Impacting organizational learning: the training and experiences of quality award examiners and assessors

Abstract

Aims to show that developments in the quality award assessment process in organizations can make a contribution, within a wider framework of organizational learning. The underpinning theoretical argument is that quality award models and associated organizational assessment processes can be used to achieve much wider benefits, than that of quality per se. The quality award assessment process has been applied in organizations since the mid‐1980s until the present. The process uses models such as the Business Excellence Model and the Baldrige model. These models use an interpretation of quality, which is based on the holistic approach of total quality management. In parallel with the development of the assessment process there has been considerable development in the field of organizational learning with an emphasis on developing learning based skills in employees. Shows how the learning experiences and skills developed and enhanced through the assessment process can be applied within an organization’s approaches to learning in other disciplines.

Citation

Leonard, D. and McAdam, R. (2003), "Impacting organizational learning: the training and experiences of quality award examiners and assessors", Journal of European Industrial Training, Vol. 27 No. 1, pp. 16-21. https://doi.org/10.1108/03090590310456492