Dubai Customs’ Quality Culture Essay (Article)
301 licensed writers online
The Dubai Customs has over 11 international operation standards (Dubai Customs 2015). The diversity of the global standards establishes a necessity for the analysis of the quality culture within the organisation. The research focuses on the most effective methods that may be implemented to boost a quality culture of the agency. A survey was carried out to establish a number of the high quality attributes current within the organisation. Additionally, the study, which comprised of questionnaires, was discovered to be important for the identification of challenges affecting the correct implementation of a quality tradition.
The analysis used private interviews and a self-administered survey to collect info from the research members from the organisation. The personal interviews comprised a set of 5 questions that were administered to three people. The interviews contained open-ended questions that were meant to expand the scope of the analysis findings. One of the advantages of an open-ended interview is the power to collect projected and non-projected data from the analysis members. The questions centered on the managerial duties in enhancing a high quality culture for the organisation.
The self-administered survey comprised a majority of close-ended questions and some open-ended questions. However, the open-ended questions have been meant to elaborate a number of the responses from the close-ended questions. The questions focused on the roles and professional obligations of individuals. Additionally, they evaluated the degrees of relationships between the employees, the administration, and the customers. The surveys will assess some of the challenges confronted by the staff working for the Dubai Customs. The challenges will be essential in evaluating a few of the causes of a poor quality tradition within the organisation.
Two members from the executive management have been selected based mostly on their availability within the analysis timeframe. Emphasis was placed on the cargo, customs growth and human useful resource sections. The human resource and the customs and improvement directors agreed to take part within the interview. The research selected three non-govt managers to participate.
The non-govt administrators had direct influence and interactions with workers and customers. In the self-administered survey process, 15 individuals were chosen randomly from all departments. Additionally, a senior manager from the company communication part was contacted, and he agreed to take part in the survey.
The research limited the variety of members to twenty due to time constraints and the busy schedules of the goal individuals. Some of the surveys were carried out over the cellphone after realising that a face-to-face interaction was inconceivable or inconveniencing to the participant. The identities of the individuals were hid to forestall a breach into the moral research standards.
Findings and discussion
All the participants participated and completed the survey course of. The interview was characterised by brief solutions as a result of most of the individuals had been interviewed either over the cellphone or by mail because of the constricted interview schedules. The management argued that the organisation was already initiating quality enchancment methods from its QA system. Three of the interviewees considered suggestions insurance policies and performance monitoring essential components of organisational quality.
One non-govt interviewee argued that best HR practices would rework the efficiency of workers. The different interviewee argued that transparency and appropriate managerial functions have been essential in the transformation of the organisation to a quality culture. All the interviewees agreed that there have been communication and employee participation challenges. Additionally, they claimed that a good relationship between the staff and the management would transform productiveness and delivery of quality services.
In the self-administered survey, fifty five percent of the individuals thought-about HR practices and job satisfaction key components in enhancing a top quality tradition. Twenty p.c thought of efficiency monitoring acceptable in safeguarding stakeholders’ interests. Sixty % of members supported in-follow training and high quality awareness initiatives from the management.
Management practices had been discovered to have a big influence on employee performance. Employee participation in data sharing and HR practices had the very best scores from over eighty percent of the individuals. Employee participation had a imply of 1.ninety three whereas HR practices had a imply of two, with a score of one representing the best precedence.
Employee participation in information sharing, efficiency monitoring, and HR practices are a few of the best strategies that may be utilized to enhance the quality culture of Dubai customs. A high quality-training program should be carried out in all of the departments. The program should tackle best communication practices, interdepartmental coordination, data sharing, and participation in self-assessments. Additionally, the HR division ought to interact in employee motivation and reward programs (Pinder 2014). There must be a correlation between shift durations and remuneration charges. The section managers should initiate performance monitoring and mentorship packages to boost worker competence and continuous involvement in the excellence cycle.
The analysis identified five attributes that have been important for improving a quality culture within the organisation. One of the first attribute, which can be a research variable, was worker participation and communication. The variable was important in enhancing the involvement of staff in determination-making actions. Additionally, it correlated with improving the extent of engagement across all departments. It had a regular deviation of 0.799 for worker priorities and 1.forty six for the organisational responses. The other essential attribute was efficiency monitoring and feedback analysis. The attribute was discovered to be important for the evaluations of employee productiveness and efficiency.
The administration identified this attribute as essentially the most important with a variance of two.35. Additionally, the cross-tabulation imply of employees’ responses was 2.seventy three. The results showed a significant emphasis in performance monitoring by the management. The other attribute was employee job match and satisfaction. The attribute was related to applicable recruitment procedures. Additionally, it centered on job-particular roles. In the interview, one of many individuals claimed that some workers’ complaints involved being assigned roles that aren’t inside their educational qualifications.
The attribute also scored 32 p.c in the analysis of worker priorities and 36 p.c within the organisational evaluation. The different attribute was best human useful resource practices. The attribute centered on the significance of enhancing HR practices in bettering a culture of quality. Some of the best HR practices embody expertise administration, rewards, salary increments, and acceptable role allocation. The shift durations were additionally discovered to be affecting the morale and attitudes of the employees.
The attribute was strongly supported by the employees with a score of two on a scale of one to 5 (1 representing highest priority). Additionally, the employee precedence goal was at 62 p.c while that of the administration had a rating of forty four percent. The precedence rating demonstrated the significance of applicable HR practices in enhancing productiveness and efficiency amongst workers.
The final attribute was managerial attitudes towards change, communication, transparency, and integration. Managers have a big function in uniting the workforce (Goetsch & Davis 2014). Additionally, they establish and influence any tradition in an organisation (Vel, Creed & Narayan 2012). However, the questionnaire discovered a shocking perception in the organisation’s rank of quality attributes.
The attribute was the least favoured in enhancing the culture of high quality. Employees ranked the attribute last in their precedence list with a rating of 4.forty seven. Additionally, they claimed that the administration had additionally ranked the attribute final with a score of three.three. In the employee priority list, one person (6.67 %) of the members gave a ranking of between one and two. However, the state of affairs was completely different in the organisational priorities with 26.sixty seven % of individuals giving a score of between one and two. Despite the slight distinction between the two priority lists, the attribute was nonetheless ranked last.
The analysis found a robust correlation between high quality attributes and worker perceptions. Some of the challenges experienced embrace time constraints and getting the right alternative for interviewing the administration. However, the response price was very good, and the results are credible. All moral points were adopted to keep away from compromising the privateness of the respondents.
The figure 3 above exhibits the main attributes that ought to be addressed to enhance the tradition of quality within the organisation. The order of precedence emphasises on the worker involvement in choice-making actions and information sharing.
The culture of quality within the organisation depends on enhancing the HR attributes. The research found the necessity to change the relationship between the administration and the staff, in addition to the administration structure to empower staff with decision-making skills. Additionally, the research discovered that the involvement of employees within the company activities was essential to enhancing belief and dedication.
The analysis recognized five vital methods that must be implemented to enhance the culture of quality. The methods included employee involvement, acceptable HR practices, performance monitoring, employee job satisfaction, and managerial attitudes. Among these approaches, worker involvement was the best adopted by greatest HR practices.
The research confirmed a major distinction between employee precedence scores and the management quality attributes. Whereas the administration prioritised on efficiency monitoring, the workers thought-about their participation in organisational decision-making workouts important in the improvement of the organisational culture.
Additionally, the management attitudes have been found to be less important to enhancing the tradition of high quality within the organisation. However, it was discovered that the administration ought to spend money on consciousness applications by empowering the staff with choice-making expertise and customer relationship strategies. Additionally, a performance evaluation program ought to be applied to assess the efficiency and competence of all the staff. The administration also needs to improve the communication frameworks to enhance the combination of the workforce.
The research confronted numerous challenges together with time constraints and busy schedules of the individuals. The findings centered on the importance of engaging employees in high quality improvement strategies. However, additional analysis is important to analyse the importance of assessing the quality insurance policies within the organisation. The QA requirements of Dubai customs should be evaluated to evaluate their effectiveness in promoting a culture of high quality in the organisation (Ahrens 2014). Additionally, authorities laws involving the custom’s operations must be evaluated to find out whether they affect the organisation’s operations. A analysis on these exterior points can be important to develop a comprehensive strategy that would enhance the quality of the organisation.
Ahrens, T 2014, ‘Tracing the evolution of the Dubai Government Excellence Program,’ Journal of Economic and Administrative Sciences, vol. 30, no. 1, pp. 2-15.
Dubai Customs 2015, Welcome to Dubai Customs Website.
Goetsch, D & Davis, S 2014, Quality administration for organizational excellence, Pearson, New York.
Pinder, C 2014, Work motivation in organizational conduct, Psychology Press, New York.
Vel, P, Creed, B & Narayan, R 2012, ‘The corporate technique of Dubai Duty Free,’ Asian Journal of Business and Management Sciences, vol. 2, no. 6, pp. 40-fifty two.
Unfortunately, your browser is simply too old to work on this web site.