Abstract
Over the years the European Foundation for Quality Management Excellence model (EFQM) has become a popular performance management tool and representation of Total Quality Management (TQM) in Europe. Although the model has been tested and supported by many questionnaire surveys, EFQM has never been validated on real self-assessment scores obtained from companies. Therefore this study validates the model on scores from 34 construction companies in South Eastern Europe. The analysis shows that: a) there is an enabler excellence construct that is obtained by each enabler criteria; b) there is a result excellence construct that is obtained by each result criteria; and c) the EFQM model is most suitable for Contractor type organizations. Furthermore, we have found that the EFQM weights do not entirely correspond with the construction industry. Therefore we present new weights for the better use in the construction. Although this study proves EFQM to be a good representation of TQM in the construction industry, further improvements are needed. This is especially evident within investor and consultant type organization, where the criteria of Policy and Strategy, Leadership and Processes, People results and Client results showed certain limitations.
Highlights
The European Foundation for Quality Management Excellence model (EFQM) has become a very popular tool for assessing organizational performance, i.e. business excellence, but as an operational framework for implementing Total Quality Management (TQM) (Curkovic et al 2000; Yong, Wilkinson 2001; Lee et al 2003; Bassioni et al 2004, 2005)
Past studies show that regular use of performance management (PMM) models, i.e. the EFQM Excellence model (EFQM), positively influences business results (Qureshi et al 2009; de Leeuw, van den Berg 2011; Bayo-Moriones, Merino-Díaz de Cerio 2001), especially in encouraging continuous improvement through self-assessment and benchmarking (Niven 2006)
Up to now there have been few studies dealing with validation of EFQM in the construction industry, and none that validated the model on real assessment data
Summary
The European Foundation for Quality Management Excellence model (EFQM) has become a very popular tool for assessing organizational performance, i.e. business excellence, but as an operational framework for implementing Total Quality Management (TQM) (Curkovic et al 2000; Yong, Wilkinson 2001; Lee et al 2003; Bassioni et al 2004, 2005). Past studies show that regular use of performance management (PMM) models, i.e. the EFQM Excellence model (EFQM), positively influences business results (Qureshi et al 2009; de Leeuw, van den Berg 2011; Bayo-Moriones, Merino-Díaz de Cerio 2001), especially in encouraging continuous improvement through self-assessment and benchmarking (Niven 2006). Regardless of its weak performance, EFQM has still become a renowned and untouched representation of TQM in Europe (Van der Wiele et al 2000; Bayo-Moriones et al 2011). International Project Management Association (IPMA) propagates The Project Excellence Model for assessing project management quality, which relies on EFQM and TQM principles (Westerveld 2003)
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