The Application of assessment results according to educational quality criteria for operation excellence (EdPEx) for Improvement of Organization Performance. Case study: Office of Learning support and academic services

Abstract

This research aimed to: (1) design an integrated plan aligning the unit's operational plans with the Education Criteria for Performance Excellence (EdPEx); and (2) investigate and analyze the outcomes of applying the Education Criteria for Performance Excellence (EdPEx) to improve organizational performance. This study employed a Routine to Research (R2R) approach using a mixed-methods research design. The research scope covered the quality improvement processes associated with the Education Criteria for Performance Excellence (EdPEx). Both quantitative and qualitative data were collected from personnel involved in EdPEx implementation. Data collection methods included document analysis, questionnaires, and interviews with administrators and relevant staff members. The research instruments consisted of a questionnaire and an interview protocol. Descriptive statistics, including the mean and standard deviation, were used to analyze the quantitative data. The sample consisted of personnel from the Office of Learning Promotion and Academic Services whose responsibilities were related to educational quality assurance. The research project received approval from the Human Research Ethics Committee (COA No. 0003/2569)

The research findings revealed that: (1) Regarding the design of an integrated plan aligning the unit's operational plans with the Education Criteria for Performance Excellence (EdPEx), the researcher developed an “Organizational-Level EdPEx Implementation Integration Plan.” The plan emphasized establishing alignment and integration across all seven EdPEx categories with the strategic and operational plans of the Office of Learning Promotion and Academic Services (OLPAS). The plan consisted of five phases: Phase 1: Organizational Context Analysis and Organizational Leadership (Category 1); Phase 2: Strategic Planning and Integration (Category 2.1); Phase 3: Deployment of Strategic Plans into Operational Plans (Category 2.2); Phase 4: Driving Work Systems and Data Management (Categories 4 and 6); and Phase 5: Performance Results Evaluation for Breakthrough Improvement (Category 7). Regarding the second objective, the findings indicated that personnel perceived Category 5: Workforce as the most important area of organizational performance, with a mean score of 4.62, particularly in terms of workforce capability development and the creation of a supportive work environment. This was followed by Category 3: Customers, with a mean score of 4.58; Category 1: Leadership, with a mean score of 4.51; Category 6: Operations, with a mean score of 4.31; Category 2: Strategy, with a mean score of 4.23; and Category 4: Measurement, Analysis, and Knowledge Management, with a mean score of 4.05

Furthermore, the Office of Learning Promotion and Academic Services demonstrated continuous improvement in its operational processes. Key processes identified in Category 1: Leadership included communicating the organization's vision and values, fostering a positive work environment, and promoting personnel participation. In Category 2: Strategy, the organization established clear strategic and operational plans and monitored performance in accordance with these plans. In Category 3: Customers, customer and service recipient satisfaction surveys were conducted, along with channels for listening to the voice of the customer. In Category 4: Measurement, Analysis, and Knowledge Management, data were analyzed and utilized for decision-making and improvement, systematic data storage systems were established, and knowledge management processes were implemented systematically. In Category 5: Workforce, the organization provided a work environment conducive to effective performance and continuously developed personnel capabilities. In Category 6: Operations, work processes were clearly defined and continuously improved. These practices were consistent with performance outcomes that contributed to reducing errors and increasing operational flexibility. Regarding the application of research findings to organizational improvement, the implementation of the strategic plan for fiscal years 2023–2025 contributed to improved performance by the Office of Learning Promotion and Academic Services in accordance with the Education Criteria for Performance Excellence (EdPEx).