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exclusively on two parameters rather than bundle of vague parameters. It has been
argued that TQM philosophy is based on customer de
ned quality concept which is
unique to a business organization and poorly
fits in the context of higher education
which is sensitive to economic and social environment surrounding it. Opponents
of TQM in higher education also reason that quality is subjective perception in
education sector for students, faculty and other stakeholders whereas it has a
de
c
customer. We disagree with this view as students employability is a major concern
in professional education which in turns depends on skill sets of graduating students
in tune with industry
nite meaning in business units producing goods and services for a speci
s expectation. Any mismatch at this stage (i.e. between
education supplier and employers expectations) may defeat the entire purpose of
higher education and may result into unemployable graduates who are a poor
'
tto
the industry.
This model is an attempt to highlight the application of TQM approach and RST
in improving the quality of professional higher education. Results are based on a
country speci
s survey from engineering and management segments
of higher education. In order to extend the results across the other segments of
higher education a cross country survey may be conducted which is likely to give
more generalized version of the proposed model. Further, similar research may be
carried out with different set of TQM attributes and RST may be replaced by some
other data mining tool.
c respondent
'
References
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347.
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educational sector in Jordan. International Journal of Industrial Marketing, 1(1), 4
-
5.
Altahayneh, Z. L. (2014). Implementation of Total Quality Management in colleges of physical
education in Jordan. International Journal of Business and Social Science, 5(3), 109 - 117.
Andollo, A. A., Rambo, C. M., & Monari, F. (2013). Influence of quality management systems on
service provision in The University Of Nairobi, Kenya. African Journal of Business and
Management, 3,98 - 116.
Anderson, J. C., Rungtusanatham, M., & Schroeder, R. G. (1994). A theory of quality
management underlying the Deming management method. Academy of Management Review,
19(3), 472
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509.
Becket, N., & Brookes, M. (2008). Evaluating qualtiy management in university departments.
Quality Assurance in Education, 14(2), 123
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142. doi: 10.1108/09684880610662015 .
Chen, S. H., Yang, C. C., Shiau, J. Y., & Wang, H. H. (2006). The development of an employee
satisfaction model for higher education. The TQM Magazine, 18(5), 484
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500.
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Deming, W. E. (1982). Out of the crisis. MA: The MIT Press.
Deming, W. E. (1994). Report card on TQM. Management Review, 83(1), 22
25.
Fisher, J. L. (1993). TQM: A warning for higher education. Educational Record, 74(2), 15
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19.
Fortuna, R. M. (1990). The quality imperative. In E. C. Huge (Ed.), Total quality: An executive
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'
guide for the 1990s. Homewood, IL: Dow Jones-Irwin.
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