Bài giảng quản trị công chapter 8 pgs ts sử đình thành

CHAPTER QUALITY MANAGEMENT SU DINH THANH LEARNING OBJECTIVES DIFFERENCES IN QUALITY MANAGEMENT… ƒ Q Quality lit managementt has h its it roots t in i the th private i t sector t Two issues have to be considered: ƒ First, Fi t mostt quality lit managementt approaches, h including i l di total quality management (TQM), have originally been d l d for developed f the th manufacturing f t i industry i d t DIFFERENCES IN QUALITY… ƒ SSecond, d differing diff i from f private i t sector, t public bli agencies i cannot choose their customers – they often have to serve a rather th large l sett off stakeholders t k h ld with ith diverging di i interests ƒ Moreover, M even though th h many politicians liti i lik to like t pay lip-service to the ideas of the ‘quality gurus’, other l lti loyalties andd standards t d d off excellence ll are also l important to them QUALITY MEASURE „ What Wh t is i quality? lit ? „ Bovaird (1996) has distinguished four key concepts of quality during its evolution as a concept: „ „ „ „ quality as ‘conformance to specification’ (a meaning deriving from an engineering perspective and from the ‘contract culture’); l ’) quality as ‘fitness for purpose’ (or ‘meeting organizational objectives’,, essentially deriving from a systems perspective); objectives quality as ‘meeting customer expectations’ (or ‘exceeding customer expectations’, deriving from consumer psychology); quality as ‘passionate emotional involvement’ – quality as that ‘which lies beyond language and number’ (the social psychology h l approach) h) QUALITY MEASURE „ How to measure quality? „ It is certainly y ppossible to analyze y certain aspects p of quality, even using quantitative methods „ Scholars have made various attempts to find a quality measure which can capture several dimensions of quality, incorporating the views of different stakeholders QUALITY MEASURE „ Relying on a single quality index is always risky for management (Bouckaert, 1995) „ „ First, it creates a ‘quality score’ which is not at all transparent as the different dimensions of quality are hidden S Second, d it also l allows ll f for d fi i t dimensions deficient di i t be to b compensated – for example, customer service may be traded off against g additional features of a pproduct Such compensation is inappropriate if some stakeholders require minimum achievements of specific quality dimensions „ A multidimensional concept is more meaningful to define a whole set of measures instead of relying on a sole index QUALITY MEASURE „ For services, services the following quality dimensions influence a customer’s view of quality: Tangibles g „ Reliability „ Responsiveness „ Competence „ Courtesy „ Credibility „ Security „ Access „ Communication „ Understanding the customer S Source: Zeithaml i h l et al l (1990, (1990 p 23) „ QUALITY MEASURE „ Quality Q lit indicators i di t are categorized t i d as quantitative tit ti versus qualitative and subjective versus objective: „ Subjective quality indicators can always be quantified They are usually based on some type of survey which measures the reactions or expectations of a group of respondents „ Objective quality indicators, however, cannot always be convincingly g y qquantified „ For example, It is likely to be hard to construct an objective quantitative indicator measuring the comfort of waiting rooms in public agencies (Seats, size of area, noise, atmosphere, decorating state…) QUALITY MEASURE „ Ideally, Id ll a sound d sett off quality lit indicators i di t should h ld include i l d both quantitative and qualitative indicators, and both objective bj ti andd subjective bj ti factors f t „ Some scholars suggested that performance indicators should be core measurement of quality „ They y should fulfill certain criteria of SMART „ „ „ „ „ Specific Measurable Achievable Relevant Time-related MAJOR QUALITY ASSESSMENT INSTRUMENTS USED IN THE PUBLIC SECTOR „ We can use instruments as follow: The ISO 9000 Series, „ Citizen charters and „ Quality excellence models „ Balanced scorecards model „ … „ The ISO 9000 Series „ The Th ISO 9000 Series S i is i an internationally i t ti ll recognized i d standard for quality assurance „ The international standard outlines how quality systems should be set up in organizations where a contract between seller and buyer requires the demonstration of a supplier’s ability to supply to mutually agreed requirements Citizen charters „ The essential idea behind citizen charters, charters as introduced in the UK in 1991, was to introduce standards in the ppublic sector As the ggovernment pput it, ‘the citizen must be told what service standards are and be able to act where service is unacceptable’ „ The Th other th basic b i principles i i l off the th UK citizen iti charter h t were: „ openness, openness „ information, „ transparency, transparency „ non-discrimination, „ accessibility and „ redress Quality Q y excellence models: EFQM Q and the CAF „ Quality Q lit excellence ll models d l may be b usedd for f selflf assessment or as the basis of external assessment „ The 1999 version of the European Foundation for Quality Management (EFQM) Excellence Model (previously known as the Business Excellence Model „ The Common Assessment Framework ((CAF)) of the European Member States and the EU Commission Quality Q y excellence models: EFQM Q „ Please see http://www.efqm.org http://www efqm org „ The EFQM Excellence Model become a widely used self-assessment self assessment instrument instrument It includes the following elements: „ „ „ „ „ „ „ „ „ leadership policy and strategy making people management partnerships and resources p processes people results customer results ‘impact on society’ results key organizational results Quality Q y excellence models: EFQM Q Quality Q y excellence models: EFQM Q „ The first five of these factors are labelled ‘enablers’ enablers (essentially critical success factors) „ The ‘Enabler’ Enabler criteria cover what an organisation does „ The last four are performance results „ The ‘Results’ Results criteria cover what an organisation achieves „ ‘Results’ are caused by ‘Enablers’ and ‘Enablers’ are i improved d using i feedback f db k from f ‘Results’ ‘R lt ’ Quality Q y excellence models: EFQM Q „ The Th Model, M d l which hi h recognises i th there are many approaches to achieving sustainable excellence in all aspects t off performance, f i based is b d on the th premise i that: th t „ Excellent results with respect to Performance, Customers, P l and People d Society S i are achieved hi d through h h Leadership L d hi driving Policy and Strategy, that is delivered through People Partnerships and Resources, People, Reso rces and Processes Processes Quality Q y excellence models: the CAF „ The Th Common C A Assessment t Framework F k (CAF), (CAF) which hi h was designed specifically for public administration, is starting t ti t to b become a common self-assessment lf t instrument for public agencies „ Please see http://www.eipa.nl/CAF/CAFmenu.htm Balanced Scorecards model FROM HIGH-QUALITY PUBLIC SERVICES TOWARDS HIGH QUALITY PUBLIC GOVERNANCE HIGH-QUALITY „ There Th i empirical is i i l evidence id th t citizens that iti who h are reasonably satisfied with the quality of the public services i which hi h they th receive i are, att the th same time, ti cynical about and mistrustful of government, Parliament andd the th civil i il service i (see ( CCMD 1998) CCMD, 1998) This Thi indicates i di t that there is no linear relationship between service quality lit andd trust t t TOWARDS HIGH-QUALITY PUBLIC GOVERNANCE „ Quality Q lit indicators i di t should h ld nott only l focus f on measuring i service quality as provided by an individual organization b t also but l on the th quality lit off services i provided id d by b the th overall service system, and the overall quality of life in a specific ifi jurisdiction j i di ti „ A high-quality public administration must not only be able to increase customer satisfaction with public services but also build trust in public administration through transparent processes and accountability and through democratic dialogue TOWARDS HIGH-QUALITY PUBLIC GOVERNANCE „ Public P bli agencies i mustt be b enriched i h d by b a political liti l conceptt of quality which perceives public agencies as catalysts of a responsible and active civic society, through activation of citizens and other stakeholders „ This is likely to be the focus of the development of quality management in the new era of public governance TOWARDS HIGH-QUALITY PUBLIC GOVERNANCE „ Future F t quality lit indicators i di t will ill needd to t be b developed d l d in i order to assess the quality of local governance processes – and many of these will also be relevant at national level to assess the quality of public governance in a country as a whole TOWARDS HIGH-QUALITY PUBLIC GOVERNANCE ... performance results „ The ‘Results’ Results criteria cover what an organisation achieves „ ‘Results’ are caused by ‘Enablers’ and ‘Enablers’ are i improved d using i feedback f db k from f ‘Results’ ‘R... following elements: „ „ „ „ „ „ „ „ „ leadership policy and strategy making people management partnerships and resources p processes people results customer results ‘impact on society’ results key organizational... It is certainly y ppossible to analyze y certain aspects p of quality, even using quantitative methods „ Scholars have made various attempts to find a quality measure which can capture several