Demands by higher education stakeholders in the late 1980s to early 1990s, led the higher education sector to focus on issues of effectiveness, accountability and efficiency. This was as true in the West Indies as elsewhere in the world. The University of the West Indies (UWI) reviewed its governance structure and established an academic quality assurance mechanism to respond to these challenges. More than a decade has passed since the implementation of this major initiative, and quality has since formed an integral part of the UWI’s strategic plans since 1997. Concerns have continually been raised however about the quality of the service provided. This is the focus of this study. This topic was explored and evaluated through the use of three units of analysis using a qualitative case study of the Mona campus. The methods used to gather data were essentially qualitative, using interviews, focus groups, and documentary research. The theoretical orientation was grounded in the quality literature, drawing on both the industrial literature as well as that in higher education. My findings paved the way for judgments which indicated that various quality procedures are employed in different parts of the UWI, Mona Campus. Some of these procedures do not seem to have produced the overall quality culture of excellence which was intended. Out of the information and commentaries produced by the respondents a unified quality framework has been produced that pays attention to effective procedures, processes, and systems. These criteria were assembled in a model to inform practice at the UWI and enhance the overall transformation process of the 2007-2012 Strategic Plan.
|Date of Award||1 Mar 2010|
|Supervisor||Ian Jamieson (Supervisor)|
- higher education