Leveraging Quality Management Trilogy: Lahore Universities' QECs' Effective Practices

Abstract

The Higher Education Commission (HEC) has created quality enhancement cells (QECs) in Higher Education Institutions (HEIs). This study aims to examine the actions taken by Quality Enhancement Cells in implementing the components of the quality management trilogy, identify the challenges encountered by QECs in implementing the quality management trilogy, and assess the endeavours of QECs in enhancing university rankings. The sample for the research included Directors from five Quality Enhancement Cells, twenty-five Heads of Departments (HODs), and twenty-five QEC representatives. The QEC directors were chosen using a procedure called universal sampling. Data was collected from representatives of the heads of departments and quality enhancement cell using a stratified random sampling approach. Data was collected from heads of departments and quality enhancement cell representatives using a close-ended questionnaire, and the directors of QECs were interviewed. Thematic analysis was employed to examine the qualitative data, while the quantitative data were analyzed by computing percentages. The study's results indicate that QECs are executing the quality management triad. However, they still need a comprehensive emphasis on all quality elements owing to resource constraints and communication gaps between QECs and the departments. This study examines the practical application of the quality management trilogy in HEIs within a developing country. It highlights the actions, challenges, and operational dynamics of QECs that need to be well-documented in existing literature. The results indicate the need for improved allocation of resources and communication to strengthen quality management. This can assist policymakers in enhancing university performance and rankings