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Article
Publication date: 24 April 2009

Shun‐Hsing Chen, Hui‐Hua Wang and King‐Jang Yang

To promote university education quality, performance measure indicators (PMIs) must be established. These indicators ensure the maintenance of university operating standards…

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Abstract

Purpose

To promote university education quality, performance measure indicators (PMIs) must be established. These indicators ensure the maintenance of university operating standards, encourage individual universities to work on inadequacies, and promote university competitiveness. The purpose of this paper is to address this issue.

Design/methodology/approach

A literature analysis was conducted and European, American and Taiwanese education evaluation indicators were used to develop the PMIs. Data were collected from the following sources: US‐MBNAQ; US News & World Report; two renowned US education journals; UK University Committee Reports; UK‐CVCP/UGC; three renowned UK education evaluation newspapers, opinions from the Ministry of Education and submissions from scholars in Australia and Taiwan. A total of 13 scholars were invited to participate in the literature review and analysis, which employed Delphi methods.

Findings

These indicators included 18 measurement dimensions, and 78 PMIs were developed. Applying these PMIs resulted in the creation of key performance indicators and a balanced scorecard (BSC) of performance measures. In addition, BSC represented a self‐evaluation performance indicator that universities could use to achieve the objective of performance management.

Originality/value

The PMI by means of their integration into the BSC, allow management by objectives, a method to build the performance of each department and organization.

Details

The TQM Journal, vol. 21 no. 3
Type: Research Article
ISSN: 1754-2731

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Article
Publication date: 12 January 2010

Ching‐Chow Yang, King Jang Yang and Lai‐Yu Cheng

The purpose of this paper is to establish an integrated model of a service‐delivery system, customer relationship management (CRM), and customer satisfaction evaluation. The…

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Abstract

Purpose

The purpose of this paper is to establish an integrated model of a service‐delivery system, customer relationship management (CRM), and customer satisfaction evaluation. The strategic objectives, such as the pursuit of key performances, the retention of customers, the provision of new services, can be realized through this integrated model. The paper then uses the “strategy map” of the balanced scorecard (BSC) to develop and deploy these strategies and the related objective performance indices.

Design/methodology/approach

The establishment of a conceptually integrated model based on the literature review, holistic thinking, and the researchers' consultant experience. The development of strategy map and the related performance indicators based on the integrated model.

Findings

The analysis presented by this paper shows that the perspectives of the BSC and the stages in CRM have good correspondence in the development of an integrated model.

Originality/value

The integrated model, strategy map, and related performance indicators' presented in this paper offer useful guidance for service organizations to having a holistic view of their operational systems.

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