Quality awards as a public sector bechmarking concept in OECD member countries: some guidelines for quality award organizers

Research output: Contribution to journalArticle

19 Citations (Scopus)

Abstract

In many OECD member countries, quality awards have become an important benchmarking instrument for public and especially private sector organizations. Quality awards pursue two main goals: one is to introduce elements of competition in areas of the public and the private sectors that lack of market competition; the other is to encourage organizational learning. The problem is that in a public sector context these aims seem to be mutually exclusive. The aim of the article is to show quality award organizers how to realize the full potential of quality awards by making the appropriate choices in the design of a public sector quality award. The conclusion is that the stage of public sector quality management and the degree of ‘publicness’ of the public sector in a given country will influence the competition-inducing and learning effect of a national quality award in an adverse way. Nevertheless, the negative effects on one or the other element of quality awards can be counterbalanced by the appropriate choice of the scope of the quality award, the area to be evaluated, the evaluation criteria as well as the benchmarking concept. Last but not least, quality award organizers should keep in mind that quality awards are not a benchmarking instrument for all seasons. Copyright © John Wiley & Sons, Ltd.
LanguageEnglish
Pages27-40
Number of pages14
JournalPublic Administration and Development
Volume21
Issue number1
DOIs
Publication statusPublished - 28 Feb 2001

Fingerprint

OECD member country
OECD
public sector
benchmarking
private sector
learning
market
learning success
quality management
learning organization

Keywords

  • quality awards
  • public sector
  • design
  • benchmarking

Cite this

@article{4f6c261224a94d8a96654e43a4a77853,
title = "Quality awards as a public sector bechmarking concept in OECD member countries: some guidelines for quality award organizers",
abstract = "In many OECD member countries, quality awards have become an important benchmarking instrument for public and especially private sector organizations. Quality awards pursue two main goals: one is to introduce elements of competition in areas of the public and the private sectors that lack of market competition; the other is to encourage organizational learning. The problem is that in a public sector context these aims seem to be mutually exclusive. The aim of the article is to show quality award organizers how to realize the full potential of quality awards by making the appropriate choices in the design of a public sector quality award. The conclusion is that the stage of public sector quality management and the degree of ‘publicness’ of the public sector in a given country will influence the competition-inducing and learning effect of a national quality award in an adverse way. Nevertheless, the negative effects on one or the other element of quality awards can be counterbalanced by the appropriate choice of the scope of the quality award, the area to be evaluated, the evaluation criteria as well as the benchmarking concept. Last but not least, quality award organizers should keep in mind that quality awards are not a benchmarking instrument for all seasons. Copyright {\circledC} John Wiley & Sons, Ltd.",
keywords = "quality awards, public sector, design, benchmarking",
author = "Elke L{\"o}effler",
year = "2001",
month = "2",
day = "28",
doi = "10.1002/pad.167",
language = "English",
volume = "21",
pages = "27--40",
journal = "Public Administration and Development",
issn = "0271-2075",
number = "1",

}

TY - JOUR

T1 - Quality awards as a public sector bechmarking concept in OECD member countries

T2 - Public Administration and Development

AU - Löeffler, Elke

PY - 2001/2/28

Y1 - 2001/2/28

N2 - In many OECD member countries, quality awards have become an important benchmarking instrument for public and especially private sector organizations. Quality awards pursue two main goals: one is to introduce elements of competition in areas of the public and the private sectors that lack of market competition; the other is to encourage organizational learning. The problem is that in a public sector context these aims seem to be mutually exclusive. The aim of the article is to show quality award organizers how to realize the full potential of quality awards by making the appropriate choices in the design of a public sector quality award. The conclusion is that the stage of public sector quality management and the degree of ‘publicness’ of the public sector in a given country will influence the competition-inducing and learning effect of a national quality award in an adverse way. Nevertheless, the negative effects on one or the other element of quality awards can be counterbalanced by the appropriate choice of the scope of the quality award, the area to be evaluated, the evaluation criteria as well as the benchmarking concept. Last but not least, quality award organizers should keep in mind that quality awards are not a benchmarking instrument for all seasons. Copyright © John Wiley & Sons, Ltd.

AB - In many OECD member countries, quality awards have become an important benchmarking instrument for public and especially private sector organizations. Quality awards pursue two main goals: one is to introduce elements of competition in areas of the public and the private sectors that lack of market competition; the other is to encourage organizational learning. The problem is that in a public sector context these aims seem to be mutually exclusive. The aim of the article is to show quality award organizers how to realize the full potential of quality awards by making the appropriate choices in the design of a public sector quality award. The conclusion is that the stage of public sector quality management and the degree of ‘publicness’ of the public sector in a given country will influence the competition-inducing and learning effect of a national quality award in an adverse way. Nevertheless, the negative effects on one or the other element of quality awards can be counterbalanced by the appropriate choice of the scope of the quality award, the area to be evaluated, the evaluation criteria as well as the benchmarking concept. Last but not least, quality award organizers should keep in mind that quality awards are not a benchmarking instrument for all seasons. Copyright © John Wiley & Sons, Ltd.

KW - quality awards

KW - public sector

KW - design

KW - benchmarking

U2 - 10.1002/pad.167

DO - 10.1002/pad.167

M3 - Article

VL - 21

SP - 27

EP - 40

JO - Public Administration and Development

JF - Public Administration and Development

SN - 0271-2075

IS - 1

ER -