优秀业绩管理--马尔科姆·波多里奇全美质量奖2000年标准评介

美国国家质量奖以20世纪80年代里根政府商务部长马尔科姆·波多里奇的名字命名，是因为波多里奇在他的任期内，成功地将商务部的预算削减了30％以上，行政人员裁减了25％。1987年，美国国会决定设立马尔科姆·波多里奇全美质量奖，以表彰他对美国经济、政府效率和效益的贡献。从那时起获此大奖的组织被公认为“优秀业绩的模范”。1 2000年波多里奇质量奖标准的主要内容及赋分2000版马尔科姆·波多里奇全美质量奖标准中包含了7项内容：（1）领导（125分）：①组织领导：组织的领导者如何指导组织及评价组织成果（85分）；②公共责任感和公民…     

美国国家质量奖的评奖标准

目前世界上共有 ５０个国家设立了国家质量奖。在这些众多 的质量奖中，美国国家质量奖最具有典型性和代表性，在世界上有着巨大的影响，事实上．大多数国家的质量奖评奖标准都是以美国国家质量奖评奖标准为蓝本制订的， 美国政府和企业界十分重视该奖的评选，高度评价其对美国经济的促进作用，自１９８７年设奖以来，美国历届总统都要亲自出席颁奖仪式并发表讲话。 １９９９年 １１月 ２３日，克林顿总统在１９９９年度的颁奖大会上指出：“马尔科姆·波多里奇国家质量奖在使美国经济恢复活力以及在提高美国国家竞争力和生活质量等方面起到…     

《卓越绩效评价准则》国家标准宣贯讲座之一：日本戴明奖

随着经济全球化和信息革命的迅猛发展，竞争日益加剧，许多国家设立质量奖，引导和帮助企业提高竞争力，从而更好地满足顾客的需求。目前，世界上有60个国家和地区组织设立了质量奖。日本在1951年就设立了著名的戴明奖；美国在1987年就按照《马尔科姆·波多里奇国家质量提高法》设立了政府质量奖，同时制定了卓越绩效模式标准作为美国国家质量奖的评价依据。波多里奇国家质量奖标准在提高组织业绩，改进组织整体效率，促进美国所有组织相互交流、分享最佳经营管理     

三个新秀荣登2006年波奖光荣榜

在2006年的美国波多里奇国家质量奖6个奖项的评选中，有3项空缺，最终3家组织，于2006年11月21日从86个候选单位中脱颖而出，荣获了本年度美国波多里奇国家质量奖。这是美国唯一设立的国家级质量和组织卓越成就奖。相比于2005年六个组织（一家制造企业，一家服务企业，一家小企业，两所学校和一家医院），2006年少了一半。其中制造企业，学校和非盈利组织奖空项。     

美国国家教育质量奖述评

1美国国家教育质量奖 美国国家质量奖是美国的最高质量奖,全称马尔科姆·波多里奇国家质量奖,于1988年正式启动。该奖项最初是在制造业、服务业中进行评选。在评奖过程中,越来越多的人认识到,教育质量和医疗卫生质量的提升,对于美国经济的持续增长和居     

《波多里奇国家质量奖标准高层指南》出版

由中国质量协会翻译的美国《波多里奇国家质量奖标准高层指南》一书近日由化工出版社出版。美国波多里奇国家质量奖意于弘扬组织及企业的卓著质量业绩,其标准对美国在20世纪80年代、90年代整体产品和服务质量水平的提高起     

2003年美国波多里奇国家质量奖绩效评分标准

美国波多里奇国家质量奖评奖标准已在世界各国广泛应用,其管理思想、管理方法融汇了当代管理科学的精华,对于提高企业的管理水平大有裨益。本期刊出了最新版的波多里奇质量奖绩效评分标准及评分指南的译文,供企业特别是具有较好管理基础的企业参考。     

美国波多里奇国家质量奖评奖标准2005版的改变

美国波多里奇国家质量奖已成为国际上最具影响力和代表性的质量奖,其评奖标准和办法为大部分国家和地区质量奖所借鉴.     

三大质量奖比较研究及其启示

戴明奖、波多里奇奖与欧洲质量奖是当今世界上最著名和最有影响的质量奖。通过对三大质量奖各自的理论框架、考察项目和标准的对比及整体的分析与评价，我们可以得到启示：不仅要在理论和体系上学习世界先进奖项，更要在实践中不断完善并建立起有自己特色的国家质量奖。     

夏普医疗护理中心（医疗卫生类）

波多里奇国家质量奖是由美国总统颁发的一项奖励和荣誉。2007年的5家组织经过提出申请并通过了严格的审核，证明他们在以下7个方面的卓越绩效：领导力、战略计划、专注顾客和市场、信息和分析、人力资源、过程管理、经营结果，从而获得了波多里奇国家质量奖。位于加利福尼亚州圣地亚哥城的夏普医疗护理中心成为2007年美国波多里奇国家质量奖（医疗奖）新的得主。     

美国国家质量奖述评

对美国国家质量奖的产生和发展、组织管理、评选程序、评奖标准以及对美国济的促进作用作了全面的介绍和评述。     

Teamwork boosts quality at Wallace

When the Wallace Co. ran into the oil-industry slump of the mid '80s, the company shifted gears to focus on long-term quality improvement. The increased emphasis on training and customer service won them the Baldrige Award in 1990.     

Further evidence on the validity of the theoretical models underlying the Baldrige criteria

The Baldrige framework has emerged as both a guide for quality management and the model upon which numerous state and international quality awards are based. It was introduced in 1988 as the foundation for the Malcolm Baldrige National Quality Award. The framework was significantly revised in 1992 and 1997. In order to test the validity of the theoretical model underlying the Baldrige framework as it has evolved over the years, we take the approach of analyzing the constructs upon which the Baldrige categories are based. Path analysis is used to test the fit of each of the three major frameworks, and the sums of direct effects are used to estimate the category weights implied by each of the path models. We found that all three frameworks were a good fit with the Baldrige frameworks for those years, and that both the 1992 and 1997 frameworks improved upon the foundation established by the 1988 framework. Thus, we conclude that appropriate adaptations to the Baldrige framework have been made over the years. We describe the implications for practitioners, in terms of critical success factors, and make recommendations for further minor modifications to the Baldrige framework.     

基于卓越绩效模式的利益相关者与企业社会责任关系研究

马尔科姆.波多里奇卓越绩效模式产生距现在20多年了,经过多次修订,如今的卓越绩效准则中,利益相关者是一个重要的概念,而企业社会责任是卓越绩效的核心价值观之一。文中研究的是利益相关者和企业社会责任两者的本质以及它们之间的关联。     

Developing measures for performance excellence: is the Baldrige criteria sufficient for performance excellence in higher education?

The implementation of the education criteria for performance excellence (ECPE)—the education version of the Baldrige criteria—is driven by the growing need for performance excellence in higher education. Ironically the criteria meant for performance excellence have no theoretical underpinning and are based on normative performance improvement requirements. The lack of content and internal validity is reflected in some critical weaknesses in the criteria. Based on a critical review, this paper highlights potential improvements in the areas of aligning processes with the organisational mission, operations focus, customer focus, workforce focus, and performance measurement. To help enhance the ECPE, the paper develops performance measures for systematic implementation of the criteria. This is discussed in terms of defining desired outcomes, developing key measures, identifying specific indicators to track performance, and choosing methods to assess performance. The discussions provide a basis for future revisions to the ECPE.     

Assessing the effectiveness of the Malcolm Baldrige National Quality Award model with municipal government

This study examines the applicability of the MBNQA 2002 criteria to the government sector and contributes to the growing body of literature that addresses the need for performance metrics for government organizations. As the MBNQA is being proposed and pilot tested in government organizations, this work provides support for the transference and application of the model to government services in a municipal government.This study demonstrates the first structural model test using Partial Least Square (PLS) of an instrument that was based on a one-to-one item to criteria correspondence. We collected data from a city government and used PLS to analyze the survey data and tested the MBNQA model fit. The findings of this study show that the proposed Malcolm Baldrige National Quality Award (MBNQA) criteria-based instrument provides a viable set of measures for a municipal government to review and measure their business (organization) processes. These measures can enhance decision making about resource allocations because such measures allow evaluation of processes and a better understanding of the integration among these processes.     

An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model

Total quality management (TQM) is an approach to management embracing both social and technical dimensions aimed at achieving excellent results, which needs to be put into practice through a specific framework. Nowadays, quality award models, such as the Malcolm Baldrige National Quality Award (MBNQA) and the European Foundation for Quality Management (EFQM) Excellence Model, are used as a guide to TQM implementation by a large number of organizations. Nevertheless, there is a paucity of empirical research confirming whether these models clearly reflect the main premises of TQM. The purpose of this paper is to analyze the extent to which the EFQM Excellence Model captures the main assumptions involved in the TQM concept, that is, the distinction between technical and social TQM issues, the holistic interpretation of TQM in the firm, and the causal linkage between TQM procedures and organizational performance.     

Total quality management and the human resource professional: Applying the baldrige framework to human resources

The still evolving discipline of total quality management (TQM) has left many humanresource professionals confused about their role. The authors believe that the HR function personnel should spearhead company quality efforts, as well as assess the performance of their own function, by using the Malcolm Baldrige National Quality Awards framework.