000			01999naa a2200193uu 4500
001			9013015120710
003			OSt
005			20190211164651.0
008			090130s2009 xx ||||gr |0|| 0 eng d
100	1		_aTAMBI, Abdul Malek Bin A. _936144
245	1	0	_aThe ranking of higher education institutions : _ba deduction or delusion?
260			_aOxfordshire, UK : _bTaylor & Francis, _cSeptember-October 2008
520	3		_aThe necessity to take into account the stakeholders' interests in higher education has resulted in the emergence of many performance measurement approaches that make use of performance indicators. The aim of this paper is to determine the benefits of using performance indicators for higher education and the problems associated with them. From a thorough examination of established models, it is concluded that the use of performance indicators for ranking purposes is unfounded. Performance indicators are known to bear many weaknesses such as, it is difficult to relate output to input; they only indirectly measure the achievement of objectives; and there is an ambiguity in their meanings. Their use should be restricted to highlight the areas of concerns in the higher education system. The ISO 9000 quality system was reported to have made very little progress in higher education. On a similar note, TQM, which has been widely practised in higher education institutions in the USA since the late 1980s, has not made much progress in other parts of the world. Tambi (2000) has proposed the application of Kanji's Business Excellence Model (KBEM) (Kanji, 1998a, 1998b) which can be used as a tool for quality review and enhancement of higher education institutions
700	1		_aGHAZALI, Maznah Che _936145
700	1		_aYAHYA, Norasikin Binti _936150
773	0	8	_tTotal quality management & business excellence _g19, 9-10, p. 997-1011 _dOxfordshire, UK : Taylor & Francis, September-October 2008 _xISSN 14783363 _w
942			_cS
998			_a20090130 _b1512^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c28155 _d28155
041			_aeng