Improving quality through competency development: A management action research on quality improvement

• Main Author: Martinez, Reynaldo V., III
• Format: text
• Language: English
• Published: Animo Repository 2016
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/5150
• Institution: De La Salle University

This paper describes our business groups operational issue concerning the lack of competencies of the specialists needed to produce quality work as manifested by the number of errors found during review. Competency is defined as the underlying characteristic of an individual that is causally related to criterion-referenced effective and/or superior performance in a job or situation. Demonstration of the core competencies illustrates an individuals occupational or professional competence. The objectives of this research were to create and implement quality improvement activities to eliminate the number of errors found during review. Consequently, the goal of this research was to create a culture of quality where everyone in the business group is responsible of quality. Two management themes were introduced in this research: human resource management (HRM) and total quality management (TQM). HRM and TQM have been important subjects in management and business research for the past few decades due to their potential to affect a range of organizationally and individually desired outcomes. Both Spencer & Spencers competency model and Crosbys quality improvement process were used in understanding the issue and guiding the interventions taken. In addition, Kotters change model was used to structure and manage change within the business group. Through a collaborative action research, the underlying causes of lack of competencies were identified and actions were taken to eliminate errors and create a culture of quality. The interventions were designed to develop required competencies as examined in the course the research. First, the Quality Team was restructured. Second, in collaboration with the managers, the Quality Team implemented activities to develop specialists technical knowledge through retraining and information dissemination activities. Third, competencies such as communication, personal accountability, and ownership were developed through changes in quality reporting and project evaluation. As a result of these activities, the number of errors was minimized. Changes in individual behavior arising from a heightened focus on quality were observed. The results of this research revealed that aside from the product and processes, people development plays a big role in quality management. This research recommends the four attributes that predict a culture of quality identified by Srinivasan and Kurey as a guide for managements approach to quality. These are leadership emphasis, message credibility, peer involvement, and employee ownership.