CHAPTER 1- INTRODUCTION TO QUALITY Customers – Customer driven quality is fundamental to

The Business Imperative high-performing organizations. Clearly, meeting the

“The first job we have is to turn out quality merchandise expectations of customers is the goal of any business.
that consumers will buy and keep on buying. If we produce
it efficiently and economically, we will earn a profit, in TYPES OF CUSTOMERS
which you will share.” - William Cooper Procter 1. Consumers
Ultimate buyers of goods and services
IMPORTANCE OF QUALITY 2. External customers
QUALITY is uniquely positioned to accelerate organizational Business-to-business
growth through better execution and alignment 3. Internal customers
Anyone who receives goods or services from someone
- provides the voice of the customer critical to developing
else within an organization.
innovative products and services.
- can provide an organization with a competitive edge
INTEGRATING QUALITY PERSPECTIVE IN THE VALUE
- “No quality, no sales. No sales, no profit. No profit, no jobs.”
CHAIN
Quality Profile – Motorola, Inc. The quality perspectives at different points in the value
- Leader in the U.S. quality revolution during the 1980s chain are important to ultimately create and deliver goods
- Pioneer in continual reduction of defects and cycle times and services
- Exceptional practices in managing human assets, sharing The customers is the driving force for the production of
data and information with employees, customers, and goods and services, and customers generally view quality
suppliers, and aligning all its business processes with key from either the transcendent or the product perspective.
organizational objectives. - Individuals in different business functions—for
example, the designer, manufacturer or service
provider, distributor, or customer- speak different
WHAT IS QUALITY?
“languages”. Thus, different quality perspective at
Quality can be a confusing concept, partly because people
different points in the value chain are important to
view quality subjectively and in relation to differing criteria
ultimately create and deliver goods and services that
based on their individual roles in the production-marketing
will satisfy customers need and expectations.
value chain.
In addition, the meaning of quality continues to evolve as
QUALITY PERSPECTIVES
the quality profession grows and matures.
For example, one study that asked managers of 86 firms in
the eastern United States to define quality produced
several dozen different responses, including the following.
• Perfection
• Consistency
• Eliminating waste
• Speed of delivery
• Compliance with policies and procedures
• Providing a good, usable product
• Doing it right the first time
• Delighting or pleasing customer
• Total customer service satisfaction Formal

DEFINITIONS OF QUALITY
1. Transcendent Perspective: excellence
-to rise above or extend beyond ordinary limits
-judgemental definition of quality
2. Product Perspective: quantities of product attributes
-quantity of some product attribute
3. User Perspective: fitness for intended use
-how well the product perform its intended functions.
4. Value Perspective: quality vs. price
-relationship of product benefits to price
5. Manufacturing Perspective: conformance to specifications
-Consumers and Organization want consistency in goods and
services.
-Specification are targets and tolerance determined by
designer of goods and services
6. Customer Perspective: meeting or exceeding customer
expectations
- totality of features and characteristics of a product or
services that bears on its ability to satisfy given needs.
HISTORY OF QUALITY MANAGEMENT
As the philosopher GEORGE SANTAYANA said, “those who
cannot remember the past are condemned to repeat it.’’
Thus, an understanding of the history of quality can be
quite insightful. Quality has been an important aspect of
production operations throughout the history.
1. Ancient History
- Zhou Dynasty in China
2. The Age of Craftsmanship
- Skilled workers during the Middle Ages
- Industrial Revolution
3. Early 20th Century
- Separate quality departments
- Ford Motor Company
- Statistical methods and quality assurance
Professional societies and publications
4. Post World War II
- Evolution of quality management in Japan
- W. EDWARDS DEMING – Father of total quality
management. 14 points
- JOSEPH JURAN – founder of range of quality
techniques. Quality Management Approach
5. U.S. “Quality Revolution”
- Quality crisis around 1980
- Growth of product quality awareness in
manufacturing industries
6. Early Successes
- Malcolm Baldrige National Quality Award (1987)
- Books, consulting, training
7. From Product Quality to Total Quality Management
- “Little Q” vs. “Big Q” and TQM
MANAGEMENT FAILURES
- Cynicism and disinterest
- “No, TQM isn’t dead. TQM failures just prove that
bad management is still alive and kicking.”
EARLY MANAGEMENT FAILURES
1. Poor Strategies
2. Flawed Organizational approaches
3. Flawed Management System
PERFORMANCE EXCELLENCE
1. Role of leadership
2. Strategic plans
3. How data and information's use in decision making
4. Improved environmental conditions
- From the perspective , the product focused notion of
quality evolved into a new concept called
PERFORMANCE EXCELLENCE- define as an integrated
approach to organizational management.
- Focus on customer value, organizational sustainability,
improvement of effectiveness and capabilities, and
organizational and personal learning
EMERGENCE OF SIX SIGMA
- a customer-focused, results-oriented approach to
business improvement
- -New approached of quality improvement during 1990’s
- -customer focused, result oriented approach
- -integrate many traditional quality improvement which
are validated and tested over the years.
GLOBALIZATION OF QUALITY
-due to high competition around the world. The global
marketplace, domestic and even international organization
realized that, in order to survive in the competition they
need to defend on high quality.
- Many countries have mounted efforts to increased quality
awareness, including conferences, seminars, radio show, school
essay contest, pamphlet distribution, publications & etc.
CURRENT AND FUTURE CHALLENGES
- The challenge today is to ensure the managers continue
to focus on quality management performance
excellence through their organization.
- A former Xerox president DAVID KEARNS observed,
“Quality is a race without a finish line.”
GROWTH OF MODERN QUALITY MANAGEMENT
CONTEMPORARY INFLUENCES ON QUALITY
In 2011, the American Society for quality identified eight
key forces that will influence the future of quality.
1. Global Responsibility- an organization must be fully
aware of global impact of its local decisions and realize
that as demand grows for the planet’s finite resources,
waste is increasingly unacceptable. Global
responsibility also involves, labor practices, human
rights, consumer rights, fair operating practices, and
contribution to society.
2. Consumer awareness- With today’s technology such as
internet, twitter, facebook and Instagram, consumer
have access to a wealth information on which to make
purchasing decision.
3. Globalization- Globalization no longer means just an
opportunity for organizations to enter new markets.
Today, firms must contend with a growing number of
competitors and sources of lower-cost labor and
assume the risks associated with global supply chains.
4. Increasing rate of change- Technology has shifted the
rate of change into an entirely new gear, which brings
with its opportunities and threats.
5. Workforce of the future- Competition for talent will
increase, and along with technological advances, will
change how and where work is done.
6. Aging population- as people live longer, organizations
face higher cost for healthcare and social welfare
program.
7. Twenty-first century quality- quality is not the
same as it was 50 years ago, even five years ago.
Quality is moving beyond the organization’s walls to
encompass a customer’s entire experience either the
organization rather that just the quality of the product
or service.
8. Innovation- according to study, INNOVATION is ‘’the
pursuit of something different and exciting.’’
Innovation lies at the heat of organizational survival. As
the study states, “if the innovation means the ability of
a company to anticipate customer needs—expressed or
unexpressed, known or unknown—and bring products
or services to the marketplace that excite customers,
then clearly innovation in the fuel of growth in today’s
changing world, and more so tomorrow.”
 These eight forces will impact how organizations
configure themselves, how managers plan and lead,
and how all workers will perform to achieve quality. As
ASQ noted “Quality should shape society. Ultimately,
quality methodology will be used to build a better
world.”
MANUFACTURING SYSTEMS
Quality management is rooted in manufacturing; therefore,
that is where we will begin. In image below, it illustrates a
typical manufacturing system and the key relationships
among its function.
QUALITY IN MARKETING
- Marketing and sales personnel are responsible for
determining the needs and expectations of consumers.
QUALITY IN PRODUCT DESIGN
- Product design and engineering functions develop
technical specifications for products and production processes
to meet the requirements determined by the marketing
function.
QUALITY IN PURCHASING
- A purchasing agent should not simply be responsible for
low-cost procurement but should maintain a clear focus on
the quality of purchased goods and materials.
QUALITY IN PRODUCTION PLANNING AND SCHEDULING
- Poor quality often results from time pressures caused by
insufficient planning and scheduling.
QUALITY IN MANUFACTURING AND ASSEMBLY
- Both technology and people are essential to high-quality
manufacturing.
QUALITY IN PROCESS DESIGN
- Manufacturing processes must be capable of producing
output that meets specifications consistently.
QUALITY IN FINISHED GOODS INSPECTION AND TESTING
- The purposes of final product inspection are to judge the
quality of manufacturing, to discover and help to resolve
production problems that may arise, and to ensure that no
defective items reach the customer.
QUALITY IN INSTALLATION AND SERVICE
-Service after the sale is one of the most important factors
in establishing customer perception of quality and customer
loyalty.
QUALITY IN SERVICES
-SERVICE is defined as “any primary or complementary
activity that does not directly produce a physical product –
that is, the non-goods part of the transaction between
buyer (customer) and seller (provider).”
Critical Differences Between Service And Manufacturing
• Customer needs and performance standards are more
difficult to identify and measure.
• Services requires a higher degree of customization.
• Output is intangible.
• Services are produced and consumed simultaneously.
• Customers are often involved in actual process.
• Services are more labor-intensive than manufacturing.
• Services handle large numbers of transactions.
COMPONENTS OF SERVICE QUALITY
 PEOPLE “If we take care of our people, they will take
care of our customers.”
 TECHNOLOGY - E-commerce
- Computers and information technology
QUALITY IN BUSINESS SUPPORT FUNCTIONS
FINANCE AND ACCOUNTING
- The FINANCE function is responsible for obtaining fund,
controlling their use, analyzing investment opportunities,
and ensuring that the firm operates cost effectively and
ideally profitably.
- Financial and accounting personnel who have contacts
with the customers can directly influence the service their
company provides.
- For example, in many countries, employees chart invoice
accuracy, the time needed to process invoices, and the time
needed to pay bills. In addition, they can apply quality
improvement techniques to improve their own operations.
LEGAL SERVICES
- A firm’s legal department attempts to guarantee that the
firm complies with laws and regulations regarding such
things as product labeling, packaging, safety, and
transportation; designs and words its warranties properly;
satisfies its contractual requirements; and has proper
procedures and documentation in place in the event of
liability claims against it. The rapid liability suits have made
legal services and important aspect of quality.
QUALITY ASSURANCE
- Because some managers lack the technical expertise
required for performing needed statistical test or data
analyses, technical specialist usually in the “Quality
Assurance Department’ they are the who assist the manger
in these tasks.
Quality assurance specialist perform special statistical
studies and analyses and may be assigned to work with any
of the manufacturing or business support functions.
- A customer driven quality focus must involve every
function in the organization, including manufacturing,
service and business support functions. Quality is needed
everyone’s responsibility.
COMPETITIVE ADVANTAGE
Competitive Advantage denotes firm’s ability to achieve
market superiority.
- Is driven by customer wants and needs.
- Makes significant contribution to business success.
- Matches organization’s unique resources with opportunities.
- Is durable and lasting.
- Provides basis for further improvement.
- Provides direction and motivation.
  To meet or exceed customer expectations,
Quality and Profitability organizations must fully understand all product
attributes contribute to customer value leads to
satisfaction in loyalty.

CUSTOMER SATISFACTION AND ENGAGEMENT

CUSTOMER SATISFACTION
 The result of delivering a product or service that

meets customers requirements.

 "Customer satisfaction is vital to keeping customer
and growing business."
 Customer satisfaction and loyalty have evolved into a
new concept called CUSTOMER ENGAGEMENT.
 customer satisfaction drives PROFITABILITY.
 CUSTOMER ENGAGEMENT - refers to customers
investment in a commitment in or commitment to
brand product offerings.

THE AMERICAN CUSTOMER SATISFACTION INDEX

 During 1994, The University of Michigan business
Quality and Business Results school in the American Customer Satisfaction for
 Hendricks and Singhal study of quality award winners Quality (ASQ), release the first ACSI.
 Performance results of Baldrige Award recipients  American Customer Satisfaction Index (ACSI) - an
Example: The overall Net Promoter (NP) scores (a loyalty economic indicator that measures customer
metric defined by the level of repeat sales and referrals) for satisfaction at the national level.
MEDRAD, a manufacturer of medical imaging devices, were
consistently 60 percent or higher compared to the 50
percent or higher marks for other organizations nationwide.
MEDRAD’s global customer satisfaction ratings using the NP
system steadily increased from 50 percent to 63 percent,
surpassing the best-in-class benchmark of 50 percent.

Quality and Personal Values

 Personal initiative has a positive impact on business
success
IDENTIFYING CUSTOMER
 Quality-focused individuals often exceed customer
The first step in being customer focus is to understand
expectations
 Quality begins with personal attitudes
who are your customers.
 Attitudes can be changed through awareness and
effort (e.g., personal quality checklists) WHO WILL BE YOUR TARGET MARKET?
Customers are those people who ultimately purchase and
“Unless quality is internalized at the personal level, it will use a company's product.
never become rooted in the culture of an organization.”
“Thus, quality must begin at a personal level (and that
means you!).” AT&T's CUSTOMER - SUPPLIER MODEL

CHAPTER 2: CUSTOMER FOCUS

CUSTOMER FOCUS
 might be the most important principle of quality
management.
 Without customers, you don't have a business
 Customer are important because they are the
consumers of product/service
 Customers generate profit by means of patronizing a
product
 OKYAKUSAMA- means customer or honorable guest
TWO TYPES OF CUSTOMERS
1. Internal Customer - The recipient of another's output
 Perceptions of value and satisfaction are influence by
(which the product or services or any information)
means of many factors throughout the customers
inside the organization.
overall purchase, ownership, and service experience.

2. External Customers - those who fall between the
organization and the consumer, but are not part of
the organization.
FUNDAMENTAL QUESTIONS TO IDENTIFY CUSTOMERS
1. What goods and services are produced by your work?
2. Who uses this products and services?
3. Who do I call, write, or answer questions for?
4. Who supplies the inputs to my process?
CUSTOMER SEGMENTATION
Customers generally have different requirements and
expectations.
1. Geography-is to accessible by your customers? Location
2. Demographic - age, limit, occupations, or gender of
customers that will use the product.
3. Usage- the amount of customers that will use the
product. How long it will last.
4. Volumes
5. Level Of Service
UNDERSTANDING CUSTOMER NEEDS
-It begins with a diff understanding of the people who
might use whatever product or services that eventually
emerges from its work, drawing from anthropology,
psychology, biomechanics, and others.
QUALITY DIMENSIONS OF GOODS AND SERVICES
DAVID A GARVIN - he suggested that the product have
multiple dimensions of quality.
MULTIPLE DIMENSIONS OF QUALITY
1. Performance -primary operating characteristics. Battery life
2. Features - different applications or standard
3. Reliability - It can last for a period of time
4. Conformance to rules and regulations according to law
5. Durability - product doesn't break easily. Ex.Shockproof
6. Serviceability –warranties & availability of spare parts
7. Aesthetics - overall appearance of the product
For services, research has identified;
5 PRINCIPAL DIMENSION IN CUSTOMERS PERCEPTION IN
QUALITY.
1. Reliability - The product can survive in specific condition
2. Assurance - ability to convey trust into a customers
3. Tangibles - equipment or machineries used to
perform the service
4. Empathy- degree of caring for the customers
5. Responsiveness - ability to respond or conform to
customer's needs
THE KANO MODEL OF CUSTOMER REQUIREMENT
NORIAKI KANO - professor emeritus of the Tokyo
University of Science.
-suggested SEGMENTING CUSTOMERS REQUIREMENT in
two three groups:
1. Dissatisfiers (must haves)
-basic requirements that customers expected in a
product or service.
2. Satisfiers (wants)
-requirements that customers expressly say they want.
3. Exciters/Delighters (never thought of)
-new or innovative features that customers do not
expect or anticipate.
 INNOVATIONS, however, are not excited or
delighters for long.
 As a customer became familiar with them,
exciters/delighters become satisfiers over time.
GATHERING DEVICE OF THE CUSTOMER
THE VOICE OF THE CUSTOMERS - customers requirements,
as expressed in the customer's own terms.
SOME OF THESE APPROACHES FOR GATHERING
CUSTOMER INFORMATIONS INCLUDE:
1. Comment cards and formal surveys
2. Focus groups
3. Direct customer contact
4. Field intelligence
5. Complaints
6. Internet and social media monitoring
ANALYZING VOICE OF THE CUSTOMER DATA
AFFINITY DIAGRAM
 A useful tool for organizing large volume of
information efficiently and identifying natural
patterns for group in the information.
 Main ingredient of the KJ METHOD, develop in the
1960s by KAWAKITA JIRO, a Japanese anthropologist.
LINKING CUSTOMER NEEDS TO DESIGN,
PRODUCTION, AND SERVICE DELIVERY.
VOC information must be link to design production and
delivery process.
A study of internet bank service found that customers
perceive quality along three bread categories;
1. CUSTOMER SERVICE QUALITY - reliability,
responsiveness, competence, courtesy, credibility, access,
communication, understanding the customer,
collaboration, and continuous improvement.
2. BANKING SERVICE PRODUCT QUALITY - product
quality and diverse features.
3. ONLINE SYSTEM QUALITY - content, accuracy, ease
of use, timeliness, aesthetics, and security.
MANAGING CUSTOMER RELATIONSHIP
Customer relationship can be fostered through strategic
partnership and alliances using TECHNOLOGY to
facilitate better communication with customer linkages to
internal operations.
BUILDING A CUSTOMER FOCUSED ORGANIZATION
 It must be built on good politics, good people, and
good processes.
 An organization fosters customer satisfaction and
engagement by developing trust, communicating
 with customers, and effectively managing the
interactions and relationships with customer.
KEY PROCESSES
1. Making sincere commitments to customers
2. Intruding quality customer contact
3. Selecting and developing customer contact employee
-selecting a representative of the organization for
addressing complaints
4. Managing complaints and service recovery
-vital element to maintain customer relationship
-resolving in addressing customer complaints
MEASURING CUSTOMER SATISFACTION AND
ENGAGEMENT
SOME APPROACHES THE TRUCK CUSTOMER
SATISFACTION
1. Transactional Customer Satisfaction Index
-immediate response/ feedback from customers
2. Relationship Customer Satisfaction
- specific features that a customer likes
3. Competitive Study
-comparison between products or services
DESIGNING SATISFACTION SURVEY
 The first step in developing a customer survey is to
determine its purpose; that is, what research
question does the organization wants to answer?
 Customer satisfaction measurement should not be
confined to external customers.
 The next issue to address is, who should conduct the
survey?
 Likert scale -commonly used in measuring the response.
ANALYZING AND USING CUSTOMER FEEDBACK
DEMING stressed the importance of using customers
feedbacks to improve a company's products and
processes.
 Many businesses for example, the managers annual
bonuses to a customer satisfaction result.
-This feedback from customers drives motivation to
employees to produce high quality products.
WHY MANY CUSTOMER SATISFACTION EFFORTS FAIL?
Determining and using customer satisfaction should be
viewed as a key business process.
 Just going through the motions can often lead to failure.
1. Poor measurement schemes
-improper distribution of demographics
2. Failure to identify appropriate quality dimensions
3. Failure to weight mentions approximately
4. Lack of comparison with leading competitors
-it is important to know the strengths and
weaknesses of the organization
5. Failure to measure potential and former customers
6. Confusing loyalty with satisfaction
-customers doesn't repeat purchase
MEASURING CUSTOMER LOYALTY
 SATISFACTION is different from LOYALTY.
COMMONLY USED FACTORS TO MEASURE CUSTOMER
LOYALTY:
1. Overall satisfaction
2. Likelihood of the first time purchaser to repurchase
3. Likelihood to recommend
4. Likelihood to continue purchasing the same product
or service
5. Likelihood to increase frequency of purchasing
6. Likelihood to switch to different provider
CHAPTER 3 : WORKFORCE FOCUS
WORKFORCE
-Refers to everyone who is actively involved in
accomplishing the work of an organization.
Workforce Satisfaction is strongly related to customer
satisfaction, and ultimately to business performance.
THE EVOLUTION OF WORKFORCE MANAGEMENT
FREDERICK W. TAYLOR
-promulgate the departure from the craftmanship
concept. (1990’s)
-He introduce a management approached knowns as
Scientific Management that focuses on the idea of
scientific selection of employees based on their
capabilities.
HAWTHORNE STUDIES
The Hawthorne Studies are credited with focusing
managerial strategy on the socio-psychological aspect of
human behavior organizations.
WORKFORCE MANAGEMENT
-also called Human Resource Management or HRM- this
is an organizational function which facilitates the most
valuable asset of the organization –its employees
THREE STAGES OF EMPLOYMENT CYCLE
1. Pre Hire- Planning , Job Analysis
2. Hire- Recruitment and Selection
3. Post Hiring -Training and Development, Appraising ang
Managing Performance, Compensation, Health and
Safety, Separation
Strategic Human Resource Management
- Is concerned with the contributions HR strategies make
organizational effectiveness, and how this contributions
are accomplished.
HIGH PERFORMANCE WORK CULTURE
Performance- simply means the extent to which
individual contributes to achieving the goals and
objectives of an organization.
 High Performance- refers to work approaches used to
systematically pursue ever-higher level of overall
organizational and human performance.
KAY KENDALL and GLENN BODISON
-propose five “Conditions of Collaboration”
characterized a culture of high performance:
1. Respect
2. Values
3. Purpose
4. Communication
5. Trust
PRINCIPLES OF WORKPLACE ENGAGEMENT
AND MOTIVATION
Workforce Engagement
-refers to the extent of workforce commitment, both
emotional and intellectual , to accomplishing the work,
mission, an vision of the organization.
-employees are motivated through exciting work,
responsibility, and recognition. Engagement means that
workers find personal meaning and motivation in their work.
Engagement means that workers find personal meaning
and motivation in their work
2 MOST COMMON TYPE OF MOTIVATION
1. Extrinsic Motivation: This type of motivation refers to
factors that are outside of the person
2. Intrinsic Motivation: is a type of motivation that
occurs within the individual
that
FACTOR’S OF MOTIVATION
•Leadership
•Recognition and Appreciation
•Meaning and Purpose
•Positive Company Culture
•Professional Development Opportunities
•Job Enhancement Opportunities
•Financial Benefits
•Flexible Work Schedules
•Pride
•Open Communication
•Staying up to date on Company Matters
•Job Security
•A positive work environment
DESIGNING HIGH PERFORMANCE WORK SYSTEM
Work Design –refers to how employees are organized in
formal and informal units, such as department and teams
Job Design – refers to responsibilities and task assigned
to individuals.

TOP 10 DRIVERS OF WORKFORCE ENGAGEMENT JOB DESIGN CHARACTERISTICS:

1. Commitment to Organizational values
1. Task significance
2. Knowing that customers are satisfied with products
2. Task Identity
and services. 3. Beliefs that opinions count
3. Skill Variety
4. Clearly understand work expectations
4. Autonomy
5. Understand of how personal contributions help meet
5. Feedback from the Job
customer needs.
6. Being recognized and rewarded fairly
SEVERAL COMMON APPROACHES TO WORK DESIGN:
7. Knowing that senior leaders value the workforce
1. Job Enlargement
8. Being treated equally with respect
2. Job Rotation
9. Being able to concentrate on the job and work processes
3. Job Enrichment
10. Alignment of personal work objectives to work plans

EMPOWERMENT
Employee Involvement (EI)
-simply means giving people authority.
-refers to any activity by which employees participate in
work related decisions and improvement activities, with
TEAMWORK
the objectives of tapping the creative energies of all
Team – is a group who work together and cooperate to
employees and improving their motivation.
share work and responsibility.
Teamwork breaks down the barriers among individuals,
Employee Suggestion System
departments, and line and staff functions
Is a management tool for the submission, evaluation, and
implementation of an employee's idea to save cost,
MOST COMMON TEAMS ARE:
increase quality, or improve other elements of work such
1. Management Teams
as safety.
2. Natural Work Teams
3. Self-Managed Teams
MOTIVATION
4. Virtual Teams
Saul W. Gellerman defined motivation as “the art of
5. Quality Circles
creating conditions that allow every one of us, warts and
6. Problem Solving Teams
all, to get his work done at his own peak level efficiently.
7. Project Teams

Motivation refers to the process that guides and

WORKPLACE ENVIRONMENT
maintains behaviors that help employees work towards a
Employee’s are the key stakeholder of any organization.
particular goal or effectively perform tasks.
Health and Safety have always been priorities in the most
companies.
WORKFORCE LEARNING AND DEVELOPMENT
Compensation and Recognition
-refers to all aspect of pay and reward, including
promotions, bonuses, and recognition, either monetary
and non- monetary, individual or group.

PERFORMANCE MANAGEMENT
Performance Appraisal- is a process for subjectively
evaluating the quality of an employees work.

ASSESSING WORKPLACE EFFECTIVENESS,

SATISFACTION, AND ENGAGEMENT
-Voice of the employee’s (VOE)
-Formal Surveys

MEASURING WORKFORCE ENGAGEMENT

Q12 – an instrument implemented by the
GALLUP ORGANIZATION
-These include factors like knowing what is expected in
one’s work; having the right materials and equipment to
do the job, receiving recognition and feedback on
progress and development; having opinions that count,
feeling of importance of the job; and opportunities to
learn grow and develop.