Investigating the Critical Success Factors of Excellence Model Implementation in the Public Sector “Egypt Government Excellence Award” (original) (raw)
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The International Journal of Public Policies in Egypt, 2022
The paper outlines the structure of the Egyptian Government Excellence Award and attempts to examine the role of introducing an excellence framework in the development of work in the public sector to improve public services, and identify and propose solutions for practical problems and challenges of the Excellence Award. The paper aims to validate the critical success factors (CSFs) proposed by (Elsafty & Seddek, 2022) quantitatively, which influence the success of the excellence model's implementation and adoption in the Egyptian public sector. A quantitative method is adopted in validating the CFs. The paper summarized potential CSFs that have been analyzed in previous literature and developed different models with different methodologies according to industry context. The majority of literature has discussed and analyzed CSFs regarding TQM principles, with very little literature having discovered CSF of Excellence Models. A quantitative approach is used in the paper. The data were gathered using a questionnaire with asked various questions addressing the top five CSFs. and other methods, such as EFA and correlation analysis, were used to do the analysis. The paper will also validate and construct a model of CSF interactions in order to identify the most successful and feasible relationships that may help to synergize and promote the proper implementation of the excellence model in the Egyptian public sector. The results have validated the output of (Elsafty & Seddek, 2022) regarding CSF, but it validates only five relations out of 11 relation hypothesized among CSFs.
2020
Public sector organisations are increasingly implementing excellence models (EM) to improve their processes and services efficiently and to obtain the competitive advantage globally in terms of cost and quality. This paper seeks to present a comparative analysis of frameworks of European Foundation for Quality Management excellence model and a new government excellence model; namely, 4th G developed in United Arab Emirates. It also identifies their common issues and differences in terms of core values, criteria, weights’ distribution, assessment methodologies and achievement of perceived benefits to propose suggestions for proper implementation of the government excellence model. Moreover, a comprehensive literature review formed the basis of a survey questionnaire and responses from about 42 specialists, in both models, have been used for empirical analyses. The data was analysed using a sign test to test the stated hypothesis. The results suggested that there is no significant dif...
International Journal of System Assurance Engineering and Management, 2020
The growth of any country depends upon the development of public sector organizations that satisfy the needs of their stakeholders and achieve their happiness. Therefore, and in order to fulfill the national strategies of United Arab Emirates (UAE), A Government Excellence Model; used to referred to as 4th G, has been developed to suit the requirements of UAE public sector organizations for achieving superior performance and a leading position worldwide. This paper uses the qualitative research technique to study the critical success factors which affect the implementation of UAE's 4th G in the public sector. An ISM approach is applied to establish the interrelationship between the various critical factors. With the help of Fuzzy MICMAC technique, driver-dependence power diagraph is created. From our analysis, a new factor was identified by the experts participating in developing the ISM model that is ''budget priorities''. It has been also found that ''topmanagement commitment'' has the highest driving power which helps in successful execution of 4th G excellence model. Variables ''reputation'' and ''sense of belonging'' have the highest dependence power. The success of these variables depends on the success of the variables below them. Finally, the limitations of using the above techniques are discussed and then suggestions are made for the further research.
As defined by the European Foundation for Quality Management (EFQM), excellence is the outstanding practice in managing the organization and achieving results. As can be understood from the existence of several quality award models (even if they are very close in the essence), there is no unique way to reach it. The path to excellence is influenced by the value system, education and training, culture, living style, motivators and similar national characteristics. It is believed in this study that forming the alternative model for the Turkish National Quality Award by only redefining the weights of criteria while keeping the basic criteria framework the same as the European Quality Award's Excellence Model is needed. Considering this, the judgments of outstanding quality specialists in Turkey were obtained and evaluated by using Saaty's Eigenvector methodology to yield an alternative model proposal specially designed for National Quality Award.
International Journal of Excellence in Government, 2019
Organizational excellence models, and related national quality awards, have been developed by many governments around the globe to make their country's organizations, including large and small businesses, health-care facilities, schools and government agencies more customer-focused and competitive in the larger economy. Although these models and awards programs vary by country, in general, they involve a robust set of criteria in areas such as leadership, planning, information systems and human capital. Organizations complete a self-assessment based on the relevant criteria and then they are evaluated and scored by a team of experts on how well the organization deploys processes in these areas, their associated results and their systems for learning and improving processes and results. Organizations that receive the highest scores are typically recognized with some level of excellence award during an annual ceremony, sponsored by the government, and best practices from honorees are promoted, shared and often incorporated into the criteria. The UAE is currently in the fourth cycle of its journey toward government excellence. Beginning with the Dubai Quality Award in 1994, which was directed to the private sector, the current Government Excellence System, which was launched in 2015, is the first model designed exclusively for the public sector and that may be applied to any government sector. As a subject matter expert who has participated in the assessment of several local and federal government entities in the UAE and an individual who has been involved with the US model, the Baldrige Performance Excellence program, as an award recipient, Senior Examiner and Member of the Board of Overseers, I am uniquely positioned to describe the model of Organizational Excellence adopted by the UAE Government, discuss the strengths of the model and explain how it compares to other national models. The approach to the concept of organizational excellence adopted by the UAE Government differs from the Baldrige model and models in European and Asian countries in four fundamental ways. Each of these differentiators may be considered a strength of the model. First, the UAE Government Excellence model was designed specifically for the public sector and is applicable to any entity in the government, from the Civil Aviation Authority to federally funded universities. The model was based on the UAE public sector best practices and improvement plans which translate readily among leading government
Benchmarking: An International Journal, 2021
PurposeThis study aims to validate the KAIIAE model in the public sector and analyse the interrelationships between Enablers and Results in the King Abdullah II Award for Excellence (KAIIAE) model to better understand the dynamic logic behind improving excellence results.Design/methodology/approachThe methodology used is structural equation modelling (partial least squares technique), and the data were obtained from the assessment processes for the KAIIAE for 98 Jordanian public organisations.FindingsThe findings showed that the award model has proven to be a reliable and valid framework, as the criteria and sub-criteria were highly correlated. The set of Enablers was strongly related to the set of Results, and the synergies between the critical criteria confirmed the importance of leadership, strategy, and processes for the organisation's excellence results. It was found that the new significant and direct relationships between “People” and “People Results” and between “Partner...
Development of an organizational excellence framework
The TQM Journal, 2013
Purpose-The purpose of this paper is to describe the development of the Organizational Excellence Framework, which consolidates the principles and practices of leading management frameworks that are practiced in Australia, Europe, the USA and Canada. It is intended to fill a void that exists, to date, for having an implementation guideline for industries' consultants and quality practitioners. Design/methodology/approach-The paper consolidates the principles and practices of the leading excellence frameworks and provides the results worked out with a team of management consultants and quality professionals that adds to the existing body of knowledge (BoK), giving state-of-the-art implementation guidelines, additional resources and references. Findings-Subjective and objective data gathering for the case study was carried out to gather responses from management consulting and quality practitioners on the potential value to practitioners and organizations. Originality/value-The research combines the content of leading frameworks and provides implementation guidelines for the management consulting group and quality practitioners. The value of the Organizational Excellence Framework is to deliver benefits similar to other award program schemes that are realized when practitioners use the framework and organizations implement it and apply for excellence awards, nationally or internationally.
Egypt Government Excellence Award: Who’s Perspective is Being Assessed?
Public Administration Issues, 2022
This research assesses the gap between how citizens perceive government performance and how the government evaluates itself based on the criteria identifi ed as New Public Management (NPM) practices and the criteria used by the Egyptian government in its excellence awards. Criteria assessed included performance orientation, transparency and accountability, innovation and creativity, and responsiveness. Th is research is empirical in nature and utilizes exploration and description to serve the theoretical background. A gap exists between the archival measure used by the government to assess and award excellence, and the perceptual measures refl ected in citizens' responses regarding how worthy the institution researched deserves the excellence award granted by the government. Th e fi ndings of this paper suggest that NPM application in the Egyptian context does not show improvements in public service delivery and that receiving the Government Excellence Award has minimal impact on citizen perception of the institution receiving the award.
Value–based Total Performance Excellence Model: An Overview
Jurnal Teknologi, 2010
Today, organizations are competing for the survival. They adopt various performance management systems that best suit their undertakings. There are many performance models which lean towards measuring tangible aspects such as Malcolm Baldridge National Quality Award (MBNQA), European Quality Award (EQA), Deming Prize and Kanji's Model. However, the measurements of intangible aspects are also important and should be heeded to optimize the organizational performance. This paper discusses the preliminary implementation of the Performance Measurement System (PMS) which showcases an overview of intangible aspects i.e. organizational core values through Value-Based Total Performance Excellence Model (VBTPEM) and identification of existing core values in Malaysian universities. This model will reveal overall standings and achievements of the public universities and indicate opportunities for further improvements based on the value-based indicators.
Hospital centers are the basics of health systems in each country, and many concerns of ruling system in the area of health are manifested in these centers. Reforming health system will not be possible without dealing with these centers, improving and promoting their performance. Evaluating the organizational performance is: "investigating the weakness and strength of an organization performance based on a certain parameters, measures and standards in a certain period of time in order to detect deviations and do corrective actions". Therefore, the main purpose of this study is to determine to what extent the performance of hospitals consistent with the available dimensions by considering the implementation of organizational excellence model in Imam Hussein (AS) center. This study is an applied research and is considered as descriptive-survey studies. The statistical population of this study included 278 personnel of Medical and training center of Imam Hussein Hospital (AS) in 2014. They were selected randomly. The instrument for for data collection was the standard questionnaire of EFQM which was modified. The validity of this questionnaire was confirmed with the help of professors and experts and its reliability was determined by the use o fCronbach Alpha's coefficient. Data analysis was done in nine areas based on SPSS software. The findings showed that the variables of policy and strategy, processes, customer outcomes, personnel outcomes, population outcomes and key performance outcomes are in a very good condition, since the mean of these variables has the significance difference of 3on the 5-points Likert scale and their mean is in the range of 4 and 5. But the variables of leadership, personnel and partnership, and resource were respectively in low, high and high condition. Assessment results based on the Excellence Model of EFQM was led to present some suggestions to hospital in relation to changing leadership, changing the way of distributing bonus and rewards, enhancing the collaboration with related organizations to promote the quality and quantity of services as well as increasing the number of articles.