- Title
- The re-invention of the Integrated Quality Management System towards continuous quality improvement: a case study of four primary schools in the Buffalo City Metropolitan area
- Creator
- Pylman, Johannes Nicholas
- Date
- 2013
- Type
- Thesis
- Type
- Doctoral
- Type
- PhD (Education)
- Identifier
- http://hdl.handle.net/10353/1410
- Identifier
- vital:26553
- Description
- Integrated Quality Management System (IQMS) consists of three policies, namely; the Developmental Appraisal System; Whole School Evaluation and Performance Management System, designed to foster a culture of continuous improvement in schools. However research has cast doubt on the integration of the three policies. It has been argued that the implementation of the three policies is fragmented, with diverse goals, multiple purposes, values that are at variance, and conflicting expectations, causing tension between personal needs and improvement needs. The aim of this study is to understand how IQMS practices and systems promote continuous improvement. This was a case study of four primary schools located in different contexts in East London District. In-depth interviews were conducted on a total of 12 participants across all the schools. There were three main findings. First, IQMS is understood and practised as an external intervention. It appears not to have been internalised as a quality management system. Second, the participants were ambivalent about the IQMS practices as enablers and as barriers of continuous improvement. A fair amount of educators did not view IQMS as daunting as some had portrayed it. Third, There were blurred lines between what participants recognised as systems and the actual practices in the implementation of the three IQMS policies . There was no evidence of systemic thinking on the part of practitioners. As far as the IQMS systems and practices are concerned, no direct mention of evaluation variables or paradigms can be found, making it somehow complex for educators to distinguish between identifiable systems and practices. Finally, the external and internal quality assurance practices seemed to have been subsumed under managerial imperatives of compliance and accountability. Educators revealed that they merely undertake the process as they are compelled to do so as an expectation or requirement by the Department of Education. Given the above findings it can be concluded that and if continuous improvement is to be achieved through the IQMS strategy, there is a need to re-invent it such that , embedded in its systems and structures is a culture of continuous improvement. The reconfiguration of IQMS should look for mechanisms for integrating the three policies. The study recommends, for practice there should be a balance between professional development of educators and managerial imperatives that demand compliance and accountability. Further study must be undertaken to unravel the three IQMS policies.
- Format
- 310 leaves; 30 cm
- Format
- Publisher
- University of Fort Hare
- Publisher
- Faculty of Education
- Language
- English
- Rights
- University of Fort Hare
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