Adopting of an excellence model by organizations

Table of Contents

Introduction. 3

Background. 3

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Research problem.. 4

Research Significance. 4

Research Question. 5

Literature review.. 5

Methodology. 6

Data gathering. 6

Data Analysis. 7

Sample Size. 7



Quality has emerged as an important factor for realizing a competitive advantage in the modern liberalized global economy. The quality nature of a commodity or service determines whether an organization retains, adds or loses customers. Low quality leads to discontented customers, the costs associated with poor quality include wastage, wastage rectification and loss of future sales. Technological motivations necessitate diffusion of geographical boundaries thereby giving rise to customers with perfect information about their market conditions. The business environment is increasingly becoming more complex and the marketplace has transformed from being local-based to global-based. It has subjected managers to constant pressures to look for alternative methods to improve competitiveness by enhancing logistics and lowering operating costs. Clients continuously increase their awareness in regard to rising standards and hence very rational in decision-making processes. Because customers have access to a wide range of products and services to choose from, they will only go for those commodities that effectively satisfy their consumption objective. Therefore, this ever-increasing demand for quality product and/or services together with the global revolution has encouraged enterprises to invest vast amounts of resources in embracing and institution business excellence models and quality management strategies.

EFQM business excellence model recognizes that people are a critical component of quality systems. Effective ways of introducing business excellence models in an organization are through training, development, and empowerment of personnel, besides making certain that the quality is not the only thing employees struggle to achieve. It is important to consider the personal goals of employees.

Shareholders can, with reasonable certainty, claim full ownership of all physical resources within their organizations. However, the most crucial category of business resources, namely employees, can never be truly owned by stakeholders. Employees are the driving force and the lifeblood in any organization, yet they are the most difficult element to mobilize for maximum return on investment for shareholders. The only better way to manage them is simply by creating a conducive working environment in the organization that will favor the retention of the best employees (Pennington 2001).

Research problem

It seems that most organizations are adopting an excellence model to ensure that their business focuses on a customer, continues improvement and human resource management. MRHE has adopted the excellence model in 2008. However, it seems that employees still refuse the idea of adaptation of excellence model and yet do not understand the benefit from using the model in their work. In addition, they still believe in old system, which means that they can do their work without using the model. Also, training was not the issue because many training sessions have been hold for that purpose and to establish the culture of excellence.

Research Significance

We are in the world, where everything changes in a second. The government is walking towards smart government so a change must be done. The excellence model can help employees to define their strength and area to improve. If they keep resisting, the acceptance of the model will not be improve. Insight should give us an understanding why they keep resisting on that change and highlight the benefit, which they gain from implementing the model. Also, people believe that employees are the reason to be satisfied or unsatisfied with the services. It seems that the leadership role is a little bit missing in some areas.

Research Question

H1: Excellence model directly and positively influences the employee productivity in enabler, especially people criteria and people result criteria.

H2: Changing the employee culture is essential to start with before implementing the change.

H3: Leadership commitment is important to support resources and capabilities and motivate people.

Literature review

This section will involve a review of literature on employee resistance of new developments at their organizations. Time and again business and academic world have emphasized that most of the change initiatives indirectly or directly have performed dismally. The estimated fail rate in implementation of changes in organizations varies between 60-70 percent (Hammer & Champney 1993). Based on this estimation, it is clear that up to four organizations in every 10 succeed in their change plans, and hence making examination of organizational change a subject of great interest to consultants, managers, researchers and academicians (Jones & Dugdale 2002). However, their efforts to form a formidable plan or solution that can be applicable to various contexts for realizing the anticipated outcomes have been thwarted by the complex nature of activities involved in transforming an organization (Ford, & Ford 2009).

Developing the list of different causes of failure witnessed in implementation processes is not that way difficult; however, the pronounced barrier is the resistance to change (Kaplan & Norton 2005). The problem has been there throughout the history of mankind. Unfortunately, there is no consensus on its content nor occurrence ways have ever been mentioned by researchers who have explored it (Lines 2004).  Our literature review will explore the concept of change resistance based on the perceptions of some renowned researchers in this field.

Although, resistance has been condemned repeatedly for impeding change, a voluminous number of arguments that support the goodness of change resistance exist in the literature (Shaw 2002). There are many literature books and scientific literature papers, and the majority of them have different perspectives of approach to the issue (Dent & Goldberg 1999). To avoid repetition, we will strive to find it appropriate to review authors who have represented each of these various perspectives in terms of resistance to change.


This chapter will explore the research design and the methodology that will be used to conduct the study. I will involve discussion of design and methodology including details on the study population, description of sampling procedures, instruments of data collection and analysis. The research will employ a deductive approach to guide the design and data interpretation. The main objective will be to find answers to the research questions

Figure 1 Deductive Reasoning

Data gathering

Deductive approach will be used. I will be responsible to collect data and information from Mohammed Bin Rashid Housing Est.

  • Survey: A designed questionnaire is planned to be distributed to the end-user in the selected organizations.
  • Online Resources: BPIR – HBMSU

Data Analysis

We will use Microsoft Excel to analyze the data

Sample Size

The number of samples will be consisting of 50 to 80 employees from Mohammed Bin Rashid Housing Est.

Reference List

Dent, E B & Goldberg, S 1999. Challenging resistance to change. Journal of Applied Behavioral Science, vol. 35, no. 1, pp. 25-41.

Ford, J D & Ford, L W 2009. Decoding resistance to change: Strong leaders can hear and learn from their critics. Harvard Business Review, vol. 87, no. 4, pp. 99-103

Hammer, M & Champney, J 1993. Reengineering the Corporation: A manifesto for business Revolution, Harper Business, New York.

Jones, T C & Dugdale, D 2002. The ABC bandwagon and the juggernaut of modernity. Acc. Organ. Society, vol. 27, pp. 121-163.

Kaplan, R S & Norton, D P 2005. Mastering the Management System, Harvard Business Review, January 2008, pp. 63-76.

Lines, R 2004. Influence of participation in strategic change: resistance, organizational commitment and change goal achievement, Journal of Change Management, September 2004, vol. 4, no. 3, pp. 193-215.

Pennington, S 2001. Human capital strategies for the 21st century. Rivonia: SPA.

Shaw, P 2002. Changing Conversations in Organizations, Routledge, London.

Mores source for the literature review

Bridges, W 2003. Managing transitions: Making the most of change (2nd ed), Cambridge, MA: Perseus Publishing.

Carneiro, A 2008, When leadership means more innovation and development, Journal of Business Strategy Series, 9, pp. 176-184 .

Coriat, B 2000. Organizational innovation in European firms: the end of fordism and the rise of the knowledge economy, Oxford University Press.

Dabaghkashani, Z, Hajiheydari, N & Haghighinasab, M 2012, A success model for business process management  implementation, International Journal of Information and Electronics Engineering, vol. 2, no. 5, pp. 725-730.

Evans, J R 2008, Quality & Performance Excellence: Management, Organisation and Strategy. 5th ed. South Western Cengage learning,

Flower, O D 1962. Overcoming resistance to change [Film]. Beverly Hills, CA: Roundtable Productions.

Ford, J D & Ford, L W 2010, Stop Blaming Resistance to Change and Start Using It. Organizational Dynamics, vol. 39, no. 1, pp. 24-36.

George, J M & Jones G R 2002. Understanding and Managing Organizational Behavior, 3rd ed., Prentence Hall, New Jersey.

Grint, K 2004, What is Leadership? From Hydra to Hybrid. Working paper, Saïd Business School and Templeton College, Oxford University.

Hellriegel, D & Slocum, J 2004, Organizational Behavior, Guiding Organizational Change, Chapter 16, 10th ed.

Judge, T A & Piccolo, R 2004. Transformational and transactional leadership: A metaanalytic test of their relative validity, Journal of Applied Psychology, vol. 89, pp. 755-768.

Khazanchi, S, Slay, H & Rothenberg, S 2006, Report on “Nurturing Organizational Innovation during Change” Printing Industry Center at RIT.

Kotter, J P & Schlesinger, L A 1979. Choosing strategies for change. Harvard Business Review vol. 57, no. 2, pp. 106-14.

Kreitner, R 2004, 7th ed., Management, Houghton Mifflin.

Leana, C R and Barry, B 2000. Stability and Change as Simultaneous Experiences in Organizational Life, Academy of Management Review, vol. 25, no. 4, pp. 753-759.

McSweeney, A 2009, BPM Implementation -Success Criteria and Best Practice, viewed 6 May 2014,

Mezias, S J and  Glynn, Milliken, F J 2000, Organizational silence: a barrier to change and development in a pluralistic world, Academy of Management Review, vol. 25, no. 4, pp. 706-725.

Nadler, D A & Tushman, S K 2000, Rethinking resistance and recognizing ambivalence: a multidimensional view of attitudes toward an organizational change, Academy of Management Review, vol. 25, no. 4, pp. 783-794.

Rosemann, M 2009, The Gap between Interest and Importance in the BPM Community, ARIS BPM.

Rosser, B 2010, Seven Major Guidelines for a Successful Business Process Management Project, Information Management Newsletters.

Shaw, P 2002. Changing Conversations in Organizations, Routledge, London.

Sinan, K & Hakan, E 2009, Resistance to change:  A constructive approach for managing resistance behavior. Master’s Thesis.

Smid, G, Van Hout, E & Burger, Y 2006, Leadership in Organisational Change: Rules for Successful Hiring in Interim Management, Journal of Change Management, vol. 6, no. 1, pp. 35-51.

Smollan, R 2011 Engagement with Resistance to Change, University of Auckland Business Review, vol. 3, no. 1, pp. 12-15.

Sun, H et al. 2004. The trajectory of implementing ISO 9000 standards versus total quality management in Western Europe. International Journal of Quality and Reliability Management, vol. 21, no. 2, pp. 131-153.

Tornow, W W & Wiley, J W 1991. Service Quality and Management Practices: A Look at Employee Attitudes, Customer Satisfaction, and Bottom-Line Consequences. Human Resource Planning, vol. 14, no. 2, pp. 105-115.

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Trkman, P 2008, The critical success factors of business process management, International Journal of Information Management article in press, pp. 1-10.

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