Ana B. Escrig-Tena, Beatriz Garcia-Juan and Mercedes Segarra-Ciprés
Although the European Foundation for Quality Management (EFQM) Excellence Model has been widely adopted throughout Europe, a thorough examination of the factors that contribute to…
Abstract
Purpose
Although the European Foundation for Quality Management (EFQM) Excellence Model has been widely adopted throughout Europe, a thorough examination of the factors that contribute to the internalisation of the model (i.e. a substantive adoption) has been neglected in the literature. The purpose of this paper is to present a model that analyses the drivers of the real internalisation of the EFQM excellence model, with a focus on the role of motives for adoption, and appraisal and compensation systems.
Design/methodology/approach
An empirical study was carried out based on a sample of Spanish organisations that had been awarded EFQM recognition. Structural equation models, cluster analysis and ANOVA were used to examine the research questions.
Findings
Internal motives concerning the creation of a participative style are the main driver of internalisation. Moreover, having an appraisal system-oriented towards the development of employees helps the substantive adoption of the EFQM model. These findings reinforce the importance of the soft elements of the EFQM model.
Originality/value
This study enhances evidence about the motives for adoption and their influence on the internalisation of the EFQM model. It analyses internalisation in a novel context, EFQM recognised organisations, and contributes to the debate about the efficacy of the EFQM model to performance improvement, by unveiling the factors that could foster the internalisation of the model within the organisational routines.
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Lilian M. de Menezes, Ana B. Escrig-Tena and Juan C. Bou-Llusar
As a Quality Management (QM) framework, the European Foundation for Quality Management (EFQM) Excellence Model has stakeholder management at its core. In EFQM (2012), based on…
Abstract
Purpose
As a Quality Management (QM) framework, the European Foundation for Quality Management (EFQM) Excellence Model has stakeholder management at its core. In EFQM (2012), based on which assessments were made until 2021, “creating a sustainable future” was a fundamental principle, but how it translated to a Sustainability Orientation and delivered to stakeholders remains questionable. This study aims to investigates the Sustainability Orientation within EFQM (2012) and its associations with Results for stakeholders.
Design/methodology/approach
Longitudinal assessments of recognized-for-excellence organizations by a partner of EFQM are considered. Using factor analysis, scores on the sub-criteria that defined “creating a sustainable future” are investigated, and a Sustainability Orientation is inferred. Panel regressions and structural equation modeling assess the correlations between Sustainability Orientation and Results. A qualitative analysis follows, where sustainability reports from role-models within this population are text mined to examine whether and how they reflected the guidance in EFQM (2012) concerning “creating a sustainable future”.
Findings
Direct and indirect positive associations between the Sustainability Orientation implied by EFQM (2012) and stakeholder-performance are confirmed. Yet, inferences from text mining of reported priorities of role-models of excellence illustrate that EFQM (2012) might have driven different strategies towards sustainability.
Originality/value
Despite conceptualizations that the EFQM model embeds a Sustainability Orientation, to the best of the researchers’ knowledge, its existence and likely impact remain to be examined. By combining longitudinal statistical analysis, structural equation models and text mining, consistent insights on the link between Sustainability Orientation and organizational performance are obtained.
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Lilian M. de Menezes and Ana B. Escrig
The purpose of this paper is to address potential effects of the control element in quality management. First, behavioural theories on how elements of performance management can…
Abstract
Purpose
The purpose of this paper is to address potential effects of the control element in quality management. First, behavioural theories on how elements of performance management can affect organisational performance are examined. Second, theoretical models on how perceptions of work conditions may impact well-being and performance are considered. Direct and indirect pathways from performance management to productivity/quality are inferred.
Design/methodology/approach
Matched employee-workplace data from an economy-wide survey in Britain and two-level structural equation models are used to test the hypothesised associations.
Findings
The use of practices in workplaces is inconsistent with a unified performance management approach. Distinct outcomes are expected from separate components in performance management and some may be contingent on workplace size. For example, within quality planning, strategy dissemination is positively associated with workplace productivity; targets are negatively associated with perceptions of job demands and positively correlated with job satisfaction, which in turn can increase workplace productivity. With respect to information and analysis: keeping and analysing records, or monitoring employee performance via appraisals that assess training needs, are positively associated with workplace productivity and quality.
Originality/value
This paper illustrates how control in quality management can be effective. Although the merits of performance management are subject to ongoing debate, arguments in the literature have tended to focus on performance appraisal. Analyses of economy-wide data linking performance management practices, within quality management, to employee perceptions of work conditions, well-being and aggregate performance are rare.
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Lilian M. de Menezes and Ana B. Escrig-Tena
This paper aims to improve our understanding of performance measurement systems in the health and care sector, by focussing on employee reactions to core performance measurement…
Abstract
Purpose
This paper aims to improve our understanding of performance measurement systems in the health and care sector, by focussing on employee reactions to core performance measurement practices. Targets and monitoring are hypothesised to be associated with employee perceptions of job control, supportive management and job demands, which in turn, are expected to be linked to employee-wellbeing and organisational commitment.
Design/methodology/approach
Matched employee workplace data are extracted from a nationally representative and publicly available survey. Structural equation models are estimated.
Findings
Performance measurement systems are neither perceived as resources nor additional demands. Setting many targets and a focus on productivity can lead to negative employee outcomes, since these positively correlate with perceptions of job demands, which negatively correlate with employee wellbeing. However, monitoring financial performance and monitoring employee performance may be helpful to managers, as these are positively associated with employee perceptions of job control and supportive management, which positively correlate with job satisfaction and organisational commitment and, negatively, with anxiety. Overall, common criticisms of performance measurement systems in healthcare are questioned.
Originality/value
Given the lack of consensus on how performance measurement systems can influence employee experiences and outcomes, this study combines theories that argue for performance measurement systems in managing operations with models developed by psychologists to describe how perceptions of the work conditions can affect employee attitude and wellbeing. A conceptual model is therefore developed and tested, and potential direct and indirect effects of performance measurement systems in the health sector are inferred.
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Ana B. Escrig-Tena, Mercedes Segarra-Ciprés and Beatriz García-Juan
In this study, we propose a model for analysing the association between total quality management (TQM) and exhaustion, which considers work overload as a mediation variable and…
Abstract
Purpose
In this study, we propose a model for analysing the association between total quality management (TQM) and exhaustion, which considers work overload as a mediation variable and investigates perceptions of managerial support as a moderating condition. Through the job demands–resources model, the study sheds light on the dilemma about the negative implications of TQM for employees.
Design/methodology/approach
The proposed model of relationships is analysed using matched employee–organisation survey data from two R&D-intensive sectors in Spain. Structural equation models are employed to examine the proposed relationships.
Findings
Only perceptions of hard TQM trigger a health-impairment process which increases work overload and exhaustion, whereas soft TQM decreases exhaustion and does not have negative consequences for employee well-being. We also find that managerial support can alleviate the consequences of hard TQM on exhaustion due to work overload.
Originality/value
Previous research has mainly assumed that TQM is welcomed by employees. With the aim of warning of the potential negative consequences of TQM on employees, this paper goes beyond previous contributions by analysing how hard and soft TQM may have different consequences on employees’ exhaustion and how managerial support may mitigate the negative repercussions.
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Ana B. Escrig and Lilian M. de Menezes
By contrasting a contingency with a universal approach to business excellence models (BEMs), the purpose of this paper is to investigate the effect of size on the use of the…
Abstract
Purpose
By contrasting a contingency with a universal approach to business excellence models (BEMs), the purpose of this paper is to investigate the effect of size on the use of the European Foundation for Quality Management (EFQM) model by organizations that were officially “Recognized for Excellence” in Spain. It considers the potential differences between large organizations and SMEs on the level of adoption of EFQM criteria and on the impact that enablers-criteria may have on key performance measures.
Design/methodology/approach
This study uses actual sub-criteria and criteria scores attained by organizations in their assessment for EFQM recognition. Scores of a population of 216 organizations are analyzed via analysis of variance, factor and structural equations models.
Findings
Although there are some criteria in the EFQM model that appear to be universally adopted irrespective of size, the empirical analyses indicate that size may shape the adoption of other criteria and the impact that enablers can have on results, thus supporting a contingency perspective. Moreover, the findings call for the revision of the relationships embedded in the EFQM model.
Originality/value
In contrast to most previous research, which relied on surveys of managers’ perceptions, this study uses the actual scores achieved by organizations in their assessment for EFQM recognition. It addresses the effect of size on the whole model, which so far has been neglected in the literature. All in all this study contributes to the literature on contingency approaches to best practices, and more specifically to BEMs. To the practitioner, it provides guidelines for addressing perceived performance gaps in their pursuit of recognition for excellence.
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Vicente Roca-Puig and Ana B. Escrig-Tena
A thorough analysis of nonlinear relationships between quality management (QM) and organizational outcomes has largely been ignored in the current empirical QM literature, which…
Abstract
Purpose
A thorough analysis of nonlinear relationships between quality management (QM) and organizational outcomes has largely been ignored in the current empirical QM literature, which can have profound theoretical and managerial implications. The existence of nonlinear relationships implies taking a contingent view in that QM practices are more effective depending on their level of implementation in an organization. The purpose of this paper is to focus on this possibility and undertake an in-depth study of the sparse nonlinear relationship suggested by the literature.
Design/methodology/approach
The authors introduce an empirical study carried out on a sample of 168 service firms belonging to sectors experienced in QM and, through polynomial regression analysis, identify the nature of the relationship between QM and financial performance (return on assets).
Findings
The results, by showing an S-shaped curve, support a nonlinear association between these two variables. The presence of this functional form provides a satisfactory solution to the growing debate among researchers who, from a linear perspective, defend the positive effects of QM on organizational outcomes, those who find no significant effect, and still others who claim that QM has a negative effect.
Originality/value
The results show that in organizations with a low level of QM implementation, managers should increase investment in QM, even though this increase will not be correspondingly beneficial in the same proportion. In contrast, in organizations with a high level of QM implementation, managers are advised to reflect on undertaking projects that represent an additional investment in QM, with the aim of finding their optimal level.
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Beatriz García-Juan, Ana B. Escrig-Tena and Vicente Roca-Puig
The purpose of this paper is to contribute to the understanding of how to raise organizational performance in public sector organizations through human resource management…
Abstract
Purpose
The purpose of this paper is to contribute to the understanding of how to raise organizational performance in public sector organizations through human resource management. Specifically, this paper aims to investigate the link between structural empowerment and organizational performance, and the mediating role of the psychological empowerment of employees.
Design/methodology/approach
The authors apply multilevel structural equation modeling using a sample of 103 local governments’ managers and 461 employees from Spain.
Findings
The results show that structural empowerment is positively associated with organizational performance. Surprisingly, this relationship is not mediated by psychological empowerment, although it is a powerful antecedent of organizational performance.
Originality/value
In the context of new public management, structural empowerment emerges as a useful component of human resource management for improving organizational performance in public sector organizations. Nevertheless, scant research has combined structural empowerment practices and employees’ feelings of empowerment, which would create a global view to shed light on their role to increase organizational performance. Therefore, this paper examines the mediating function of psychological empowerment (individual level) in the structural empowerment–organizational performance link (organizational level) in the context of public sector organizations.
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Jaime Pérez Martín-Gaitero and Ana B. Escrig-Tena
The purpose of this paper is to analyse the level of corporate social responsibility (CSR) development, in accordance with the dimensions of Maon et al.’s (2010) model, which…
Abstract
Purpose
The purpose of this paper is to analyse the level of corporate social responsibility (CSR) development, in accordance with the dimensions of Maon et al.’s (2010) model, which could be achieved when organisations adopt the EFQM model, as well as how the EFQM model can foster this CSR development.
Design/methodology/approach
The research method chosen was a qualitative methodology involving multiple case studies. The empirical research relies on an in-depth study of four cases of organisations recognised by the EFQM model in Spain.
Findings
The findings show that, although a higher commitment to the EFQM model implies a greater level of CSR development, with the knowledge and attitudinal dimensions more developed than others, organisations still have to make CSR an internalised management ideology.
Research limitations/implications
The very nature of the process of EFQM assessment does not ensure uniformity in all aspects of management. Limitations that are inherent to case studies: factors that can be chosen by the researcher, such as geographical location, size, sector and ownership, can have an influence on the characteristics of the CSR practices that are found.
Practical implications
This study contributes to the literature on excellence by approaching the EFQM model as a tool to integrate CSR issues into management.
Social implications
A relationship between commitment to excellence and CSR development does exist.
Originality/value
To the best of the authors’ knowledge, no previous analysis has been performed to address the potential relationship between CSR development in accordance with Maon et al.’s (2010) model and commitment to excellence.
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Georgiana-Alexandra Badoiu, Mercedes Segarra-Ciprés and Ana B. Escrig-Tena
The purpose of this paper is to provide a deeper insight into the organizational factors and personal motivations of intrapreneurs that may foster intrapreneurial behaviors of…
Abstract
Purpose
The purpose of this paper is to provide a deeper insight into the organizational factors and personal motivations of intrapreneurs that may foster intrapreneurial behaviors of employees in a new technology-based firm (NTBF).
Design/methodology/approach
The paper takes a qualitative approach to explore organizational and individual antecedents of employees’ intrapreneurial behavior. A single case study was conducted on the basis of semi-structured interviews with the founders and top managers of the firm and with intrapreneurial employees.
Findings
Results show that intrapreneurial projects may arise in firms whose top managers support corporate entrepreneurship (CE) in a non-active manner. Intrapreneurial behaviors of employees can emerge despite the lack of time and limited resources available for undertaking projects. Moreover, work discretion and mutual confidence and the quality of the relationship between employees and top managers are the most valued factors for intrapreneurs.
Practical implications
Based on the intrapreneurial projects studied, this paper helps to contextualize intrapreneurs’ perception of organizational support and the personal motivations for leading projects within an NTBF.
Originality/value
Traditionally, the literature has mainly focused on the top-down implementation of entrepreneurial projects within large firms. This paper contributes to the understanding of the combination of firm- and individual-level factors that facilitate intrapreneurial behaviors of employees. It also illustrates the contextual conditions and the firms’ orientation on CE within an NTBF.