This study investigated the impact of the Malcolm Baldrige Health Care Criteria for Performance Excellence (HCPE) on effectiveness in health care organizational performance. The quality of health care has tremendous social and economic consequences for the United States (U.S.), including lost wages, reduced productivity, higher legal expenses, and lower confidence in the health care system. Increasing health care productivity, efficiency, effectiveness, and quality offers critical means to reducing cost and improving U.S. economic performance, which is an objective of the Affordable Care Act enacted by Congress in 2010. This study compared Malcolm Baldrige National Quality Award recipients to competitors in their geographic markets using Centers for Medicare & Medicaid Services (CMS) performance measures to determine if there was a relationship between the use of the HCPE as a business model and the performance of health care organizations. This study included an analysis comparing 34 hospitals using the HCPE as an organizational business model to 153 hospitals in their geographic markets not using the HCPE. There were 42 CMS measures classified into 2 major categories focused on (1) patient experience measures and (2) clinical processes and outcome measures. The results showed that the study-identified hospitals that used the HCPE had values representing higher performance on all 10 patient experience measures than the non-HCPE hospitals, and that 9 of the 10 measures were statistically significant. Although the group mean differences were not statistically significant, the study results showed that HCPE hospitals had performance outcomes with mean values representing higher performance than the non-HCPE hospitals in 38 of the 42 (90%) of the study measures. These results should provide leadership with confidence that the HCPE serve as a valid model to align organizational design, strategy, systems, and human capital to create long-term effectiveness in an institutionalized high performance culture. / acase@tulane.edu

This thesis investigated the relationship between Total Quality Management (TQM) practice and hospital performance from 1997 t0 2001 in a Taiwan public hospital. In Taiwan, previous research focused on TQM practice and hospital performance in the manufacturing sector. Earlier research relevant to hospitals emphasised outcomes, such as hospital efficiency. The current study differs from the previous hospital research by examining comprehensive organisational performance, including financial and non-financial performance. The objective was to gain insights into ways in which the managers of hospitals might use the findings to enhance the hospital performance levels. The Malcolm Baldrige National Quality Award (MBNQA) 2001 health care criteria for performance excellence were used as a research instrument to measure TQM practice and hospital performance. Data were collected using triangulation method, that is a self-assessment questionnaire, focus group interviews and documentation that is Government Annual Reports. Multivariate Analysis of Variance (MANOVA) and Multiple Regression Analysis were utilised to analyse data from questionnaires. Findings from focus group interviews were coded and categorised. Findings from documentation were used to verify and validate the progress of hospital performance. The quantitative findings indicated that the demographic characteristics of employees had no significant impact on TQM practice, nor on hospital performance. Elements of TQM, however, were important determinants of overall hospital performance, the more committed the TQM practice, the better the hospital performance. The qualitative findings indicated that, for Hospital A, effective TQM would be accomplished through incremental organisational change. This research makes a contribution to both academic knowledge and hospital practice. It bridges the research gap in the relationship between TQM practice and hospital performance and also offers a solid foundation for future academic research. The study also provides short and long-term recommendations about quality improvement to both the manager and hospital A.

The purpose of this study was to identify those elements of the Baldrige Education Criteria for Performance Excellence that central office leaders, principals, and teachers perceive as having an impact on collective teacher efficacy. The study determined if there was a relationship between the perceptions of central office leaders, principals, and teachers concerning the implementation of the criteria, the difficulty of implementation, and the impact of implementation on collective teacher efficacy. The population for this study included sixty individuals from three school districts from Texas, North Carolina, and New Mexico who have implemented the Baldrige Education Criteria for Performance Excellence for a minimum of five years. The Delphi Technique was used for the study utilizing a questionnaire linked to six of the seven categories of the Baldrige Education Criteria for Performance Excellence. Quantitative data was analyzed using descriptive statistics, which were reported using numerical and graphic techniques. The key findings of this study suggest that the Baldrige Education Criteria for Performance Excellence, which the three study school districts chose as a framework for improving organizational performance, has had a perceived positive impact on collective teacher efficacy. The following conclusions were drawn from the data analysis: ?? Implementation of the Baldrige Criteria requires a long-term commitment, ?? Districts committed to implementation of the criteria develop systematic approaches to management processes, persevere in their deployment, and continually assess performance to determine areas for improvement. ?? The difficulty of implementation of the criteria relates to the effort required to align and deploy systematic approaches throughout the organization. ?? Commitment and implementation begins at the senior leadership level of central office and cascades through the organization to principals and classroom teachers. The extent to which systematic management approaches have been deployed to the classroom teacher level determines the level of impact of implementation on collective efficacy. ?? The Baldrige Education Criteria for Performance Excellence provide a framework for school districts to improve organizational performance from a systems perspective to achieve organizational and student success. ?? The more mature a district??s deployment/implementation of the criteria, the greater the impact on collective teacher efficacy.

This study was an attempt to add to existing research by estimating the ability of third-party examiners to assess whether or not an organization successfully implemented strategies based on the criteria of the Texas Award for Performance Excellence (TAPE). The TAPE is given each year by the Quality Texas Foundation and recognizes organizations that demonstrate superior performance as it is defined by customer satisfaction and continuous improvement. The TAPE is a state-level award for quality that uses the same criteria as the Malcolm Baldrige National Quality Award for Performance Excellence. This research was an analysis of the TAPE process at the level of examiners, also known as the Board of Examiners. The Board is made up of approximately 150 experienced professionals from several types of business sectors and is responsible for evaluating organizational self-assessments. In this quantitative study, data were converted from the Quality Texas Foundation into a database. Because the set of the TAPE applicants included in the study consisted of the entire population of TAPE applicants selected from 2001 to 2004, descriptive statistics were appropriate for producing informative data that could be analyzed for variation and stability in the scoring process. Exploration of patterns in descriptive statistics and multivariate analysis of variance were the primary tools used in this particular study along with Cronbach’s Alpha as an indicator of reliability. Since scoring for the TAPE is based on an individual examiner’s best subjective assessment, it was impossible to have one objective score against which all the other scores could be measured. The team consensus score was therefore used as the true score for measurement. Establishing reliability of examiners’ scores was a problem due to the fact that organizations and teams did not repeat. Results from the study led to the conclusion that there was insufficient evidence to make a determination on what influences examiners’ scoring consistency. More data will need to be collected in such a way so as to make it possible to identify that impact consistency of examiner scores.

Thesis (D. Ed.)--University of Texas at Austin, 2001. / Vita. Includes bibliographical references. Available also from UMI/Dissertation Abstracts International.

Thesis (Ph. D.)--University of North Texas, Aug., 2009. / Title from title page display. Includes bibliographical references.

Thesis (Ph. D.)--University of Texas at Austin, 2001. / Vita. Includes bibliographical references (leaves 208-213). Available also in a digital version from Dissertation Abstracts.

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Thesis (Ph. D.)--Ohio State University, 2008. / Title from first page of PDF file. Includes bibliographical references (p. 188-193).

Thesis (Ed. D.)--University of La Verne, 2002. / Includes bibliographical references (p. 179-191).