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Using the collaborative improvement model to improve a university hiring process

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  • Theresa Waterbury

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paper examines and analyses the application of a collaborative improvement model and its role in the redesign of an outdated and inefficient hiring process at a four-year public university.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.

Suggested Citation

  • Theresa Waterbury, 2010. "Using the collaborative improvement model to improve a university hiring process," International Journal of Productivity and Quality Management, Inderscience Enterprises Ltd, vol. 5(1), pages 75-87.
    • Handle: RePEc:ids:ijpqma:v:5:y:2010:i:1:p:75-87
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    Cited by:

    1. Lukrafka, Tatiany Oleques & Silva, Diego Souza & Echeveste, Marcia, 2020. "A geographic picture of Lean adoption in the public sector: Cases, approaches, and a refreshed agenda," European Management Journal, Elsevier, vol. 38(3), pages 506-517.

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