigating the Impact of Organizational Excellence and Leadership on Business Performance: An Exploratory Study of Turkish Firms. SAM Advanced Management Journal (07497075), 73(1), 29–45. Politis, Y., Litos, C., Grigoroudis, E., & Moustakis, V. (2009). A business excellence model for the hotel sector: Implementation to high‐class Greek hotels. Benchmarking: An International Journal Benchmarking, 16(4), 462-483. Prajogo, D. I., & Sohal, A. S. (2003). The relationship between TQM practices, quality performance, and innovation performance: An empirical examination. International Journal of Quality & Reliability Management, 20(8), 901–918. Prybutok, V. R., Zhang, X., & Ryan, S. D. (2008). Evaluating leadership, IT quality, and net benefits in an e-government environment. Information and Management, 45(3), 143–152. Ramlall, S. J., (2002). Measuring Human Resource Management‘s Effectiveness in Improving Performance. Reed, R., Lemak, D. J., & Mero, N. P. (2000). Total quality management and sustainable competitive advantage. Journal of Quality Management, 5(1), 5-26. Romle, A. R. (2014). Examination of Quality Management Practices, Human-Oriented Elements, and Organizational Performance in The Malaysian Higher Education Institutions (p. 23). Universiti Utara Malaysia Runyan, R., Huddleston, P. and Swinney, J. (2006), “Entrepreneurial orientation and social capital as small firm strategies: a study of gender differences from a resource-based view”, Entrepreneurship Management, 2, 455-77. Sabella, A., Kashou, R., & Omran, O. (2014). Quality management practices and their relationship to organizational performance. International Journal of Operations & Production Management, 34(12), 1487-1505. Sadikoglu, E., & Olcay, H. (2014). The Effects of Total Quality Management Practices on Performance and the Reasons of and the Barriers to TQM Practices in Turkey. Advances in Decision Sciences, vol. 2014, Article ID 537605, 17 pages, 2014. Samson, D., & Terziovski, M. (1999). The relationship between total quality management practices and operational performance. Journal of Operations Management, 17, 393–409. Sekaran, U. (2003). Research Methods for Business: A Skill Building Approach (4 th ed). New York: John Wiley & Sons Inc. Sekaran, U. & Bougie, R. (2009). Research Methods for Business: A Skill Building Approach, 5 th ed. United Kingdom: John Wiley & Sons Ltd. Soedarso, S. W. (2009). TQM extension practices and performance: A case study in Malaysian Aerospace Industry. Universiti Utara Malaysia. Sohail, M., & Hoong, T. (2003). TQM practices and organizational performances of SMEs in Malaysia. Benchmarking: An International Journal, 10(1), 37-53. Tari, J.J. (2005). Components of successful total quality management. The TQM Magazine,17(2), 182-194. Teh, P.-L., Yong, C.-C., Arumugam, V., & Ooi, K.-B. (2009). Does total quality management reduce employees’ role conflict? Industrial Management & Data Systems, 109(8), 1118–1136. Thiagaragan, T., Zairi, M., & Dale, B. G. (2001). A proposed model of TQM implementation based on an empirical study of Malaysian industry. International Journal of Quality & Reliability Management, 18(3), 289–306. Tummala, V. M. R., & Tang, C. L. (1996). Strategic quality management, Malcolm Baldrige and European quality awards and ISO 9000 certification: Core concepts and comparative analysis. International Journal of Quality & Reliability Management, 13(4), 8–38. Vora, M. K. (2013). Business excellence through sustainable change management. The TQM Journal, 25(6), 625–640. Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5,171–180. Yaghoubi, N. M., Bandeii, M., & Moloudi, J. (2011). An Empirical Study of the EFQM Excellence Model in Iran. International Journal of Business and Management, 6(5), 260–268. Yoo, D.K., Rao, S.S. and Hong, P. (2006). A Comparative Study on Cultural Differences and Quality Practices: Korea, USA, Mexico and Taiwan. International Journal of Quality & Reliability Management. 23(6), 607-624. Zainal Abidin, S. (2014). Innovation process, innovation outcome and firm’s performance in the malaysian electrical and electronic industry. Universiti Utara Malaysia. Zainuddin, A. (2012). Research Methodology and Data Analysis (2nd ed). UiTM Press, Dee Sega Enterprise. Zakuan, N. M., Yusof, S. M., & Shamsudin, S. (2007). Implementation of quality management practices in Malaysian automotive industries: a review. In Proceedings of Regional Conference on Engineering Mathematics, Mechanics, Manufacturing & Architecture (pp. 105–116). Other references: Business Excellence Program: Journey Towards Enhancing Productivity and Competitiveness. (n.d.). Retrieved December 18, 2015, from http://www.mpc.gov.my/home/?cont=c7&item=7i7&sstr_ lang=en&id=74&type=G IMPLEMENTATION OF QUALITY MANAGEMENT PRACTICES IN MALAYSIAN ...(n.d.). Retrieved March 02, 2016, from http://eprints.uthm.edu.my/348/1/IMPLEMENTATION_OF_QUALITY_MANAGEMENT_PRACTICES.pdf MPC Business Excellence Program. (2014). Retrieved December 30, 2015, from http://www.mpc.gov.my/home/ ?sstr_lang=en&cont=ds&id=3i1&item=d3&t=3 SPRING Singapore. (2013). Organisations on Business Excellence journey team up with SMEs to co-innovate and upgrade capabilities for growth. Retrieved March 15, 2016, from http://www.spring.gov.sg/NewsEvents/PR/Pages/Six-Organisations-Win-Business-Excellence-Awards-2013- 20131031.aspx Spring Singapore. (2015). BUILDING PARTNERSHIPS, ENABLING GROWTH. Standards, Productivity and Innovation Board Annual Report 2014/2015. Retrieved from http://www.parliament.gov.sg/lib/sites/default/ files/paperpresented/pdf/2015/S. 21 of 2015_0.pdf |