Evaluation survey analysis and findings

The main findings from this survey are summarised into two areas as follows: (1) Levels of importance of each proposed factor that should be considered when selecting improvement initiatives, and (2) Evaluation of the proposed guidance model.

6.4.1 Levels of importance of each proposed factor that should be considered when selecting improvement initiatives

Section 2 of the questionnaire (see Appendix 6) asked for the respondents’ perception of the levels of importance of each proposed factors that should be considered when selecting improvement initiatives. The eighteen proposed factors listed in this section were based on findings from interviews (see Chapter 5, Section 5.4.4) and a literature review. A six point likert scale was used to represent the levels of importance for each factor:

• Very high importance = 5 • High importance = 4 • Moderate importance = 3 • Low importance = 2 • Very low importance = 1 • Not important = 0

The results were summarised in Table 6.3. The median was used to analyse the likert scale data because it is suitable for ordinal data and non-parametric analysis (Allen & Seaman, 2007; Jamieson, 2004). Referring to Table 6.3, one factor was rated as ‘very high importance’ (Median = 5). The factor was “ability to gain top management commitment and support to introduce and implement the initiative successfully”. Meanwhile, seven factors were rated as ‘high importance’ (Median = 4):

The initiative is aligned to the vision, mission and/or purpose of the organisation.

The initiative is aligned to the direction, strategic plan and/or goals of the organisation.

The initiative will satisfy the requirements / expectations of the customers and other stakeholders.

Ability to allocate necessary resources to introduce and implement the initiative successfully (e.g. funding and equipment).

Table 6.3: Survey results on the levels of importance of each proposed factor to be considered when selecting improvement initiatives

Question & Factor Valid Missing Median Min Max

Q2.2 Ability to gain top management commitment and support

to introduce and implement the initiative successfully. 33 0 5.0 3 5

Q2.5 The initiative is aligned to the vision, mission and/or

purpose of the organisation. 33 0 4.0 3 5

Q2.6 The initiative is aligned to the direction, strategic plan

and/or goals of the organisation. 33 0 4.0 3 5

Q2.7 The initiative will satisfy the requirements / expectations

of the customers and other stakeholders. 33 0 4.0 3 5

Q2.3 Ability to allocate necessary resources to introduce and implement the initiative successfully (e.g. funding and equipment).

33 0 4.0 2 5

Q2.1 Capability of the workforce to introduce and implement

the initiative successfully. 32 1 4.0 2 5

Q2.8 The initiative fits the organisation’s culture. 33 0 4.0 2 5

Q2.12 Ability of the initiative to fit in with, complement, integrate and/or support other initiatives already in place, and might be used in the future.

33 0 4.0 0 5

Q2.18 Areas in which the initiative will be implemented (e.g. leadership and social responsibilities, strategy, customer focus, process management, workforce focus, partnership and resources).

12 21* 3.0 3 5

Q2.4 The initiative is suitable for the level of organisational

excellence maturity. 33 0 3.0 2 5

Q2.14 Value for implementing the initiative (based on cost benefit analysis, Return of Investment (ROI) analysis and/or payback analysis).

33 0 3.0 2 5

Q2.15 Duration taken to obtain the value of implementing the

initiative. 33 0 3.0 2 5

Q2.9 The initiative is suitable for the external environment in which the organisation operates, which includes: political, economic, social, technological, legal and environmental factors.

33 0 3.0 2 5

Q2.13 Ability to implement the initiative easily in the

organisation. 33 0 3.0 1 4

Q2.16 Whether the initiative has been proven to provide value

/ benefit in other similar organisations. 33 0 3.0 1 5

Q2.10 The initiative fits the sector / industry in which the

organisation operates (e.g. private, public or non-profit). 33 0 3.0 0 5

Q2.11 The initiative fits the size of the organisation (e.g. small,

medium or large). 33 0 3.0 0 5

Q2.17 Popularity of the initiative (e.g. many other

organisations are implementing the initiative). 33 0 2.0 0 4

* This factor was added in the questionnaire at later stage (after received 21 responses) Legend:

Median 5.0 : Very high importance Median 4.0 : High importance Median 3.0 : Moderate importance Median 2.0 : Low importance Median 1.0 : Very low importance

In addition to these eighteen factors, the respondents also suggested several other factors as follows:

Ability to involve middle management staff.

Acceptance of the people in the organisation to implement the initiative. Business results / outcomes.

Workforce diversity.

All these critical factors will be further discussed in Section 9.2.4.

6.4.2 Evaluation of the proposed guidance model

To be explained in Section 8.3.

6.5 Conclusion of the chapter

The objectives of conducting the evaluation survey have been achieved. First of all, levels of importance of each critical factor for selecting improvement initiatives have been identified (see Section 6.4.1). The most critical factor that should be considered is the ability to gain top management commitment and support to introduce and implement the initiative successfully (rated as ‘Very high importance’ in Table 6.3). Meanwhile, seven factors were rated as ‘high importance’: (1) The initiative is aligned to the vision, mission and/or purpose of the organisation; (2) The initiative is aligned to the direction, strategic plan and/or goals of the organisation; (3) The initiative will satisfy the requirements / expectations of the customers and other stakeholders; (4) Ability to allocate necessary resources to introduce and implement the initiative successfully; (5) Capability of the workforce to introduce and implement the initiative successfully; (6) The initiative fits the organisation’s culture; and (7) Ability of the initiative to fit in with, complement, integrate and/or support other initiatives already in place, and might be used in the future. Subsequently, the design and contents of the proposed guidance model have been evaluated (see Section 8.3). The proposed guidance model is the improved version of the prior conceptual models. The next chapter will discuss the development, evaluation and

Chapter 7: Development, Evaluation and Refinement of a