Using the collaborative improvement model to improve a university hiring process

Theresa Waterbury

International Journal of Productivity and Quality Management, 2010, vol. 5, issue 1, 75-87

Abstract: Policymakers and the public have been calling for the academic environment to improve the quality of its programs and services and to help more students afford post-secondary education (Spellings, 2008). This paper examines and analyses the application of a collaborative improvement model and its role in the redesign of an outdated and inefficient hiring process at a four-year public university. The model is based on lean theory and Deming's theory of profound knowledge. A case study approach is used to explain the collaborative improvement model and to examine the model's effectiveness in the redesign of a critical university process. The result of the study is a seamless integration of the hiring process with increased capacity to manage the projected increase of retirements and their replacements without adding additional labour resources. This study will provide a model on how lean theory and Deming's theory of profound knowledge can create a successful continuous improvement strategy in higher education.

Keywords: lean theory; quality management; continuous improvement; human resources; hiring procedures; university recruitment; higher education; universities; collaborative improvement; retirement procedures; Deming; profound knowledge theory; USA; United States; collaboration. (search for similar items in EconPapers)
Date: 2010
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Citations: View citations in EconPapers (1)

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