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This study aims to determine the influence of leadership on commitment in implementing quality assurance policies, the influence of quality culture on commitment in implementing quality assurance policies, the effect of job satisfaction on commitment in implementing quality assurance policies, the influence of leadership and quality culture on job satisfaction and commitment in implementing quality assurance policies at Universitas Negeri Medan, Indonesia. The research sample is 202 lecturers. The research instrument used was a questionnaire, and the data was analyzed using Path Analysis. From the result of the study, it was found that there was a significant influence of leadership variables on job satisfaction. Quality culture has a positive effect on job satisfaction. Leadership has a positive effect on commitment to implementing quality assurance policies. Quality culture has a positive effect on commitment to implementing quality assurance policies, and job satisfaction also has a positive effect on commitment to implementing quality assurance policies. Taken together, leadership, quality culture, and job satisfaction positively affect commitment to implementing quality assurance policies.

Drawing on the data collected via a European funded project with eleven higher education partners, the article proposes a five-stage working model which can be adopted in and adapted to different institutional contexts so as to shift perceptions, strengthen engagement and channel commitment with a view to developing the desired quality culture. The project explored ways in which quality in higher education was viewed and practised by three main stakeholder groups: students, academics and quality managers, referred to as three 'quality circles'. It adopted a reflective approach to issues of quality based on grassroots discussion and cooperation between key, but in some cases disengaged, stakeholders in the quality process. The project designed, tried and tested a series of activities which demonstrated lasting impact. The analysis of the project data revealed a patterning, which, if organised sequentially, carries the potential to crystalise into an action model which may be replicated by individual higher education institutions in support of advancing towards the quality culture they might be striving for. This article highlights the building blocks of the model and explains practices which can underpin their successful implementation.

This study aimed to investigate common features and ways of understanding quality culture (QC) within higher education institutions (HEIs) in Nordic countries. While the concept of QC is commonly accepted and often used, its meaning is not always clear. This paper focuses on how Nordic universities frame QC in their internal documentation. The Nordic context was chosen due to the close cooperation on quality issues that characterise HEIs within the Nordic region. The discussion section of this paper outlines QC in relation to quality assurance (QA) among HEIs within the European and Nordic regions. Sixteen universities participated in the study by sharing documents describing their QCs. The data were analysed using qualitative content analysis and discussed from different perspectives, such as regarding how the universities use the concept of QC and how QC is created. Based on the results, a model was created that provides an overview of how QC emerges and how the concept is implemented in documentation. It is hoped that the results will both contribute useful input to the ongoing collaboration on quality issues among HEIs in the Nordic region and will also be useful in enhancing QC at universities in other regions.

Over the last few decades, quality has become one of the most important factors of companies' competitiveness, a condition for their survival and development. The subject of this paper is the analysis of the degree of quality culture development in an organization. The analysis was based on empirical research in which 80 employees from the company Šinvoz, Zrenjanin participated during November 2022. The results showed that the organizational culture in this company did not sufficiently implement the characteristics of the quality culture. Employees do not notice enough management involvement and commitment in quality improvement efforts, the organizational culture is centralized and formalized, which is why the employees themselves are not engaged and committed to quality improvement. There is a big disproportion (gap) between what is visible and publicly announced (quality statement) and what is not immediately visible (opinions and attitudes of employees). In the following period, the company should constantly confirm in practice that quality is its key value, in order to reduce this disproportion.

Students’ perceived employability (SPE) can be seen as one of the indicators of technical and vocational education and training (TVET) quality. However, less is known about the determining factors of SPE in vocational education. As the founder of modern vocational education in China, Yanpei Huang has written a large volume on ensuring students’ employability and the quality culture of TVET. Nowadays, as the feature and nature of TVET, university-industry collaboration (UIC) has been promoted worldwide. The primary objective of this study was to investigate the influence of quality culture from Yanpei Huang’s perspective (YHQC) on the SPE and the UIC role in the relationship between YHQC and SPE in a TVET university in China. Data were collected by questionnaire from 341 students from one vocational education university in China. The questionnaire included measures of quality culture, perceived employability, and UIC. The Structural Equation Modelling by AMOS 25 was used to test the proposed hypothesis. The results indicate that YHQC acts as a significant factor in enhancing SPE, and UIC is found to act as a partial mediator in this relationship. This study has contributed to the literature and practices by presenting a comprehensive quality culture from Yanpei Huang’s perspective, confirming the above relationship, and providing practical suggestions for stakeholders to develop a quality culture in TVET institutes, promote UIC, and enhance SPE.

The purpose of this study was to determine the effect of the effectiveness of the application of teaching factory learning and Internal Quality Assurance System on motivation of quality culture. This was a quantitative research which is analyzed using multiple regression. The sample used in this study were 79 teachers who were taken by purposive sampling. The instrument used to obtain data using a questionnaire. The results showed that the regression line equation Y[with circumflex] = 17.132 + 0.445X[subscript 1] + 0.383X[subscript 2] with the significance test of the F test= 60.414 with a significance level of 0.00, meaning that the equation is able to predict changes in the culture of teacher quality caused by changes in variants of teaching factory and Internal Quality Assurance System. The effect of teaching factory and Internal Quality Assurance System on motivation of quality culture stated the value of R[superscript 2] is 0.530. In this regard, it can be concluded that there is an influence between teaching factory and Internal Quality Assurance System on motivation of quality culture.

This paper presents an analysis of quality culture (QC) development in Taiwan which has recently undergone major reforms of quality assurance (QA) policies. The implementation of internal quality assurance (IQA) initiatives has been an indispensable condition to form a QC in higher education which contributes to a fundamental and comprehensive evolution of Taiwanese higher education. To explore the government's policy strategies and transformation of QA approaches, this paper interviews policymakers, QA experts and academics. This paper identifies common features and distinct characteristics of QC in Taiwan's higher education, and its relations to QA mechanisms. These perspectives offer a different way of conceptualising QC in QA policies. Furthermore, QC development has not only served the purpose of enhancing quality in higher education but has also acted as a driver for QA and higher education changes.

Implementing internal quality assurance activities is an indispensable condition to form a quality culture in higher education institutions in Vietnam which contributes to a fundamental and comprehensive renovation of Vietnamese higher education. The purpose of this research was to assess the correlation of internal quality assurance on the formation of quality culture throughout the types of higher education institutions in Vietnam. A group of 222 teachers from 8 higher education institutions (4 public higher education institutions and 4 private higher education institutions) in Ho Chi Minh city participated in a survey. The questionnaire included three groups which are internal quality assurance activities, awareness of individuals, and organizational culture. The results showed that the correlation between internal quality assurance and the formation of quality culture is different between the two types of higher education institutions. With the autonomy mechanism in higher education institution administration, the level of application of guaranteed the internal quality assurance activities is associated with quality culture developing in private higher education institutions higher than public higher education institutions.

Quality is a factor that significantly determines the competitiveness and success of any organization on the market in today's business conditions. Customers' increasing degree and level of information, as well as their increasing demands and wishes, have presented organizations with the challenge of ensuring and nurturing top quality. Quality culture is a type of organizational culture that incorporates key assumptions, values, principles, and fundamental concepts of quality management. The findings of a 2022 study in which 21 managers and 80 employees of the company Šinvoz, Zrenjanin took part revealed that managers, on average, expressed more positive attitudes toward the aforementioned claims than employees who were more reserved. Statistically significant differences in the responses of managers and employees were identified in terms of leadership, quality as a key value in the company, focus on the customer, and employee empowerment and participation. These segments received significantly higher ratings from managers, compared to employee ratings. Leadership, working conditions, and employee motivation are the key areas that need to be improved, as they received the lowest average scores. The findings of the research can help leaders and managers make decisions about the quality culture and, more broadly, about the necessary organizational changes.

This research addresses the problem of evaluating the impact of establishing a quality culture on organizational performance. It uses Schein's Theory of Organizational Culture and the Theory of Organizational Excellence as guiding frameworks. A qualitative systematic review method is used to synthesize findings from various databases such as Cochrane Library, PubMed, EBSCO Host, Web of Science, and EMBASE, revealing the significance of a quality culture. A thematic analysis has been conducted to analyze the collected data. The study's findings indicate that organizational values, leadership commitment, and employee development are the key factors that influence the formation of a quality culture and stress the significant positive impact of a quality culture on numerous organizational performance dimensions such as customer satisfaction, operational efficiency, employee engagement, long-term competitive advantage, and innovation. In conclusion, the study highlights the need for organizations to align their values with practices, prioritize consumer-centric approaches and invest in leadership commitment to foster a quality culture for continued optimal productivity. [ABSTRACT FROM AUTHOR]

Background & Objective: To recognize the challenges and obstacles of academic culture in institutionalizing the quality culture in higher education, the Grounded Theory research method helped us to provide a conceptual model in higher education. This model would provide a correct understanding of the challenges and obstacles of academic culture for the beneficiaries. Materials & Methods: The present qualitative study was conducted using Strauss and Corbin's Grounded Theory approach and carried out on 20 clinical and basic science faculty members of Iran's medical sciences universities, in 2022. The process of selecting participants was based on the objective method. Results: The results showed that academic culture was recognized as a central category; infrastructures, educational and research challenges, academic independence, and scientific freedom as causal conditions; individual, cultural, and social factors, communication, and global knowledge as intervening conditions; management challenges, monitoring, evaluation, strategy, and leadership as the context of the formation of the most important challenges and obstacles of academic culture in institutionalizing the quality culture in higher education. The strategies to solve the challenges were divided into three levels, namely micro, mid, and macro, each of which with different subclasses. Conclusion: The results of the present study showed a deeper understanding of the direct and indirect challenges and obstacles of academic culture in institutionalizing the quality culture in higher education, which should be taken into consideration by the beneficiaries.

In this article we define the concept of quality culture in a complex higher education context. The article aims to start a creative dialogue on the conceptual continuity of the concept of quality culture in the form of a literature review. The concept analysis follows the method of Walker and Avant. We present the method first and thereafter the literature review (&2). The first step of the method is a broad general search on the internet (&2.1.) and a literature review. Numerous articles were selected based on the snowballing strategy and berry picking. The special interest in quality culture in a complex context called for three extra searches. Fifty-eight articles were selected. Two concepts of Quality culture are discovered: quality culture as the creation of shared values and quality culture as ownership of all. There is little literature on quality culture and complexity. In the literature review, little is found about quality culture in a complex context. Only when the definition of the concept of quality culture is known and agreed upon, can we effectively facilitate a quality culture in the complex context of higher education. There is no concept analysis on quality culture available and little research done on the phenomenon of quality culture in a complex context.

Despite increasing scholarly interest in the phenomenon of quality culture, the existing literature is largely silent on or ambiguous concerning how to realise such a quality culture. In this paper, insights from the field of socio-technical systems design (STSD) are used to explore how to enhance a quality culture. STSD seems to be able to add to the realisation of a shared value of collective ownership and continuous improvement by using a systematic approach; by paying attention to cultural and psychological aspects, structural and managerial aspects, as well as by participation of lecturers, support staff and leadership. Research using the STSD approach in higher education is still scarce and, therefore, additional empirical studies are needed to explore the potential of STSD to enhance a quality culture.

The smooth implementation of internal quality assurance is challenging: it requires an effective quality culture. The purpose of this research was to explore models of quality culture that are effective enough to be implemented for internal quality assurance. The vice principal, the head of the skill competence programs, the head of the laboratory, technicians, teachers, administrative staff, students, student's parents, businesses, industries, and the workplace were all participating in this study project at Public Vocational School (SMKN) 8 Malang. Adopting the descriptive-qualitative research method, the research found that the role of the principal is influential in developing an effective quality culture by performing transformational and transactional functions. . It was also known that the development of models for quality culture consisted of the phase of optimization (the school principal's coordination with the internal quality assurance team, evaluation of the internal quality assurance implementation, identification of some problems, and preparation for the prioritized work plans) with the support of the development of quality culture at the school); the phase of the preparation for the internal quality assurance (self-analysis and SWOT analysis); the phase of the implementation of internal quality assurance (the establishment of standards, quality mapping, quality improvement planning, and evaluation/audit); and the phase of the evaluation of internal quality assurance performed throughout the processes which include planning, organizing, actuating, and controlling. Eventually, it can be said that models for implementing internal quality assurance at vocational school (SMK) can be integrally formed by the quality culture effectively implemented by the school components. [ABSTRACT FROM AUTHOR]

The objective study aims to describe in full and comprehensively related to the implementation of quality culture at Ibnu Chaldun University in Jakarta, the oldest Islamic Higher Education institution in Jakarta. Quality culture is expressed by starting with the development of the Internal Quality Assurance System, independently conducting Internal Quality Audit and External Quality Audit by authorized institutions, Independent Accreditation Institutions, according to the Study Program and the National Accreditation Board for Higher Education. This research was conducted using the Research and Development (R&D) method, developing the Borg and Borg stages, namely the ten Borg steps for Research and Development (R&D), so that in the end the researcher concluded that Quality Culture was created from the commitment of all parties to implement, implement and control the Internal Quality Assurance System in all institutional units that work continuously and collaboratively, so that sustainable quality is created to get the best. [ABSTRACT FROM AUTHOR]

This study intends to investigate the effects of intrinsic and extrinsic motivation of faculty on higher education performance through quality culture in public and private universities of Pakistan. The study uses a nationwide survey approach, while data are collected from administrative managers through online and in-person questionnaires using stratified random sampling techniques. Of the 150 questionnaires distributed, 111 were received, however, 105 are considered valid while the data are analyzed by PLS-SEM. The results revealed the significant effect of intrinsic motivation and quality culture on higher education performance, and of intrinsic and extrinsic motivation on quality culture; however, the effect of extrinsic motivation on higher education performance is not empirically supported. Besides, quality culture is found to be a statistically significant mediator in the relationship between intrinsic motivation and higher education performance, and extrinsic motivation and higher education performance. The relatively smaller sample size and reliance on administrative managers as the sole respondents are the possible weaknesses of this study. This study has expanded the theoretical and empirical understanding by introducing intrinsic motivation and extrinsic motivation as predictor variables in relation to higher education performance and implicating quality culture as a mediator. This study has important implications for policymakers, administrators, and quality managers to focus on employees’ motivation to create a quality culture, which in turn will improve the performance of their respective organizations.

Aim: To explore the published evidence describing the impact of short‐notice accreditation assessments on hospitals' patient safety and quality culture. Design: Arksey and O'Malley (2005)'s scoping study framework and Preferred Reporting Items for Systematic Reviews and Meta‐Analysis Extension for Scoping reviews (PRISMA‐ScR). Methods: A scoping review was conducted to identify papers that provided an evaluation of short‐notice accreditation processes. All reviewers independently reviewed included papers and thematic analysis methods were used to understand the data. Data Sources: PubMed/MEDLINE, CINAHL, and ProQuest databases were searched to identify papers published after 2000. Results: Totally, 3317 records were initially identified with 64 full‐text studies screened by the reviewers. Five studies were deemed to meet this scoping review's inclusion criteria. All five studies reported variable evidence on the validity of health service or hospital accreditation processes and only three considered the concept of patient safety and quality culture in the context of accreditation. None of the five included studies report the impact of a short‐notice accreditation process on a hospital's patient safety and quality culture. Conclusions: Limited evidence exists to report on the effectiveness of hospital short‐notice accreditation models. No study has been undertaken to understand the impact of short‐notice accreditation on patient safety and quality cultures within hospital settings. Implications for the Profession and/or Patient Care: Understanding this topic will support improved hospital quality, safety, policy, and governance. Impact: To provide an understanding of the current knowledge base of short‐notice accreditation models and its impact on hospital patient safety and quality culture. Reporting Methods: PRISMA reporting guidelines have been adhered to. Patient or Public Contribution: No patient or public contribution. [ABSTRACT FROM AUTHOR]

Corporate quality culture is perceived as a set of shared opinions, attitudes, ideas, interests and expectations in both the formal and informal relationships in quality management. An employee profile within the quality culture comprises three basic components: cognitive, affective and behavioral. The paper analyses the individual components of the employee profile within the Slovak small and medium enterprises and their impact on building a quality culture. The representativeness of the sample, based on the selected criteria (enterprise size and gender of respondents), was confirmed by Chi-square test. The research results were processed by the statistical programme IBM SPSS 19, using the methods of testing statistical hypotheses (Binomial test, Chi-square, Friedman, Wilcoxon, and Spearman tests), as well as the methods of descriptive statistics and data visualization. The paper'spaper's main contribution is the analysis of individual components of the employee profile and finding out their impact on building and maintaining a quality culture in the enterprise. The research results showed a strong dependence between the individual components of the employee profile.

The quality of life (QoL) of workers during the Covid-19 pandemic is an important issue that must be considered. Unfortunately, research related to the QoL of workers during the Covid-19 pandemic for the non-health sector is still very limited. Moreover, no one has comprehensively investigated QoL involving not only the perceived threat of Covid-19, Covid-19-related workplace policy, and job insecurity but also digital literacy, perceived organizational support (POS) during Covid-19, quality culture, and safety culture. Therefore, to fill the gap in the literature, this study studied QoL by involving perceived threat of Covid-19, Covid-19 related workplace policy, job insecurity, digital literacy, POS, quality culture, and safety culture. Quantitative research method was carried out in this research. Data collection was conducted through an online survey. The research respondents were 181 non-health sector workers in Indonesia. SEM-PLS was used as an analytical tool. The results showed that QoL was directly and positively affected by POS and safety culture. In addition, QoL was also indirectly affected by Covid-19-related workplace policy, quality culture and safety culture by post. However, several factors, namely the perceived threat of Covid-19, job insecurity, and digital literacy did not have a significant effect on the QoL of non-health sector workers during the Covid-19 pandemic. In addition, this research also found that quality culture did not affect Covid-19 related workplace policy and job insecurity. The perceived threat of Covid-19 was not affected by the Covid-19-related workplace policy and safety culture. Job insecurity was affected by the perceived threat of Covid-19.

MTs Negeri 1 Kebumen has done developing be a quality culture through Full Day School classes. The results can be seen with various academic and non-academic achievements up to the National level. Graduates of MTs Negeri 1 Kebumen are free to choose their favorite school. Until now, graduates of MTs Negeri 1 Kebumen are still the biggest contributors to MAN IC Serpong and MAN IC Pekalongan. The community also gives appreciation by scrambling to get into MTs Negeri 1 Kebumen , it can be seen that every year the average number of registrants is twice what is needed. This study focuses on developing a quality culture at MTs Negeri 1 Kebumen through full day school classes, the influencing factors and their implications. This research is a qualitative research with an ethnographic approach. The results of the research on the development of a quality culture through full day schooling, started in 2007, and began to show results in 2012. The development of a quality culture through a system work with a structured organization under the head of the madrasa. The quality culture values developed are a culture of discipline, a culture of independent learning, a culture of achievement, a religious culture, a literacy culture, a culture of evaluation and reflection for improvement, a culture of complementing facilities and a culture of teachers compiling learning tools.

Over the last few decades, quality has become one of the most important factors of companies' competitiveness, a condition for their survival and development. The subject of this paper is the analysis of the degree of quality culture development in an organization. The analysis was based on empirical research in which 80 employees from the company Šinvoz, Zrenjanin participated during November 2022. The results showed that the organizational culture in this company did not sufficiently implement the characteristics of the quality culture. Employees do not notice enough management involvement and commitment in quality improvement efforts, the organizational culture is centralized and formalized, which is why the employees themselves are not engaged and committed to quality improvement. There is a big disproportion (gap) between what is visible and publicly announced (quality statement) and what is not immediately visible (opinions and attitudes of employees). In the following period, the company should constantly confirm in practice that quality is its key value, in order to reduce this disproportion. [ABSTRACT FROM AUTHOR]

Copyright of Revista Venezolana de Gerencia (RVG) is the property of Revista de Filosofia-Universidad del Zulia and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Revista de Ciencias Sociales (13159518) is the property of Revista de Ciencias Sociales de la Universidad del Zulia Venezuela and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The meeting between generations is now starting to be felt in all organizations, and new things in Human Resources management. Differences in character, motivation, and characteristics in each create a contribution to the human resource management of an organization/company. This study aims to analyze Y-generation employees at ATC (Air Traffic Control) by examining the relationship between variables, perceived organizational support, job satisfaction, quality culture, and intention to move. The research object is ATC employees of seven airports in Indonesia with a total population of 620. The sample of this study is Y-generation of the ATC employees, which is as many as 225, with a purposive sampling method. Research data processing using AMOS version 24 with job satisfaction as the second-order (internal and external dimensions). The results showed that perceived organizational support and quality culture affected turnover intention which was moderated by job satisfaction. This research is expected to contribute to the understanding of job satisfaction which consists of external and internal dimensions that affect Y-generation in turnover intention.

Quality assurance and quality development represent central challenges of higher education institutions (HEIs). In this context, the term quality culture has gained increasing attention. Quality culture refers to an organizational culture, which emphasizes the importance of continuous quality improvement, shared attitudes, and commitment towards quality. Despite growing discussion of quality culture, sound empirical approaches that capture this key construct have not been developed systematically. Therefore, we developed the 'Quality Culture Inventory' (QCI), which represents a comprehensive approach to operationalizing quality culture in HEIs. In a first step, this paper summarizes the development and empirical validation of the QCI, which comprises six dimensions (e.g. quality-oriented commitment, leadership, and communication). In a second step, relationships between the QCI dimensions and several potential outcome measures (e.g. job satisfaction) are reported. The QCI allows HEIs to evaluate their current state of quality culture based on empirical evidence and develop target-oriented recommendations for quality improvement.