This article presents a family of organizational performance measures that enable decision makers at institutions of higher education to weigh the returns on investment in Total Quality Management. The enrollment management process is used to illustrate the use of six performance measures. The importance of a thorough knowledge of organizational…

The Maryland Center for Quality and Productivity at the University of Maryland has developed a methodology that enables the management team of an organization to define its critical performance dimensions. A set of metrics is offered to help colleges and universities assess whether quality management is improving their performance. (DB)

This article describes the cost-of-quality model used at El Camino College (California), which formally measures the costs associated with process improvement activities. A case study illustrates use of the model in evaluating a new process for reimbursing faculty and staff attending conferences. (DB)

A study was done of the possible uses of Total Quality Management (TQM) for enhancing the quality and use of college outcomes assessment in postsecondary institutions in Tennessee. The study involved six meetings of a consortium of assessment coordinators in Tennessee over 3 years, and graduate and employer questionnaire development. Researchers…

The Quality Education Checklist focuses on key inputs, processes, and outputs of schools needed to ensure continuous improvement. Intended as a self-auditing aid for schools, the checklist may also be used as a method to define the priority of areas for improvement, as a way to gather information from customers, as a professional development…

This book is a guide to the implementation of Continuous Quality Improvement (CQI) in institutions of higher education. After an introductory chapter, each chapter focuses on one of six steps. The first step to implementing CQI in an institution of higher education is to educate the administration. The second step is for the administration to take…

This article argues that a sound performance evaluation system benefits the employee, supervisor, and organization by providing a written record of efforts, by motivating employees, and by maximizing employee growth potential. It proposes that such performance evaluations are compatible with the Total Quality Management approach. Principles of…

This volume describes Total Quality Management (TQM) in the higher education classroom and guides college faculty in implementing TQM to improve their teaching. Chapter 1 introduces TQM and gives pointers on how to begin implementing it. Chapter 2 describes TQM approaches and principles including the Deming and Crosby approaches, describes the TQM…

This volume describes in practical terms how schools and colleges can use the Malcolm Baldrige National Quality Award assessment as a tool to document and measure areas of existing quality and to identify areas for improvement. This Award is currently given annually to recognize quality in business companies with plans to expand it to include…

This guide is intended to give workforce investment boards (WIBs) a practical framework for overseeing the performance of one-stop career centers. The introduction presents background information on a proposed quality assurance framework and the guide's format and development. The first two sections explain the importance of quality assurance to…

This document is part of a five-module training package to help employment and training service providers comply with the Workforce Investment Act (WIA) of 1998 and develop a one-stop training and employment services system. It consists of the participant workbook, trainer manual, and activity worksheets for a module on building a process for…

The passage of the Carl D. Perkins Vocational and Applied Technology Education Amendments of 1998 (Perkins III) and the Workforce Investment Act of 1998 (WIA) marked a new era in the performance accountability partnership among the states, the U.S. Department of Education, and the U.S. Department of Labor (DOL). Evaluation of vocational education…