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management practices</title> <meta name="description" content="Search results for: quality management practices"> <meta name="keywords" content="quality management practices"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="quality management practices"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 20318</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: quality management practices</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20318</span> Effectiveness of New Digital Tools on Implementing Quality Management System: An Exploratory Study of French Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Takwa%20Belwakess">Takwa Belwakess</a> </p> <p class="card-text"><strong>Abstract:</strong></p> With the wave of the digitization that invades the modern world, communication tools took their place in the world of business. As for organizations, being part of the digital era necessarily involves an evolution of the management style, mainly in processes management, knowing also as quality management system (QMS). For more than 50 years quality management standards have been adopted by organizations to prove their operational and financial performances. We believe that achieving a high-level of communication can lead to better quality management and greater customer satisfaction, which is essential to make sure long-term competitiveness. In this paper, a questionnaire survey was developed to investigate the use of collaboration tools such as Content Management System and Social Networks. Data from more than 100 companies based in France was analyzed, the results show that adopting new digital communication tools while applying quality management practices over a reasonable period, contributed to delivering a better implementation of the QMS for a better business performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=communication%20tools" title="communication tools">communication tools</a>, <a href="https://publications.waset.org/abstracts/search?q=content%20management%20system" title=" content management system"> content management system</a>, <a href="https://publications.waset.org/abstracts/search?q=digital" title=" digital"> digital</a>, <a href="https://publications.waset.org/abstracts/search?q=effectiveness" title=" effectiveness"> effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=French%20companies" title=" French companies"> French companies</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20management%20system" title=" quality management system"> quality management system</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20management%20practices" title=" quality management practices"> quality management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20networks" title=" social networks"> social networks</a> </p> <a href="https://publications.waset.org/abstracts/77375/effectiveness-of-new-digital-tools-on-implementing-quality-management-system-an-exploratory-study-of-french-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/77375.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">266</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20317</span> Developing a Total Quality Management Model Using Structural Equation Modeling for Indonesian Healthcare Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jonny">Jonny</a>, <a href="https://publications.waset.org/abstracts/search?q=T.%20Yuri%20M.%20Zagloel"> T. Yuri M. Zagloel</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper is made to present an Indonesian Healthcare model. Currently, there are nine TQM (Total Quality Management) practices in healthcare industry. However, these practices are not integrated yet. Therefore, this paper aims to integrate these practices as a model by using Structural Equation Modeling (SEM). After administering about 210 questionnaires to various stakeholders of this industry, a LISREL program was used to evaluate the model's fitness. The result confirmed that the model is fit because the p-value was about 0.45 or above required 0.05. This has signified that previously mentioned of nine TQM practices are able to be integrated as an Indonesian healthcare model. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=healthcare" title="healthcare">healthcare</a>, <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management%20%28TQM%29" title=" total quality management (TQM)"> total quality management (TQM)</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20equation%20modeling%20%28SEM%29" title=" structural equation modeling (SEM)"> structural equation modeling (SEM)</a>, <a href="https://publications.waset.org/abstracts/search?q=linear%20structural%20relations%20%28LISREL%29" title=" linear structural relations (LISREL)"> linear structural relations (LISREL)</a> </p> <a href="https://publications.waset.org/abstracts/79065/developing-a-total-quality-management-model-using-structural-equation-modeling-for-indonesian-healthcare-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/79065.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">292</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20316</span> Quality Management and Employees' Attitudes: An Example from Certified Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ala%20Hanetite">Ala Hanetite</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to investigate the implications of quality management system (QMS) practices in employees' attitudes relating to job involvement, job satisfaction, career satisfaction, and organizational commitment. Design/methodology/approach: This study was accomplished through the use of a questionnaire. Twenty hypotheses related to QMS practices and the employees' attitudes were formulated and tested. Findings: The results indicate that responsibility and teamwork have a significant and positive correlation with job involvement, job satisfaction, career satisfaction, as well as organizational commitment. Ongoing improvement and problem solving have significant implications in organizational commitment. In addition, training and education, as well as customer focus, did not demonstrate any favorable contribution to the employees' attitudes. Originality/value: The study recommends that management should be more committed to the development of quality practices to sustain and enhance employees' positive attitudes toward their job. Such practices are a competitive strategy to attract and retain competent employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=attitudes" title="attitudes">attitudes</a>, <a href="https://publications.waset.org/abstracts/search?q=employee" title=" employee"> employee</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20management%20system" title=" quality management system"> quality management system</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20strategy" title=" competitive strategy"> competitive strategy</a> </p> <a href="https://publications.waset.org/abstracts/14933/quality-management-and-employees-attitudes-an-example-from-certified-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14933.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">276</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20315</span> The Impact of Total Quality Management Practices on Innovation: An Empirical Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Oumayma%20Tajouri">Oumayma Tajouri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The relationship between total quality management (TQM) practices and innovation is conflictual. Some scholars suggest that TQM has an effect on incremental improvement and would not lead to innovation and creativity. The purpose of this paper is to analyse the association between TQM and different types of innovation. Our goal is to examine to what extent the implementation of TQM practices is indeed supporting innovation in the Tunisian ISO 9001 certified industries. Using a self-administered survey to sample ISO9001 certified industry companies, this study examines five hypotheses and tests the relation between TQM practices and innovation. The principal finding of this study is that TQM has significant and positive effects on innovation in the Tunisian context. The results support that TQM has an influence on incremental, radical, and administrative innovation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title="total quality management">total quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=incremental%20innovation%20product%20and%2Fservice" title=" incremental innovation product and/service"> incremental innovation product and/service</a>, <a href="https://publications.waset.org/abstracts/search?q=radical%20innovation%20%20product%2Fservice" title=" radical innovation product/service"> radical innovation product/service</a>, <a href="https://publications.waset.org/abstracts/search?q=incremental%20innovation%20process" title=" incremental innovation process"> incremental innovation process</a>, <a href="https://publications.waset.org/abstracts/search?q=radical%20innovation%20%20process" title=" radical innovation process"> radical innovation process</a>, <a href="https://publications.waset.org/abstracts/search?q=administrative%20innovation" title=" administrative innovation"> administrative innovation</a> </p> <a href="https://publications.waset.org/abstracts/147719/the-impact-of-total-quality-management-practices-on-innovation-an-empirical-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147719.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">158</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20314</span> Mitigation of Profitable Problems: Level of Hotel Quality Management Program and Environmental Management Practices Towards Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Siti%20Anis%20Nadia%20Abu%20Bakar">Siti Anis Nadia Abu Bakar</a>, <a href="https://publications.waset.org/abstracts/search?q=Vani%20Tanggamani"> Vani Tanggamani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Over recent years, the quality and environmental management practices are the necessary tasks in hospitality industry in order to provide high quality services, a comfortable and safe environment for occupants as well as innovative nature and shareholders' satisfaction, its environmental and social added value sustainable. Numerous studies have observed and measured quality management program (QMProg) and environmental management practices (EMPrac) independently. This paper analyzed the level of QMProg, and EMPrac in hospitality industry, particularly on hotel performance, specifically in the context of Malaysia as hotel industry in Malaysia has contributed tremendously to the development in the Malaysia tourism industry.The research objectives are; (1) to analyze how the level of QMProg influences on firm performance; (2) to investigate the level of EMPrac and its influence on firm performance. This paper contributes to the literature by providing added-value to the service industry strategic decision-making processes by helping to predict the varying impacts of positive and negative corporate social responsibility (CSR) activities on financial performance in their respective industries. Further, this paper also contributes to develop more applicable CSR strategies. As a matter of fact, the findings of this paper has contributed towards an integrated management system that will assist a firm in implementation of their environmental strategy by creating a higher level of accountability for environmental performance. The best results in environmental systems have instigated managers to explore more options when dealing with problems, especially problems involving the reputation of their hotel. In conclusion, the results of the study infer that the best CSR strategies of the quality and environmental management practices influences hotel performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility%20%28CSR%29" title="corporate social responsibility (CSR)">corporate social responsibility (CSR)</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20management%20practices%20%28EMPrac%29" title=" environmental management practices (EMPrac)"> environmental management practices (EMPrac)</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20%28PERF%29" title=" performance (PERF)"> performance (PERF)</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20management%20program%20%28QMProg%29" title=" quality management program (QMProg)"> quality management program (QMProg)</a> </p> <a href="https://publications.waset.org/abstracts/28106/mitigation-of-profitable-problems-level-of-hotel-quality-management-program-and-environmental-management-practices-towards-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/28106.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">374</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20313</span> Public Participation Best Practices in Environmental Decision-making in Newfoundland and Labrador: Analyzing the Forestry Management Planning Process</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kimberley%20K.%20Whyte-Jones">Kimberley K. Whyte-Jones</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Public participation may improve the quality of environmental management decisions. However, the quality of such a decision is strongly dependent on the quality of the process that leads to it. In order to ensure an effective and efficient process, key features of best practice in participation should be carefully observed; this would also combat disillusionment of citizens, decision-makers and practitioners. The overarching aim of this study is to determine what constitutes an effective public participation process relevant to the Newfoundland and Labrador, Canada context, and to discover whether the public participation process that led to the 2014-2024 Provincial Sustainable Forest Management Strategy (PSFMS) met best practices criteria. The research design uses an exploratory case study strategy to consider a specific participatory process in environmental decision-making in Newfoundland and Labrador. Data collection methods include formal semi-structured interviews and the review of secondary data sources. The results of this study will determine the validity of a specific public participation best practice framework. The findings will be useful for informing citizen participation processes in general and will deduce best practices in public participation in environmental management in the province. The study is, therefore, meaningful for guiding future policies and practices in the management of forest resources in the province of Newfoundland and Labrador, and will help in filling a noticeable gap in research compiling best practices for environmentally related public participation processes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=best%20practices" title="best practices">best practices</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20decision-making" title=" environmental decision-making"> environmental decision-making</a>, <a href="https://publications.waset.org/abstracts/search?q=forest%20management" title=" forest management"> forest management</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20participation" title=" public participation"> public participation</a> </p> <a href="https://publications.waset.org/abstracts/49218/public-participation-best-practices-in-environmental-decision-making-in-newfoundland-and-labrador-analyzing-the-forestry-management-planning-process" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/49218.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">320</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20312</span> Quality Business Ethics: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fotis%20Vouzas">Fotis Vouzas</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper is an attempt to investigate the Business Ethics link to Quality Management. Business Ethics as a management practice is well rooted in many organizations, but its contribution to quality management implementation programs and practices is not well documented. The ISO 9000 and the Business Excellence frameworks and Awards seem to provide a basis for the implementation of a TQM philosophy contributing to efficiency, enhanced performance and sustainability. The author examines a series of Corporate Ethics initiatives and investigates the relationship to Total Quality Management in an MNC operating in Greece. The data gathering was carried out through extensive and in-depth interviews with several multiple informants, i.e., the plant manager, the production manager, and the personnel manager, using a semi-structured questionnaire with open-ended questions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title="total quality management">total quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20ethics" title=" business ethics"> business ethics</a>, <a href="https://publications.waset.org/abstracts/search?q=Greece" title=" Greece"> Greece</a>, <a href="https://publications.waset.org/abstracts/search?q=ISO%209000" title=" ISO 9000"> ISO 9000</a> </p> <a href="https://publications.waset.org/abstracts/172550/quality-business-ethics-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/172550.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">77</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20311</span> The Contemporary Issues of Quality Management: Relationship between Total Quality Management and Knowledge Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehrnoosh%20Askarizadeh">Mehrnoosh Askarizadeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> To meet the challenges of the new global environment, companies have started paying great attention towards quality management as an integral part of their strategic business plans. The purpose of this article is to investigate the relationship between total quality management (TQM) and knowledge management (KM). Successful total quality management implementation throughout the organizations requires major changes in the main four aspects of knowledge management, namely: Creating, storage, sharing and application. Skill, knowledge and productivity are important factors in organization’s success and have important role. Therefore, TQM management system pays special attention to it. However, knowledge as the source is essential for organization’s survival. Our study points out how the quality management and knowledge management have been incorporated into each other for the development of the quality culture within the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20%28KM%29" title="knowledge management (KM)">knowledge management (KM)</a>, <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management%20%28TQM%29" title=" total quality management (TQM)"> total quality management (TQM)</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance%20%28OP%29" title=" organizational performance (OP)"> organizational performance (OP)</a>, <a href="https://publications.waset.org/abstracts/search?q=deming%20cycle" title=" deming cycle"> deming cycle</a> </p> <a href="https://publications.waset.org/abstracts/36694/the-contemporary-issues-of-quality-management-relationship-between-total-quality-management-and-knowledge-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36694.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">481</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20310</span> Contribution of Supply Chain Management Practices for Enhancing Healthcare Service Quality: A Quantitative Analysis in Delhi’s Healthcare Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chitrangi%20Gupta">Chitrangi Gupta</a>, <a href="https://publications.waset.org/abstracts/search?q=Arvind%20Bhardwaj"> Arvind Bhardwaj</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study seeks to investigate and quantify the influence of various dimensions of supply chain management (namely, supplier relationships, compatibility, specifications and standards, delivery processes, and after-sales service) on distinct dimensions of healthcare service quality (specifically, responsiveness, trustworthiness, and security) within the operational framework of XYZ Superspeciality Hospital, situated in Delhi. The name of the Hospital is not being mentioned here because of the privacy policy of the hospital. The primary objective of this research is to elucidate the impact of supply chain management practices on the overall quality of healthcare services offered within hospital settings. Employing a quantitative research design, this study utilizes a hypothesis-testing approach to systematically discern the relationship between supply chain management dimensions and the quality of health services. The findings of this study underscore the significant influence exerted by supply chain management dimensions, specifically supplier relationships, specifications and standards, delivery processes, and after-sales service, on the enhancement of healthcare service quality. Moreover, the study's results reveal that demographic factors such as gender, qualifications, age, and experience do not yield discernible disparities in the relationship between supply chain management and healthcare service quality. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title="supply chain management">supply chain management</a>, <a href="https://publications.waset.org/abstracts/search?q=healthcare" title=" healthcare"> healthcare</a>, <a href="https://publications.waset.org/abstracts/search?q=hospital%20operations" title=" hospital operations"> hospital operations</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20delivery" title=" service delivery"> service delivery</a> </p> <a href="https://publications.waset.org/abstracts/175150/contribution-of-supply-chain-management-practices-for-enhancing-healthcare-service-quality-a-quantitative-analysis-in-delhis-healthcare-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/175150.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">67</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20309</span> Satisfaction Level of Teachers on the Human Resource Management Practices</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mark%20Anthony%20A.%20Catiil">Mark Anthony A. Catiil</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Teachers are the principal actors in the delivery of quality education to the learners. Unfortunately, as time goes by, some of them got low motivation at work. Absenteeism, tardiness, under time, and non-compliance to school policies are some of the end results. There is, therefore, a need to review the different human resource management practices of the school that contribute to teachers’ work satisfaction and motivation. Hence, this study determined the level of satisfaction of teachers on the human resource management practices of Gingoog City Comprehensive National High School. This mixed-methodology research was focused on the 45 teachers chosen using a stratified random sampling technique. Reliability-tested questionnaires, interviews, and focus group discussions were used to gather the data. Results revealed that the majority of the respondents are female, Teacher I, with MA units and have served for 11-20 years. Likewise, among the human resource management practices of the school, the respondents rated the lowest satisfaction on recruitment and selection (mean=2.15; n=45). This could mean that most of the recruitment and selection practices of the school are not well communicated, disseminated, and implemented. On the other hand, retirement practices of the school were rated with the highest satisfaction among the respondents (mean=2.73; n=45). This could mean that most of the retirement practices of the school are communicated, disseminated, implemented, and functional. It was recommended that the existing human resource management practices on recruitment and selection be reviewed to find out its deficiencies and possible improvement. Moreover, future researchers may also conduct a study between private and public schools in Gingoog City on the same topic for comparison. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=education" title="education">education</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management%20practices" title=" human resource management practices"> human resource management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=satisfaction" title=" satisfaction"> satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=teachers" title=" teachers"> teachers</a> </p> <a href="https://publications.waset.org/abstracts/131339/satisfaction-level-of-teachers-on-the-human-resource-management-practices" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/131339.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">128</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20308</span> Relationship Quality, Value Creation Practices and Brand Loyalty in Virtual Communities: Evidence from Facebook Communities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zoya%20Khan">Zoya Khan</a>, <a href="https://publications.waset.org/abstracts/search?q=Amina%20Muzaffar"> Amina Muzaffar </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Social media based brand communities are communities that are developed around a brand. In the highly globalized world of today, Facebook is undoubtedly being regarded and has been widely recognized as a trendy and well-accepted medium of marketing. By means of a Facebook fan page, organizations can effectually create, enhance, and sustain customer-brand relationship. In this article, we explore whether brand communities based on social media (a special type of online brand communities) have positive effects on the main community elements and value creation practices in the communities as well as on brand trust and brand loyalty. A survey was conducted and 201 valid responses were used for analysis. The results of structural equation modeling show that brand communities established on social media have positive effects on value creation practices. Brand use, impression management practices and brand identification has an impact on brand trust and this brand trust then further leads to brand loyalty. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=relationship%20quality" title="relationship quality">relationship quality</a>, <a href="https://publications.waset.org/abstracts/search?q=impression%20management%20practices" title=" impression management practices"> impression management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=brand%20identification" title=" brand identification"> brand identification</a>, <a href="https://publications.waset.org/abstracts/search?q=brand%20trust" title=" brand trust"> brand trust</a>, <a href="https://publications.waset.org/abstracts/search?q=brand%20loyalty" title=" brand loyalty"> brand loyalty</a> </p> <a href="https://publications.waset.org/abstracts/15903/relationship-quality-value-creation-practices-and-brand-loyalty-in-virtual-communities-evidence-from-facebook-communities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15903.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">474</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20307</span> Defect Management Life Cycle Process for Software Quality Improvement</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aedah%20Abd%20Rahman">Aedah Abd Rahman</a>, <a href="https://publications.waset.org/abstracts/search?q=Nurdatillah%20Hasim"> Nurdatillah Hasim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Software quality issues require special attention especially in view of the demands of quality software product to meet customer satisfaction. Software development projects in most organisations need proper defect management process in order to produce high quality software product and reduce the number of defects. The research question of this study is how to produce high quality software and reducing the number of defects. Therefore, the objective of this paper is to provide a framework for managing software defects by following defined life cycle processes. The methodology starts by reviewing defects, defect models, best practices and standards. A framework for defect management life cycle is proposed. The major contribution of this study is to define a defect management road map in software development. The adoption of an effective defect management process helps to achieve the ultimate goal of producing high quality software products and contributes towards continuous software process improvement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=defects" title="defects">defects</a>, <a href="https://publications.waset.org/abstracts/search?q=defect%20management" title=" defect management"> defect management</a>, <a href="https://publications.waset.org/abstracts/search?q=life%20cycle%20process" title=" life cycle process"> life cycle process</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20quality" title=" software quality"> software quality</a> </p> <a href="https://publications.waset.org/abstracts/40687/defect-management-life-cycle-process-for-software-quality-improvement" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40687.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">306</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20306</span> An Investigation of Quality Practices in Libyan Industrial Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mostafa%20A.%20Shokshok">Mostafa A. Shokshok</a>, <a href="https://publications.waset.org/abstracts/search?q=Omran%20Ali%20Abu%20Krais"> Omran Ali Abu Krais</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper describes the collection and analysis of data obtained from face-to-face interviews conducted in selected Libyan industrial companies. The objectives of the interviews are to enhance understanding, and generate explanations of current issues in culture and quality management systems in Libyan companies. The method used in analyzing the questions, as well as the main finding of each question are explained. The interviews probed areas identify national and organizational culture, quality management systems, current methods, effects, barriers and other factors affecting the success of quality management implementation. Eleven questions are prepared and been discussed with the interviewees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=interviews" title="interviews">interviews</a>, <a href="https://publications.waset.org/abstracts/search?q=quality" title=" quality"> quality</a>, <a href="https://publications.waset.org/abstracts/search?q=culture" title=" culture"> culture</a>, <a href="https://publications.waset.org/abstracts/search?q=Libyan%20industrial%20companies" title=" Libyan industrial companies"> Libyan industrial companies</a> </p> <a href="https://publications.waset.org/abstracts/28470/an-investigation-of-quality-practices-in-libyan-industrial-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/28470.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">519</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20305</span> Innovative Approaches to Water Resources Management: Addressing Challenges through Machine Learning and Remote Sensing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdelrahman%20Elsehsah">Abdelrahman Elsehsah</a>, <a href="https://publications.waset.org/abstracts/search?q=Abdelazim%20Negm"> Abdelazim Negm</a>, <a href="https://publications.waset.org/abstracts/search?q=Eid%20Ashour"> Eid Ashour</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohamed%20Elsahabi"> Mohamed Elsahabi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Water resources management is a critical field that encompasses the planning, development, conservation, and allocation of water resources to meet societal needs while ensuring environmental sustainability. This paper reviews the key concepts and challenges in water resources management, emphasizing the significance of a holistic approach that integrates social, economic, and environmental factors. Traditional water management practices, characterized by supply-oriented strategies and centralized control, are increasingly inadequate in addressing contemporary challenges such as water scarcity, climate change impacts, and ecosystem degradation. Emerging technologies, particularly machine learning and remote sensing, offer innovative solutions to enhance decision-making processes in water management. Machine learning algorithms facilitate accurate water demand forecasting, quality monitoring, and leak detection, while remote sensing technologies provide vital data for assessing water availability and quality. This review highlights the need for integrated water management strategies that leverage these technologies to promote sustainable practices and foster resilience in water systems. Future research should focus on improving data quality, accessibility, and the integration of diverse datasets to optimize the benefits of these technological advancements. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=water%20resources%20management" title="water resources management">water resources management</a>, <a href="https://publications.waset.org/abstracts/search?q=water%20scarcity" title=" water scarcity"> water scarcity</a>, <a href="https://publications.waset.org/abstracts/search?q=climate%20change" title=" climate change"> climate change</a>, <a href="https://publications.waset.org/abstracts/search?q=machine%20learning" title=" machine learning"> machine learning</a>, <a href="https://publications.waset.org/abstracts/search?q=remote%20sensing" title=" remote sensing"> remote sensing</a>, <a href="https://publications.waset.org/abstracts/search?q=water%20quality" title=" water quality"> water quality</a>, <a href="https://publications.waset.org/abstracts/search?q=water%20governance" title=" water governance"> water governance</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20practices" title=" sustainable practices"> sustainable practices</a>, <a href="https://publications.waset.org/abstracts/search?q=ecosystem%20management" title=" ecosystem management"> ecosystem management</a> </p> <a href="https://publications.waset.org/abstracts/194875/innovative-approaches-to-water-resources-management-addressing-challenges-through-machine-learning-and-remote-sensing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/194875.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">6</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20304</span> The Affect of Total Quality Management on Firm's Innovation Performance: A Literature Review </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Omer%20Akkaya">Omer Akkaya</a>, <a href="https://publications.waset.org/abstracts/search?q=Nurullah%20Ekmekc%C4%B1"> Nurullah Ekmekcı</a>, <a href="https://publications.waset.org/abstracts/search?q=Muammer%20Zerenler"> Muammer Zerenler</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation for businesses means a new product and service and sometimes a new implementation. Total Quality Management is a management philosophy which focus on customer, process and system.There is a certain relationship between principles of Total Quality Management and innovation performance. Main aim of this study is to show how the implementation and principles of Total Quality Management (TQM) affect a firm's innovation performance. Also, this paper discusses positive and negative affects of Total Quality Management on innovation performance and demonstrates some examples. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation" title="innovation">innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20types" title=" innovation types"> innovation types</a>, <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title=" total quality management"> total quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=principles%20of%20total%20quality%20management" title=" principles of total quality management"> principles of total quality management</a> </p> <a href="https://publications.waset.org/abstracts/26814/the-affect-of-total-quality-management-on-firms-innovation-performance-a-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/26814.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">630</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20303</span> Linking Corporate Entrepreneurship with Human Resources Management Practices</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=R.%20Maalej">R. Maalej</a>, <a href="https://publications.waset.org/abstracts/search?q=I.%20Amami"> I. Amami</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Saadaoui"> S. Saadaoui</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Within the growing body of literature on corporate entrepreneurship, there is a need to understand the relationship between human resource management and corporate entrepreneurship. This paper outlines the linkage between human resource management practices with corporate entrepreneurship. In response, we propose a review of the literature that is based on a conceptual reading of corporate entrepreneurship, human resource management practices and the relationship between them. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title="human resource management">human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20management%20practices" title=" human resources management practices"> human resources management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20entrepreneurship" title=" corporate entrepreneurship"> corporate entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneur" title=" entrepreneur"> entrepreneur</a> </p> <a href="https://publications.waset.org/abstracts/7894/linking-corporate-entrepreneurship-with-human-resources-management-practices" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/7894.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">422</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20302</span> A Comparative Analysis of E-Government Quality Models</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdoullah%20Fath-Allah">Abdoullah Fath-Allah</a>, <a href="https://publications.waset.org/abstracts/search?q=Laila%20Cheikhi"> Laila Cheikhi</a>, <a href="https://publications.waset.org/abstracts/search?q=Rafa%20E.%20Al-Qutaish"> Rafa E. Al-Qutaish</a>, <a href="https://publications.waset.org/abstracts/search?q=Ali%20Idri"> Ali Idri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many quality models have been used to measure e-government portals quality. However, the absence of an international consensus for e-government portals quality models results in many differences in terms of quality attributes and measures. The aim of this paper is to compare and analyze the existing e-government quality models proposed in literature (those that are based on ISO standards and those that are not) in order to propose guidelines to build a good and useful e-government portals quality model. Our findings show that, there is no e-government portal quality model based on the new international standard ISO 25010. Besides that, the quality models are not based on a best practice model to allow agencies to both; measure e-government portals quality and identify missing best practices for those portals. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-government" title="e-government">e-government</a>, <a href="https://publications.waset.org/abstracts/search?q=portal" title=" portal"> portal</a>, <a href="https://publications.waset.org/abstracts/search?q=best%20practices" title=" best practices"> best practices</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20model" title=" quality model"> quality model</a>, <a href="https://publications.waset.org/abstracts/search?q=ISO" title=" ISO"> ISO</a>, <a href="https://publications.waset.org/abstracts/search?q=standard" title=" standard"> standard</a>, <a href="https://publications.waset.org/abstracts/search?q=ISO%2025010" title=" ISO 25010"> ISO 25010</a>, <a href="https://publications.waset.org/abstracts/search?q=ISO%209126" title=" ISO 9126"> ISO 9126</a> </p> <a href="https://publications.waset.org/abstracts/18149/a-comparative-analysis-of-e-government-quality-models" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18149.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">560</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20301</span> Implementation of a Quality Management Approach in the Laboratory of Quality Control and the Repression of Fraud (CACQE) of the Wilaya of Bechar</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Khadidja%20Mebarki">Khadidja Mebarki</a>, <a href="https://publications.waset.org/abstracts/search?q=Naceur%20Boussouar"> Naceur Boussouar</a>, <a href="https://publications.waset.org/abstracts/search?q=Nabila%20Ihaddadene"> Nabila Ihaddadene</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Akermi"> M. Akermi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Food products are particularly sensitive, since they concern the health of the consumer, whether it’s be from the health point of view or commercial, this kind of product must be subjected to rigorous controls, in order to prevent any fraud. Quality and safety are essential for food security, public health and economic development. The strengthening of food security is essential to increase food security which is considered reached when all individuals can at any time access safe and nutritious food they need to lead healthy and active lives. The objective of this project is to initiate a quality approach in the laboratories of the quality control and the repression of fraud. It will be directed towards the application of good laboratory practices, traceability, management of quality documents (quality, procedures and specification manual) and quality audits. And to prepare the ground for a possible accreditation by ISO 17025 standard of BECHAR laboratory’s. The project will take place in four main stages: 1- Preparation of an audit grid; 2- Realization of a quality audit according to the method of 5 M completed by a section on quality documentation; 3- Drafting of an audit report and proposal for recommendations; 4- Implementation of corrective actions on the ground. This last step consisted in the formalization of the cleaning disinfection plan; work on good hygiene practices, establishment of a mapping of processes and flow charts of the different processes of the laboratory, classifying quality documents and formalizing the process of document management. During the period of the study within the laboratory, all facets of the work were almost appreciated, as we participated in the expertise performed in within it. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=quality" title="quality">quality</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a>, <a href="https://publications.waset.org/abstracts/search?q=ISO%2017025%20accreditation" title=" ISO 17025 accreditation"> ISO 17025 accreditation</a>, <a href="https://publications.waset.org/abstracts/search?q=GLP" title=" GLP"> GLP</a> </p> <a href="https://publications.waset.org/abstracts/21609/implementation-of-a-quality-management-approach-in-the-laboratory-of-quality-control-and-the-repression-of-fraud-cacqe-of-the-wilaya-of-bechar" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21609.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">516</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20300</span> Knowledge Management (KM) Practices: A Study of KM Adoption among Doctors in Kuwait</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=B.%20Alajmi">B. Alajmi</a>, <a href="https://publications.waset.org/abstracts/search?q=L.%20Marouf"> L. Marouf</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20S.%20Chaudhry"> A. S. Chaudhry</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In recent years, increasing emphasis has been placed upon issues concerning the evaluation of health care. In this regard, knowledge management has also been considered an important component of the evaluation process. KM facilitates the transfer of existing knowledge or the development of new knowledge among healthcare staff and patients. This research aimed to examine how hospitals in Kuwait employ knowledge management practices, including capturing, sharing, and generating, and the perceived impact of KM practices on performance of hospitals in Kuwait. Through adopting a quantitative survey method with 277 sample of doctors, the study found that in terms of the three major knowledge management practices – knowledge capturing, sharing, and generating – the adoption of KM practices were rated very low in the sampled hospitals in Kuwait. Hospitals paid little attention to the main activities that support the transfer of expertise among doctors in hospitals. However, as predicted by previous studies, knowledge management practices were perceived to have an impact on hospitals’ performance. Through knowledge capturing, sharing, and generating, hospitals could improve the services they provide through documenting best practices, transforming their hospitals into learning organizations in which lessons learned are captured, stored, and made available for others to learn from. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=hospitals" title=" hospitals"> hospitals</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20practices" title=" knowledge management practices"> knowledge management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20tools" title=" knowledge management tools"> knowledge management tools</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a> </p> <a href="https://publications.waset.org/abstracts/14579/knowledge-management-km-practices-a-study-of-km-adoption-among-doctors-in-kuwait" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14579.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">503</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20299</span> Maintenance Management Practice for Building</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Harold%20Jideofor%20Nnachetam">Harold Jideofor Nnachetam</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Maintenance management in Nigeria Polytechnic faced many issues due to poor service delivery, inadequate finance, and poor maintenance plan and maintenance backlogs. The purpose of this study is to improve the conventional method practices which tend to be ineffective in Nigeria Polytechnic. The case study was conducted with eight Polytechnics in Nigeria. The selected Polytechnic is based on conventional method practices and its major problems, attempt to implement computerized technology and the willingness of staff to share their experiences. All feedbacks from respondents through semi-structured interview were recorded using video camera and transcribed verbatim. The overall findings of this research indicated; poor service delivery, inadequate financial, poor maintenance planning and maintenance backlogs. There is also need to overcome less man power competencies of maintenance management practices which existed with all eight Polytechnics. In addition, the study also found that the Polytechnics still use conventional maintenance management processes in managing building facility condition. As a result, the maintenance management staff was not able to improve the maintenance management performance at the Polytechnics. The findings are intended to be used for maintenance management practices at Nigeria Polytechnics in order to provide high-quality of building facility with safe and healthy environments. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=maintenance%20management" title="maintenance management">maintenance management</a>, <a href="https://publications.waset.org/abstracts/search?q=conventional%20method" title=" conventional method"> conventional method</a>, <a href="https://publications.waset.org/abstracts/search?q=maintenance%20management%20system" title=" maintenance management system"> maintenance management system</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria%20polytechnic" title=" Nigeria polytechnic"> Nigeria polytechnic</a> </p> <a href="https://publications.waset.org/abstracts/33471/maintenance-management-practice-for-building" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33471.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">322</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20298</span> Implementing Total Quality Management in Higher Education</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abbos%20Utkirov">Abbos Utkirov</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Total Quality Management (TQM) in the context of educational institutions requires careful planning and the implementation of an annual quality program to achieve its vision effectively. By applying TQM concepts, the higher education system can experience significant improvements. This study aims to examine TQM in higher education, focusing on Critical Success Factors (CSF) and their implementation across all areas. The study ultimately concludes that CSF and their execution play a crucial role in higher education institutions. Some institutions have already benefited from TQM methods by dedicating themselves to the system and using it to achieve their objectives. Through this review, recent studies shed light on how the TQM system can employ various strategies and hypotheses to empower employees, foster a positive and supportive environment, and emphasize the importance of enabling students to unleash their full potential. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management%20%28TQM%29" title="total quality management (TQM)">total quality management (TQM)</a>, <a href="https://publications.waset.org/abstracts/search?q=critical%20success%20factor%20%28CSF%29" title=" critical success factor (CSF)"> critical success factor (CSF)</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20management%20practices" title=" quality management practices"> quality management practices</a> </p> <a href="https://publications.waset.org/abstracts/170398/implementing-total-quality-management-in-higher-education" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/170398.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">89</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20297</span> Human Resources Management Practices in Hospitality Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dora%20Martins">Dora Martins</a>, <a href="https://publications.waset.org/abstracts/search?q=Susana%20Silva"> Susana Silva</a>, <a href="https://publications.waset.org/abstracts/search?q=C%C3%A2ndida%20Silva"> Cândida Silva</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Human Resources Management (HRM) has been recognized by academics and practitioners as an important element in organizations. Therefore, this paper explores the best practices of HRM and seeks to understand the level of participation in the development of these practices by human resources managers in the hospitality industry and compare it with other industries. Thus, the study compared the HRM practices of companies in the hospitality sector with HRM practices of companies in other sectors, and identifies the main differences between their HRM practices. The results show that the most frequent HRM practices in all companies, independently of its sector of activity, are hiring and training. When comparing hospitality sector with other sectors of activity, some differences were noticed, namely in the adoption of the practices of communication and information sharing, and of recruitment and selection. According to these results, the paper discusses the major theoretical and practical implications. Suggestions for future research are also presented. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=exploratory%20study" title="exploratory study">exploratory study</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20management%20practices" title=" human resources management practices"> human resources management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20manager" title=" human resources manager"> human resources manager</a>, <a href="https://publications.waset.org/abstracts/search?q=hospitality%20companies" title=" hospitality companies"> hospitality companies</a>, <a href="https://publications.waset.org/abstracts/search?q=Portuguese%20companies" title=" Portuguese companies"> Portuguese companies</a> </p> <a href="https://publications.waset.org/abstracts/68260/human-resources-management-practices-in-hospitality-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/68260.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">482</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20296</span> Integrated Waste-to-Energy Approach: An Overview</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tsietsi%20J.%20Pilusa">Tsietsi J. Pilusa</a>, <a href="https://publications.waset.org/abstracts/search?q=Tumisang%20G.%20Seodigeng"> Tumisang G. Seodigeng </a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study evaluates the benefits of advanced waste management practices in unlocking waste-to-energy opportunities within the solid waste industry. The key drivers of sustainable waste management practices, specifically with respect to packaging waste-to-energy technology options are discussed. The success of a waste-to-energy system depends significantly on the appropriateness of available technologies, including those that are well established as well as those that are less so. There are hard and soft interventions to be considered when packaging an integrated waste treatment solution. Technology compatibility with variation in feedstock (waste) quality and quantities remains a key factor. These factors influence the technology reliability in terms of production efficiencies and product consistency, which in turn, drives the supply and demand network. Waste treatment technologies rely on the waste material as feedstock; the feedstock varies in quality and quantities depending on several factors; hence, the technology fails, as a result. It is critical to design an advanced waste treatment technology in an integrated approach to minimize the possibility of technology failure due to unpredictable feedstock quality, quantities, conversion efficiencies, and inconsistent product yield or quality. An integrated waste-to-energy approach offers a secure system design that considers sustainable waste management practices. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=emerging%20markets" title="emerging markets">emerging markets</a>, <a href="https://publications.waset.org/abstracts/search?q=evaluation%20tool" title=" evaluation tool"> evaluation tool</a>, <a href="https://publications.waset.org/abstracts/search?q=interventions" title=" interventions"> interventions</a>, <a href="https://publications.waset.org/abstracts/search?q=waste%20treatment%20technologies" title=" waste treatment technologies"> waste treatment technologies</a> </p> <a href="https://publications.waset.org/abstracts/90070/integrated-waste-to-energy-approach-an-overview" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/90070.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">272</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20295</span> Role of Strategic Human Resource Practices and Knowledge Management Capacity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ploychompoo%20Kittikunchotiwut">Ploychompoo Kittikunchotiwut</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examines the relationships between human resource practices, knowledge management capacity, and innovation performance. The data were collected by using a questionnaire from 241 firms in the hotels in Thailand. The hypothesized relationships among variables are examined by using ordinary least square (OLS) regression analysis. The findings show that human resource practices have a positive effect on knowledge management capacity. Besides, knowledge management capacity was found to positively affect innovation performance. Finally, the limitations of the study and directions for future research are discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20practices" title="human resource practices">human resource practices</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20capacity" title=" knowledge management capacity"> knowledge management capacity</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20performance" title=" innovation performance"> innovation performance</a> </p> <a href="https://publications.waset.org/abstracts/120625/role-of-strategic-human-resource-practices-and-knowledge-management-capacity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/120625.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">304</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20294</span> The Coexistence of Quality Practices and Frozen Concept in R and D Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ayala%20Kobo-Greenhut">Ayala Kobo-Greenhut</a>, <a href="https://publications.waset.org/abstracts/search?q=Amos%20Notea"> Amos Notea</a>, <a href="https://publications.waset.org/abstracts/search?q=Izhar%20Ben-Shlomo"> Izhar Ben-Shlomo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In R&D projects, there is no doubt about the need to change a current concept to an alternative one over time (i.e., concept leaping). Concept leaping is required since with most R&D projects uncertainty is present as they take place in dynamic environments. Despite the importance of concept leaping when needed, R&D teams may fail to do so (i.e., frozen concept). This research suggests a possible reason why frozen concept happens in the framework of quality engineering and control engineering. We suggest that frozen concept occurs since concept determines the derived plan and its implementation may be considered as equivalent to a closed-loop process, and is subject to the problem of not recognizing gaps as failures. We suggest that although implementing quality practices into an R&D project’s routine has many advantages, it intensifies the frozen concept problem since working according to quality practices relates to exploitation of learning behavior, while leaping to a new concept relates to exploring learning behavior. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=closed%20loop" title="closed loop">closed loop</a>, <a href="https://publications.waset.org/abstracts/search?q=control%20engineering" title=" control engineering"> control engineering</a>, <a href="https://publications.waset.org/abstracts/search?q=design" title=" design"> design</a>, <a href="https://publications.waset.org/abstracts/search?q=leaping" title=" leaping"> leaping</a>, <a href="https://publications.waset.org/abstracts/search?q=frozen%20concept" title=" frozen concept"> frozen concept</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20engineering" title=" quality engineering"> quality engineering</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20practices" title=" quality practices"> quality practices</a> </p> <a href="https://publications.waset.org/abstracts/24806/the-coexistence-of-quality-practices-and-frozen-concept-in-r-and-d-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24806.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">472</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20293</span> Experts' Perception of Secondary Education Quality Management Challenges in Ethiopia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aklilu%20Alemu">Aklilu Alemu</a>, <a href="https://publications.waset.org/abstracts/search?q=Tak%20Cheung%20Chan"> Tak Cheung Chan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Following the intensification of secondary education in the developing world, the attention of Ethiopia has currently shifted to its quality education and its management. This study is aimed to explore experts’ perceptions of quality management challenges in secondary education in Ethiopia. The researchers employed a case study design recruiting participating supervisors from the Ministry of Education, region, zone, wereda, and cluster by using a purposeful sampling technique. Twenty-six interviewees took part in this study. The researchers employed NVivo 8 versions together with a thematic analysis process to analyze the data. This study revealed that major problems that affected quality management practices in Ethiopia were: lack of qualified experts at all levels; lack of accountability in every echelon; the changing nature of teacher education; the ineffectiveness of teacher-licensing programs; and lack of educational budget and the problem of utilizing this limited budget. The study concluded that the experts at different levels were not genuinely fulfilling their roles and responsibilities. Therefore, the Ministry of Finance and Economic Development, together with the concerned parties, needs to reconsider budget allocation for secondary education. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=education%20quality" title="education quality">education quality</a>, <a href="https://publications.waset.org/abstracts/search?q=Ethiopia" title=" Ethiopia"> Ethiopia</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20challenge" title=" quality challenge"> quality challenge</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20management" title=" quality management"> quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=secondary%20education" title=" secondary education"> secondary education</a> </p> <a href="https://publications.waset.org/abstracts/144531/experts-perception-of-secondary-education-quality-management-challenges-in-ethiopia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/144531.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">216</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20292</span> The Human Resource Management Systems and Practices of Multinational Companies in Their Nigerian Subsidiaries</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Suwaiba%20Sabiu%20Bako">Suwaiba Sabiu Bako</a>, <a href="https://publications.waset.org/abstracts/search?q=Yaw%20Debrah"> Yaw Debrah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In spite of the extensive literature available on the human resource management (HRM) systems and practices of multinational companies (MNCs) from developed countries, there are gaps concerning emerging countries’ multinational companies’ (EMNCs) HRM systems and practices. This study examines the transfer of HRM practices in Nigerian subsidiaries of MNCs from South Africa. It reveals that South MNCs hybridise their recruitment and selection processes and localise their compensation and employee relations. It also proves that performance appraisal, talent management and code of conduct practices are largely transferred to subsidiaries with minimal adaptation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=EMNCs" title="EMNCs">EMNCs</a>, <a href="https://publications.waset.org/abstracts/search?q=HRM%20practices" title=" HRM practices"> HRM practices</a>, <a href="https://publications.waset.org/abstracts/search?q=HRM%20systems" title=" HRM systems"> HRM systems</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria" title=" Nigeria"> Nigeria</a>, <a href="https://publications.waset.org/abstracts/search?q=South%20Africa" title=" South Africa"> South Africa</a> </p> <a href="https://publications.waset.org/abstracts/152029/the-human-resource-management-systems-and-practices-of-multinational-companies-in-their-nigerian-subsidiaries" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/152029.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">113</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20291</span> Quality Assurance Practices in the Universities of Pakistan: Physical Facilities as Encouragement </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ijaz%20Ahamad%20Tatlah">Ijaz Ahamad Tatlah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The justification of this study was to identify about physical facilities as encouragement to Quality Assurance Practices (QAP) in the Universities of Pakistan concerning the views of students, teachers and Directors of Quality Enhancement Cells’ (QEC’s) and to differentiate the views of students, teachers and Directors of QECs in relation to physical facilities about quality assurance practices in the universities of Pakistan. It was a quantitative and qualitative research study. This study was conducted on a sample of 28 universities (public and private sector) of Pakistan by using random and purposive sampling technique. Questionnaires and semi-structured interviews were planned to gather information from students, teachers and Directors of QECs in relation to physical facilities about quality assurance practices in the universities of Pakistan. The data was analyzed by using Descriptive, inferential statistics, and thematic coding. The study revealed that students, teachers and Directors of QEC’s faced a lot of problems and issues without physical facilities. Quality assurance Agency (QAA), Quality Assurance Department (QAD) and Higher Education commission (HEC) all are relevant Pakistani Agencies, which are working consistently of both sectors i.e. public and private to supervise, guide and facilitate the universities of Pakistan for developing quality assurance practices. Majority of the students teachers and Directors’ of QECs opined that books, research journals, manuals for use of science laboratories, equipment for experiments and update computers were available for teachers and students’ in the universities. It was suggested by the students teachers and Directors of QECs of universities that Quality Assurance Practices (QAP) can be accelerated by thinking the following steps: provision of sufficient resources, add the latest software for computers laboratories and new edition of books. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=physical%20facilities" title="physical facilities">physical facilities</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20assurance%20practices" title=" quality assurance practices"> quality assurance practices</a>, <a href="https://publications.waset.org/abstracts/search?q=library" title=" library"> library</a>, <a href="https://publications.waset.org/abstracts/search?q=laboratory" title=" laboratory"> laboratory</a> </p> <a href="https://publications.waset.org/abstracts/30890/quality-assurance-practices-in-the-universities-of-pakistan-physical-facilities-as-encouragement" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30890.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">385</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20290</span> Development of Performance Measures for the Implementation of Total Quality Management in Indian Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Perminderjit%20Singh">Perminderjit Singh</a>, <a href="https://publications.waset.org/abstracts/search?q=Sukhvir%20Singh"> Sukhvir Singh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Total Quality Management (TQM) refers to management methods used to enhance quality and productivity in business organizations. Total Quality Management (TQM) has become a frequently used term in discussions concerning quality. Total Quality management has brought rise in demands on the organizations policy and the customers have gained more importance in the organizations focus. TQM is considered as an important management tool, which helps the organizations to satisfy their customers. In present research critical success factors includes management commitment, customer satisfaction, continuous improvement, work culture and environment, supplier quality management, training and development, employee satisfaction and product/process design are studied. A questionnaire is developed to implement these critical success factors in implementation of total quality management in Indian industry. Questionnaires filled by consulting different industrial organizations. Data collected from questionnaires is analyzed by descriptive and importance indexes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title="total quality management">total quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=critical%20success%20factor" title=" critical success factor"> critical success factor</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20satisfaction" title=" employee satisfaction"> employee satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=supplier%20quality%20management" title=" supplier quality management"> supplier quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20focus" title=" customer focus"> customer focus</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20information" title=" quality information"> quality information</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20measurement" title=" quality measurement"> quality measurement</a> </p> <a href="https://publications.waset.org/abstracts/33461/development-of-performance-measures-for-the-implementation-of-total-quality-management-in-indian-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33461.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">477</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20289</span> Impact Assessment of Lean Practices on Social Sustainability Indicators: An Approach Using ISM Method</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aline%20F.%20Marcon">Aline F. Marcon</a>, <a href="https://publications.waset.org/abstracts/search?q=Eduardo%20F.%20da%20Silva"> Eduardo F. da Silva</a>, <a href="https://publications.waset.org/abstracts/search?q=Marina%20Bouzon"> Marina Bouzon</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The impact of lean management on environmental sustainability is the research line that receives the most attention from academicians. Therefore, the social dimension of sustainable development has so far received less attention. This paper aims to evaluate the impact of intra-plant lean manufacturing practices on social sustainability indicators extracted from the Global Reporting Initiative (GRI) parameters. The method is two-phased, including MCDM approach to uncover the most relevant practices regarding social performance and Interpretive Structural Modeling (ISM) method to reveal the structural relationship among lean practices. Professionals from the academic and industrial fields answered the questionnaires. From the results of this paper, it is possible to verify that practices such as “Safety Improvement Programs”, “Total Quality Management” and “Cross-functional Workforce” are the ones which have the most positive influence on the set of GRI social indicators. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=indicators" title="indicators">indicators</a>, <a href="https://publications.waset.org/abstracts/search?q=ISM" title=" ISM"> ISM</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</a>, <a href="https://publications.waset.org/abstracts/search?q=social" title=" social"> social</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a> </p> <a href="https://publications.waset.org/abstracts/107039/impact-assessment-of-lean-practices-on-social-sustainability-indicators-an-approach-using-ism-method" class="btn btn-primary 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