International Journal For Multidisciplinary Research
E-ISSN: 2582-2160
•
Impact Factor: 9.24
A Widely Indexed Open Access Peer Reviewed Multidisciplinary Bi-monthly Scholarly International Journal
Home
Research Paper
Submit Research Paper
Publication Guidelines
Publication Charges
Upload Documents
Track Status / Pay Fees / Download Publication Certi.
Editors & Reviewers
View All
Join as a Reviewer
Get Membership Certificate
Current Issue
Publication Archive
Conference
Publishing Conf. with IJFMR
Upcoming Conference(s) ↓
WSMCDD-2025
GSMCDD-2025
AIMAR-2025
Conferences Published ↓
ICCE (2025)
RBS:RH-COVID-19 (2023)
ICMRS'23
PIPRDA-2023
Contact Us
Plagiarism is checked by the leading plagiarism checker 
Call for Paper
Volume 7 Issue 4
July-August 2025
Indexing Partners
The Implementation of ISO 9001:2015 Quality Management Systems on the Delivery of Public Services, City Government of Baguio
| Author(s) | Ms. Sidney Faye Almazan Hambon |
|---|---|
| Country | Philippines |
| Abstract | THE IMPLEMENTATION OF ISO 9001:2015 QUALITY MANAGEMENT SYSTEMS ON THE DELIVERY OF PUBLIC SERVICES, CITY GOVERNMENT OF BAGUIO A Thesis Presented to the Faculty of the Graduate School University of the Cordilleras In Partial Fulfillment of the Requirements for the Degree MASTERS IN BUSINESS ADMINISTRATION by SIDNEY FAYE ALMAZAN - HAMBON April 2025 APPROVAL SHEET This thesis entitled “THE IMPLEMENTATION OF ISO 9001:2015 QUALITY MANAGEMENT SYSTEMS ON THE DELIVERY OF PUBLIC SERVICES, CITY GOVERNMENT OF BAGUIO” prepared and submitted by SIDNEY FAYE ALMAZAN - HAMBON in partial fulfillment of the requirements for the degree of MASTERS IN BUSINESS ADMINISTRATION has been examined and is recommended for acceptance and approval for oral examination. GRACE R. TOBIAS, PhD Adviser THESIS COMMITTEE ELIZANGELA C. BELMES, MBA JOSEPHINE S. GALANZA, DBA GABRIEL R. DE GUZMAN, MBA PANEL OF EXAMINERS APPROVED by the Committee on Oral Examination on ____________________________ with a grade of _____________. GABRIEL R. DE GUZMAN, MBA Chairperson ELIZANGELA C. BELMES, MBA JOSEPHINE S. GALANZA, DBA Member Member ACCEPTED AND APPROVED in partial fulfillment of the requirements for the degree of MASTERS IN BUSINESS ADMINISTRATION. Comprehensive Exam passed on ________________________. GRACE R. TOBIAS, PhD Dean, College of Business Administration THESIS ABSTRACT 1. Title: THE IMPLEMENTATION OF ISO 9001:2015 QUALITY MANAGEMENT SYSTEMS ON THE DELIVERY OF PUBLIC SERVICES, CITY GOVERNMENT OF BAGUIO Total No. of Pages : Text No. of Pages : 2. Researcher: SIDNEY FAYE ALMAZAN – HAMBON 3. Type of Document: Thesis 4. Type of Publication: Unpublished 5. Accrediting Institution: University of the Cordilleras, Governor Pack Road, Baguio City, Philippines 6. Keywords: ISO 9001:2015 Quality Management Systems, Public Service Delivery, Customer Satisfaction 7. Abstracts: 7.1 Rationale/Background of the Study The delivery of quality public services remains a core function of government institutions. The use of Quality Management Systems (QMS), especially ISO 9001:2015, has become a strategic measure in improving service efficiency, accountability, and customer satisfaction in the last few years. This study assesses the implementation of ISO 9001:2015 on public service delivery in the City Government of Baguio, with a focus on customer satisfaction and employee engagement. The study is based on the understanding that before the adoption of the QMS, the City Government experienced some operational problems such as non-uniformed processes, lack of transparency, and inefficiencies in measuring performance output. The Philippine Government’s thrust, through the Government Quality Management Program (GQMP), encourages all agencies to adopt ISO 9001:2015 as a means of institutionalizing a culture of continuous improvement and excellence in governance. Granted scholarship by the Development Academy of the Philippines (DAP), the City Government of Baguio went through a comprehensive QMS implementation process resulting in its certification to ISO 9001:2015 in December 2022. This study evaluates how these changes has impacted the overall public service delivery, particularly in improving organizational systems, encouraging employee accountability, and enhancing citizen trust and satisfaction. The findings aim to provide evidence-based observations on how QMS can be effective in local governance and to propose strategic interventions that can further support quality service delivery. Ultimately, the study seeks to contribute to the continuous improvement efforts of the City Government and encourage other local government units to pursue similar quality initiatives. 7.2 Summary The research aims to assess the implementation of ISO 9001:2015 on the delivery of public services in the City Government of Baguio. Specifically, this study seeks to answer the following: 1. What is the level of implementation of ISO 9001:2015 along: a. Quality planning; b. Quality control; c. Quality assurance; and, d. Quality improvement? 2. What is the level of satisfaction of stakeholders with the quality of public service along: a. Service culture; b. Employee engagement; c. Service quality; and, d. Customer service? 3. What is the relationship between the level of implementation of ISO 9001:2015 and the level of satisfaction of the stakeholders? 7.3 Findings The notable findings of this were the following: 1. On the level of implementation of ISO 9001: 2015 along: A. Quality planning[1.1] With an overall mean of 3.07, there is a moderate level of implementation of ISO 9001:2015 in the City Government of Baguio (CGOB) along quality planning across all key indicators. B. Quality control[2.1] With an overall mean of 3.03, there is a moderate level of implementation of ISO 9001:2015 in the City Government of Baguio (CGOB) along quality control across all key indicators. C. Quality assurance With an overall mean of 3.12, there is a moderate level of implementation of ISO 9001:2015 in the City Government of Baguio (CGOB) along quality assurance across all key indicators. D. Quality improvement With an overall mean of 3.08, there is a moderate level of implementation of ISO 9001:2015 in the City Government of Baguio (CGOB) along quality assurance across all key indicators. 2. On the level of satisfaction of stakeholders along: A. Service culture With an overall mean of 3.16, the stakeholders are satisfied with the public service they receive along service culture across all key indicators. B. Employee engagement With an overall mean of 3.17, the stakeholders are satisfied with the public service they receive along employee engagement across all key indicators. C. Service quality With an overall mean of 3.13, the stakeholders are satisfied with the public service they receive along service quality across all key indicators. D. Customer service With an overall mean of 3.17, the stakeholders are satisfied with the public service they receive along customer service across all key indicators. 3. On the relationship between the level of implementation of ISO 9001:2015 and the level of satisfaction of the stakeholders: According to the calculated correlation coefficient (r = 0.18), the findings reflect a high positive relationship between the extent of ISO 9001:2015 implementation and the extent of stakeholder satisfaction. That is, as the extent of ISO 9001:2015 implementation grows, stakeholder satisfaction also tends to increase. The research indicates that a greater degree of ISO 9001:2015 implementation contributes to higher stakeholder satisfaction. This is consistent with the ideals of Quality Management Systems (QMS), which focus on continuous improvement, customer orientation, and process effectiveness—factors that have a direct impact on stakeholder satisfaction. 7.4 Conclusion Based on the findings, the following are the conclusions of this research study: 1. On the level of implementation of ISO 9001: 2015 along: A. Quality planning[3.1] Quality planning management system is compliant to ISO 9001:2015 with key strength on documentation of quality planning procedures and integration of quality planning into strategic planning. B. Quality control[4.1] Good Quality control practices are seen in documentation and compliance to quality control processes ensuring consistency and traceability. C. Quality assurance Strong commitment to quality assurance is observed highlighting the adherence of CGOB to compliance, gap identification and service quality improvement. D. Quality improvement Active engagement in continuous quality improvement efforts are perceived stressing the active involvement in current quality improvement activities, having a structured mechanisms in place and demonstrating its commitment to sustaining and evaluating quality improvement activities. 2. On the level of satisfaction of stakeholders along: A. Service culture Service culture is well received wherein the city's public service delivery meets expectations in terms of professionalism, integrity, and responsiveness to customer needs. B. Employee engagement Employees are well engaged in the delivery of public service with strengths in professionalism, enthusiasm, and effective communication in delivering public services. C. Service quality The city government effectively delivers services that meet stakeholder expectations in terms of quality, reliability, timeliness, and accessibility. D. Customer service The employees of the City Government of Baguio effectively respond to the needs of stakeholders and provide adequate support in service delivery and exhibits professionalism, politeness, and responsiveness in their customer service interactions. 3. On the relationship between the level of implementation of ISO 9001:2015 and the level of satisfaction of the stakeholders: As the City Government of Baguio (CGOB) improves its implementation of ISO 9001:2015, stakeholder satisfaction also increases. This finding is in accordance with the fundamental pillars of Quality Management Systems (QMS), which focus on continuous improvement, customer focus, and effectiveness of processes—all factors that have a direct impact on stakeholder satisfaction. The positive association indicates that the implementation of ISO 9001:2015 practices not only enhance service delivery but also improves the overall stakeholder experience. 7.5 Recommendations Based on the results and findings that this research generated, the following are recommended: 1. On the level of implementation of ISO 9001: 2015 along: A. Quality planning It is recommended that the City Government of Baguio (CGOB) enhance its risk management practices through the provision of trainings and capacity building initiatives focusing on ISO 9001:2015, particularly in strategic quality management and risk-based thinking. Additionally, it should optimize resource allocation through strengthening its fiscal and financial evaluation to ensure that resources are effectively utilized to meet its quality objectives. The city should also strengthen its communication strategies by putting greater emphasis on communication and employee engagement through town hall meetings, workshops and better feedback mechanisms to ensure all stakeholders fully understand and commit to quality objectives. Continuous monitoring and evaluation should be implemented to track quality planning processes, identify gaps, and continuously improve. B. Quality control To further improve quality management, the City Government of Baguio (CGOB) must adopt more advanced and diverse quality control tools and techniques, including root cause analysis, and data-driven decision-making techniques. These tools will enhance decision-making and streamline service delivery processes. The CGOB should also improve its response to deviations by adopting more proactive measures for detecting and solving quality issues. This can be done via real-time monitoring mechanisms and strengthening corrective and preventive action mechanisms to respond more rapidly and effectively. Additionally, CGOB must emphasize constant improvement of corrective action procedures by offering more training in root cause analysis. To keep all the employees updated with the current practices, periodic training and workshops regarding ISO 9001:2015 standards and quality control tools should be provided. C. Quality assurance In order to improve the quality assurance activities of the City Government of Baguio (CGOB), it is recommended that the organization invest in ongoing and holistic staff training on quality assurance principles and ISO 9001:2015 standards. This will keep employees current with the most recent practices and enhance their competency in supporting quality assurance activities. Furthermore, CGOB needs to enhance quality control processes by analyzing and refining existing processes with the guidance of its Process Improvement Team to be effective and attuned to ongoing improvement objectives. Finally, As a result of the effectiveness of the existing internal auditing process, CGOB also needs to enhance internal auditing and review, possibly intensifying frequency or scope of audit to determine proactively weaknesses and gaps. D. Quality improvement For maximum effectiveness in quality improvement efforts, the City Government of Baguio (CGOB) must work to ensure that efforts pay off in terms of measurable and tangible service improvements. This can be done by crafting precise performance metrics to measure the direct effect of quality improvement and making effective communication about these changes to stakeholders. Moreover, CGOB needs to make the application of lessons learned and feedback more robust by putting in place a better-organized mechanism for using such learnings to inform future programs, such that feedback is used to continually enhance service quality. There also needs to be a detailed strategy on how areas to improve should be prioritized based on the probable effect of each area on delivering services. This may include carrying out more in-depth root cause analysis and involving stakeholders to make resources go where they are most needed. In addition, CGOB needs to enhance stakeholders' participation in quality improvement by inviting Civil Society Organizations, more explicitly into the process. This would enable more focused feedback, making sure that quality improvement activities meet the needs of the stakeholders and result in visible improvement in services. 2. On the level of satisfaction of stakeholders along: A. Service culture In order to further develop its service culture, CGOB can aim to develop greater transparency and accountability, confirming its commitment to ethical practice through the development of clear, easy-to-access means of accountability and open communication. Moreover, even though the company has been successful in instilling a positive service culture, it can further equip employees to enable consistent demonstration of ethical behavior across all levels and hence build stakeholders' confidence through trainings and capacity building initiatives. CGOB should also seek continuous feedback from stakeholders to identify areas where the service culture can evolve to better meet their needs. By strengthening transparency and improving ethical practice, the City Government will further strengthen its relationship with stakeholders and elevate its service culture to a higher level of trust and professionalism. B. Employee engagement In order to further increase employee involvement and stakeholder satisfaction, it is suggested that the City Government of Baguio (CGOB) should focus on improving responsiveness to stakeholder feedback by ensuring that employees actively listen to concerns and issues. Additionally, it is crucial to strengthen communication regarding service request outcomes, ensuring that stakeholders are kept informed in a timely and consistent manner. Training programs designed to improve active listening and communication skills, as well as the implementation of clear protocols for feedback management, can significantly address these areas for improvement. Furthermore, establishing regular follow-ups with stakeholders to ensure their concerns have been addressed can help increase trust and satisfaction. C. Service quality To further enhance the quality of public services, it is suggested that the City Government of Baguio (CGOB) should focus on improving timeliness by addressing issues related to processing times, response levels, and service efficiency. Streamlining internal processes, reducing delays, and improving coordination across departments could help reduce service turnaround times. Additionally, it is recommended to enhance the Citizen’s Charter and to further study the estimated time of steps to be undergone. Investing in training for employees to enhance their time management and operational efficiency could also play a significant role in improving service delivery. D. Customer service To further enhance customer service, CGOB should focus on improving problem-solving capabilities by providing employees with additional training on resolving complaints efficiently and effectively. This could include developing clear protocols for addressing common issues and empowering staff to make quicker decisions when handling stakeholder concerns. Additionally, efforts to better understand and meet stakeholders' needs can be made through strengthening the feedback mechanisms and ensuring that employees are equipped with the tools and training to more accurately assess and address individual concerns. 3. On the relationship between the level of implementation of ISO 9001:2015 and the level of satisfaction of the stakeholders It is recommended that the City Government of Baguio (CGOB) strengthen its dedication to implementing ISO 9001:2015, with a focus on further integrating its principles at all service delivery levels. This may mean having robust consistent training for employees, streamlining quality management procedures, and regularly reviewing progress to identify areas for continuous improvement. Ensuring stronger alignment of services with stakeholder requirements through constant quality checks and feedback mechanisms will be essential. ACKNOWLEDGEMENT This research would not have been possible without the guidance, support, and encouragement of many individuals and institutions to whom I am sincerely grateful. First and foremost, I would like to thank our Almighty God for the wisdom, strength, and perseverance He has blessed me with throughout this journey. His grace has sustained me through every challenge and success. My deepest gratitude goes to my thesis adviser, Dr. Grace R. Tobias, for her invaluable guidance, insights, and patience from start to finish. Your mentorship has greatly enriched the quality of this study. I would also like to acknowledge the contribution of the panel members, the chairman of the board, Dr. Josephine S. Galanza, Ms. Elizangela C. Belmes and Mr. Gabriel De Guzman, for sharing their insights. Your constructive criticisms and suggestions greatly enhanced the quality of this thesis which helped me a lot in strengthening this research study. I would also like to express my sincere appreciation to the City Government of Baguio, especially the dedicated employees and stakeholders who willingly participated and shared their time and perspectives. Your contributions served as the heart of this research. To my colleagues and friends who encouraged me and shared resources and advice during difficult times, thank you for reminding me to keep going. Finally, to my family, especially my mother, Shirley V. Almazan, who has been my anchor during my MBA journey and to my loving husband Henry A. Hambon, thank you for your unwavering support, love, and understanding. This accomplishment is as much yours as it is mine. S.F.A.H. DEDICATION This work is lovingly dedicated to the people who have been my greatest sources of strength and inspiration. To my mother, Shirley V. Almazan, thank you for your unconditional love, prayers, and constant encouragement. Your unwavering support and sacrifices have shaped the person I am today. This achievement is a reflection of your strength and guidance. To my husband, Henry, thank you for your patience, love, and belief in me, especially during the most challenging moments of this journey. Your support has been my solid foundation. To our soon-to-be bundle of joy, this is for you. May you one day look back at this work and be reminded that dedication and perseverance make all things possible. And finally, to every public servant committed to delivering excellent service, this humble work inspires you to continue making a difference with integrity, quality, and heart. FAYE TABLE OF CONTENTS TITLE PAGE………………………………………………………………………………………………………………………………1 APPROVAL SHEET……………………………………………………………………………………………………………………2 THESIS ABSTRACT…………………………………………………………………………………………………………………3 ACKNOWLEDGEMENT………………………………………………………………………………………………………………14 DEDICATION……………………………………………………………………………………………………………………………16 TABLE OF CONTENTS…………………………………………………………………………………………………………17 LIST OF TABLES…………………………………………………………………………………………………………………19 LIST OF FIGURES………………………………………………………………………………………………………………20 Chapter 1 THE PROBLEM Background of the Study……………………………………………………………………………21 Theoretical/ Conceptual Framework…………………………………………………29 Statement of the Problem…………………………………………………………………………52 Chapter 2 DESIGN AND METHODOLOGY Research Design and Methodology………………………………………………………53 Scope and Delimitations of the Study…………………………………………53 Population and Locale of the Study………………………………………………55 Data Gathering Tools……………………………………………………………………………………56 Data Gathering Procedure…………………………………………………………………………57 Treatment of Data………………………………………………………………………………………….58 Chapter 3 PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA……………………61 Chapter 4 CONCLUSIONS AND RECOMMENDATIONS Conclusions……………………………………………………………………………………………………………99 Recommendations………………………………………………………………………………………………102 Expected Outcome and Strategies……………………………………………………117 REFERENCES…………………………………………………………………………………………………………………………123 APPENDICES Letter of Request to the Respondents………………………………………130 Survey Questionnaires to CGOB Employees………………………………131 Survey Questionnaires to CGOB Clients/ Customers………134 Pearson’s Correlation Analysis………………………………………………………136 CURRICULUM VITAE…………………………………………………………………………………………………………138 LIST OF TABLES Table No. Table Title Page 1 Profile of the City Government of Baguio Employees………………………………………………………………………………………………. 61 2 Profile of the City Government of Baguio Stakeholders……………………………………………………………………………………… 64 3 Level of Implementation of ISO 9001:2015 along Quality Planning……………………………………………………………………………… 66 4 Level of Implementation of ISO 9001:2015 along Quality Control………………………………………………………………………………… 70 5 Level of Implementation of ISO 9001:2015 along Quality Assurance…………………………………………………………………………… 74 6 Level of Implementation of ISO 9001:2015 along Quality Improvement……………………………………………………………………… 77 7 Level of Implementation of ISO 9001:2015: Summary Table……………………………………………………………………………………… 80 8 Level of Satisfaction of Stakeholders with the Quality of Public Service along Service Culture……………………………………………………………………………………………………… 83 9 Level of Satisfaction of Stakeholders with the Quality of Public Service along Employee Engagement……………………………………………………………………………………………. 86 10 Level of Satisfaction of Stakeholders with the Quality of Public Service along Service Quality……………………………………………………………………………………………………. 89 11 Level of Satisfaction of Stakeholders with the Quality of Public Service along Customer Service……………………………………………………………………………………………………… 92 12 Level of Satisfaction of Stakeholders with the Quality of Public Service: Summary Table……………. 95 LIST OF FIGURES Figure No. Table Title Page 1 Seven Quality Management Principles………………………… 37 2 Research Paradigm………………………………………………………………………. 51 CHAPTER 1 THE PROBLEM Background of the study The public sector plays a vital role in providing basic and essential services such as healthcare, education, transportation, infrastructure, and public safety to citizens (Savas, 2018). Government agencies are responsible for ensuring that these services are accessible, unbiased, and of high quality, regardless of geographic location, income level, or demographic features. Government agencies establish regulatory frameworks, standards, and guidelines to manage the delivery of services and ensure compliance with quality and safety requirements (Hood, 2018). Regulations may cover areas such as licensing, accreditation, certification, and performance metrics to monitor and enforce service quality standards across sectors. Various countries around the world have implemented and continued to apply Quality Management Systems (QMS) and its frameworks, such as the International Organization for Standardization (ISO) 9001, to improve quality in the public sector. QMS implementation aids organizations standardize processes, identify and address deficiencies, and improve product or service quality (Gando et al., 2018). By establishing clear quality objectives, specifications, and control measures, QMS enables organizations to constantly deliver products or services that meet or exceed customer expectations. In addition, QMS fosters a culture of continuous improvement, learning, and innovation within organizations, driving organizational performance and excellence (Bartolacci et al., 2019). By promoting employee involvement, empowerment, and cross-functional collaboration, QMS enables organizations to adapt to changing market conditions, seize opportunities, and achieve strategic objectives. Moreover, QMS implementation builds stakeholder confidence and trust by ensuring transparency, accountability, and reliability in organizational processes and outcomes (Yadav et al., 2019). By providing evidence of adherence to quality standards and best practices, organizations can build strong relationships with its stakeholders. The fundamental reason why government organizations implement QMS is to improve the caliber of services provided to clients, both internal and external. Based on the 2018 ASEAN Regulatory Quality and Government Effectiveness indicators, the Philippines only ranked 5th among the countries in South East Asia. To address the growing concerns on the provision of quality services to the public, the Government Quality Management Program (GQMP) of the Philippines was crafted. The GQMP aims to promote and enhance public sector performance through the adoption of ISO 9001:2015 Quality Management Systems in all agencies of the government, to develop an institutional infrastructure that shall provide certification with international accreditation, to establish citizen’s charter of key government offices that shall be provided to the transacting public as government’s manifestation of service guarantee and to recognize citizen-driven government organizations that have attained ISO 9001:2015 certification for other government agencies to emulate. In order to achieve the objective of a reliable, responsive and transparent public sector organization, it is necessary to seek ISO 9001 certification once a public sector organization has achieved a level that allows it to provide consistent, conforming services to its citizens. It should look beyond conformance to performance and consider the utilization of excellent models to improve its overall efficiency. (Executive Order No. 605, s. 2007). Several studies show the benefits of QMS on private and government organizations. Despite the widespread adoption of ISO 9001:2015 as a framework for quality management, there exists a significant gap in understanding its specific impact on enhancing organizational performance, particularly within the unique context of local governance which urged the researcher to conduct this study. As of January 14, 2020, only 42 out of 1,715 LGUs in the Philippines or only 2.4% are ISO 9001:2015 Quality Management Systems Certified. In addition, government organizations in the Philippines are now faced with a significant challenge: to secure and maintain the trust and confidence of the citizenry (Development Academy of the Philippines, 2014). In fact, during the COVID19 pandemic in 2020, according to the data of Philippine Trust Index, one of the most intensive and regarded surveys, compared to other organizations, the government is one of the least trusted organization with 20 percent trust rating (Inquirer.net, 2021). Last May 2021, the City Government of Baguio was fortunate to receive a grant from the Development Academy of the Philippines (DAP) to facilitate the establishment of a Quality Management System (QMS) certifiable to ISO 9001:2015. The DAP, through its Government Quality Management Program (GQMP), provides technical assistance to qualified Local Government Units (LGUs) in the adoption and implementation of ISO 9001:2015. To be granted this assistance, an LGU must demonstrate its commitment to quality improvement, submit a formal expression of interest, and comply with DAP’s documentary and readiness requirements, including the designation of a QMS Core Team, availability of a priority frontline service, and endorsement from the head of the LGU. The assistance covers capacity-building activities, technical guidance, and internal audit support toward ISO certification. The City Government is one of the fourteen agency beneficiaries to be granted technical assistance by DAP until it is granted with the ISO 9001:2015 Certificate. The ISO certification ensures the delivery of quality and improved public service as well as an organization’s commitment to a culture of quality and continuous improvement. An orientation on ISO 9001:2015 Quality Management Systems was held at the Baguio Convention and Cultural Center and via an online platform to ensure the awareness, understanding and appreciation of service quality in the public sector and ISO 9001:2015 QMS of all employees. The constitution of the QMS Core Team and Sub-teams for the City Government of Baguio was formalized through Executive Order No. 91, Series of 2021 by the City Mayor. From June 8 to November 19, 2021, various trainings and workshops were conducted by DAP in coordination with the QMS Core Team such as: Training Course on ISO 9001:2015 Quality Management System Requirements and Documentation, Workshop on Process Mapping and Risk-Based Quality Planning, Training Course on 5S Quality Workplace, Workshop on Quality Management System Documentation, Workshop on Process Improvement, Training Course on ISO 19011:2015 Guidelines for Auditing Management Systems, Workshop on Auditing Quality Management Systema and Training Course on Root Cause Analysis and Corrective Action Formulation. During the duration of the trainings and workshops, all 18 Departments of the City Government of Baguio were well represented. By having representatives from all departments, there is an opportunity to ensure that everyone has a comprehensive understanding of how ISO requirements apply to specific roles and responsibilities. In addition, this cross-functional understanding promotes alignment and consistency in implementing ISO standards across the organization. To ensure that the City Government conforms with the standards, a readiness assessment activity lead by DAP was conducted in December 2021 which aims to determine the conformance of the QMS documentation and implementation against the minimum requirements of ISO 9001:2015 standard. The assessment concluded that the City Government of Baguio is Certainly Certifiable which means that only less than 20% of the audit findings are nonconforming with the standards. Then, DAP recommended that the City Government be given enough time to prepare to fulfill 100% of the requirements of the standard. After more than a year of hard work and perseverance, the City Government of Baguio was conferred with the ISO 9001:2015 Certification last December 2022 by the third-party auditor, TÜV NORD Philippines Incorporated. The certification was granted following a rigorous audit process aligned with TÜV NORD’s internationally recognized standards, which include a thorough evaluation of the organization’s context, leadership commitment, planning, support, operation, performance evaluation, and continual improvement processes. The audit also assessed the City's compliance with ISO 9001:2015 requirements in delivering consistent, customer-focused public services and maintaining an effective Quality Management System. Before the implementation of a Quality Management System in the City Government of Baguio, the following challenges have been observed and was part of the client satisfaction survey report. First, lack of standardized processes. The City Government has its existing policies on documentation of procedures. However, not all processes are well documented leading to inconsistencies and inefficiencies in service delivery. In addition, the absence of standardized procedures can result in confusion among employees and hinder the effective management of resources. Further, low customer satisfaction. Inconsistent processes and inadequate service standards can contribute to low levels of customer satisfaction among citizens and businesses. Residents may experience delay, unclear procedures, and lack of responsiveness from the government; and, difficulty in performance measurement. The City Government has its existing performance metrics which was crafted by the Project Management Team. Without standardized performance metrics, LGUs find it challenging to measure their own effectiveness and efficiency. This lack of measurement tools makes it difficult to identify areas for improvement and track progress over time. This study focuses on the implementation of ISO 9001:2015 on the delivery of public services in the City Government of Baguio. The study covers only vital areas of public service such as client satisfaction and employee engagement in relation to the implementation of ISO 9001:2015 in the City Government of Baguio. The study’s result will help enhance the City Government’s overall organizational performance and this will aid in its commitment to continuously provide and improve quality services. Moreover, strategies on quality service delivery may be proposed to the City Government. Theoretical Framework In this study, the researcher utilized the ISO 9001 Quality Management System and Total Quality Management (TQM) as the main guiding principles. The concepts and definitions of quality, the principles of ISO 9001:2015, its four main components, and their alignment with the philosophies of TQM were thoroughly discussed. Total Quality Management, with its emphasis on continuous improvement, customer focus, and involvement of all employees, was examined as a complementary framework to ISO 9001:2015 in enhancing organizational performance. Furthermore, customer satisfaction in relation to various factors such as service culture, employee engagement, service quality, and customer service was also presented. Concept and Definitions of Quality Quality is a multidimensional concept that incorporates various aspects of excellence, value, and meeting customer expectations. It goes beyond mere product features or specifications to include factors such as reliability, durability, performance, and customer satisfaction (Ding et al., 2018). Quality is often viewed as a holistic attribute that reflects the overall superiority of a product, service, or process in delivering value to customers and stakeholders. According to Ding et al. (2018), quality is defined as "the degree to which a set of inherent characteristics fulfills requirements." This definition emphasizes the association between product or service characteristics and customer needs or requirements. Quality is measured by the extent to which a product or service meets or exceeds customer expectations and delivers value in terms of functionality, performance, and reliability. Another definition proposed by Zeng and Xu (2019) describes quality as "the degree to which a product or service fulfills the requirements of customers." This definition stresses the customer-centric nature of quality, emphasizing the importance of understanding and meeting customer needs, preferences, and satisfaction criteria. Quality is determined by the extent to which a product or service meets customer expectations and provides tangible benefits or advantages over alternatives. From a customer-centric perspective, quality is defined by the extent to which a product or service meets or exceeds customer expectations and delivers value in terms of utility, performance, and satisfaction (Liker, 2018). Customer perceptions of quality are influenced by their experiences, preferences, and perceived value proposition, highlighting the importance of understanding and addressing customer needs in quality management practices. ISO 9001: 2015 Quality Management Systems Quality management system (QMS) is a set of interconnected processes designed and executed for the purpose of meeting customer requirements. It is clear from the definition of the QMS that quality is limited to initial compliance with client requirements. The first step toward achieving quality goals is initial compliance with client requirements. Quality management principles are a set of fundamental beliefs, norms, rules and values that are accepted as true and can be used as a basis for quality management. These can be used as a foundation to guide an organizations performance improvement (ISO, 2015). The ISO 9001:2015 standard, the latest version of ISO 9001, is embedded with seven quality management principles. These principles, the fundamentals of any quality-oriented work organization, are the following: 1. Customer Focus 2. Leadership 3. Engagement of people 4. Process approach 5. Improvement 6. Evidence-based decision making 7. Relationship management The above principles have contributed to the establishment of ISO 9001:2015. It is well known that the ISO 9001 standard’s guiding principle provide guidance to those tasked with documenting and establishing it for the benefit of all relevant parties. A strong belief in the implementation of these principles makes the roadmap that is adaptable enough to deal with unforeseen and abrupt changes in the surrounding environment. Strong support for implementing these ideas results in a quality roadmap that is adaptable enough to deal with unforeseen and abrupt changes in the workplace. Starting with, customer focus. The primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations. In addition, this suggests that organizations rely on their customers, hence organizations must understand the present and potential customers’ needs as well as to be able to exceed customer expectations because customers are an organization’s lifeblood. The customer focus principle is addressed and reflected in the ISO 9001 standard requirements by: communication with customers; care for customer property; the determination of customer needs and expectation; appointment of a management or operations representative; and finally, a top management commitment. The second quality principle is leadership which implies that leaders at all levels should establish unity of purpose and direction and create conditions in which people are engaged in achieving the organization’s quality objectives. This is where motivation should be improved by leaders of the organization. They are responsible for creating an environment which promotes empowerment leading to higher productivity. The concept of leadership is the cultural transition from aggravation to motivation within the organization. This principle is reflected in the standard by setting up organization objectives such as planning, internal communication and creating and effective work environment. The third quality principle is concerned with engagement of people. Engagement of people suggests that each worker is vital and their engagement boosts productivity and has advantages for the organization. Competent, empowered and engaged people at all levels throughout the organization are essential to enhance its capability to create and deliver value. This principle is reflected in the standard by reviewing designs, defining objectives at different functions of the organization, ensuring that employees are motivated, having effective communication channels, and identifying the competence needs. The fourth quality principle is based on process approach. This principle centers on an organization’s approach to production and business operations, irrespective of the complexity of the operations system. Thus, consistent and predictable results are achieved more effectively and efficiently when activities are understood and managed as interrelated processes that function as a coherent system. This quality principle can be found from the standard and reflected by identifying processes, defining process inputs and outputs, and providing the infrastructure, information and resources for processes to function. The fifth quality principle is improvement. The standard suggests continual improvement. This introduces the idea that a process needs to be designed, created, and put into place in order to deal with any changes in the QMS or, at the very least, maintain customer satisfaction. Hence, successful organizations have an ongoing focus on improvement. This principle is reflected in the standard through improving processes, identifying improvements, and reviewing documents and processes for opportunities of improvement. The sixth quality principle is evidence-based decision making. This approach essentially pushes the organization to make the right preventive and corrective decisions by using objective data analysis rather than subjective judgments or feelings. Because decisions based on the analysis and evaluation of data and information are likely to produce desired results. As a result, a company must implement a measuring process to confirm outcomes against inputs and, when needed, validate procedures. This principle is reflected in the standard through management reviews; monitoring tools to obtain facts; control of measuring devices; analysis to obtain facts from information; records for documenting facts; and approval based on facts. The last quality principle is relationship management. An organization's performance is influenced by interested parties such as suppliers. A company's chances of achieving sustained success are higher when it maintains relationships with all of its stakeholders to maximize their influence on its execution. It is especially crucial to manage relationships with its networks of partners and suppliers. Therefore, a quality control and assurance process have to be adopted by the organization in relation to their suppliers. The principle is addressed in the standard through control of suppliers; evaluation of suppliers; and analysis of the supplier data. Figure 1. Seven Quality Management Principles The Four Main Components of a Quality Management System In general, quality management consists of these four pillars: quality planning, quality control, quality assurance and quality improvement. These play crucial roles in ensuring the effectiveness, efficiency and consistency of an organization’s operations. Likewise, each component is essential for achieving organizational objectives, meeting customer requirements, and driving continuous improvement. When combined, they provide a thorough framework for controlling quality throughout all of an organization's operations, goods, and services. The first component is quality planning. ISO 9001:2015 emphasizes the importance of quality planning as part of its requirements for establishing a QMS (Heras-Saizarbitoria et al., 2018). Organizations are required to determine the processes needed for the QMS and define measures for their effectiveness, including quality objectives, product or service requirements, and process performance metrics. In addition, the standard encourages organizations to document their quality planning processes, including procedures, work instructions, and quality plans (Lee et al., 2018). Quality planning involves mapping out key processes, identifying inputs, outputs, and process interfaces, and documenting procedures for implementing and controlling these processes. The second component is quality control. ISO 9001:2015 emphasizes the importance of quality control as part of its requirements for establishing a QMS (Heras-Saizarbitoria et al., 2018). Organizations are required to plan and implement processes for monitoring, measurement, analysis, and evaluation to ensure product or service conformity and customer satisfaction. Moreover, the standard requires organizations to document quality control activities, including procedures, work instructions, and records of monitoring and measurement results (Madzharova & Todorova, 2018). Quality control involves maintaining accurate and up-to-date documentation to demonstrate compliance with quality requirements and regulatory standards. The third component is quality assurance. ISO 9001:2015 emphasizes the importance of quality assurance as part of its requirements for establishing a QMS (Heras-Saizarbitoria et al., 2018). Organizations are required to plan and implement processes for ensuring that products or services meet identified quality requirements and customer expectations. Quality assurance involves standardizing processes, methods, and measures to ensure consistency and uniformity in product or service delivery. Moreover, it requires organizations to ensure that personnel performing quality assurance activities are competent and adequately trained to carry out their responsibilities (Hwang et al., 2019). Quality assurance involves providing training and development opportunities to enhance employee skills and knowledge in areas such as quality management, auditing, and assessment. And, the last component is quality improvement. ISO 9001:2015 is based on the principle of continuous improvement, which is inherent in its requirements for organizations to enhance the effectiveness of their QMS (Luu et al., 2019). Quality improvement involves identifying opportunities for improvement, implementing corrective and preventive actions, and monitoring the results to achieve ongoing performance improvement. Likewise, the standard encourages organizations to apply the Plan-Do-Check-Act (PDCA) cycle as a systematic approach to quality improvement (Steyn et al., 2018). Quality improvement involves planning changes, implementing them, evaluating their effectiveness through monitoring and measurement, and taking corrective actions as necessary to achieve desired outcomes. Futhermore, it promotes data-driven decision-making processes, which involve collecting, analyzing, and interpreting data to identify trends, patterns, and opportunities for improvement (Lee et al., 2018). Quality improvement involves establishing performance metrics, conducting root cause analysis, and using data to prioritize improvement programs and measure their impact. ISO 9001 and its relation to Total Quality Management (TQM) QMS is often integrated as an initial element within the broader context of TQM, which encompasses organizational culture, leadership, continuous improvement, and customer focus (Hwang et al., 2019). QMS provides the structured approach and tools for implementing TQM principles and practices, ensuring consistency, standardization, and accountability in quality management processes. Both QMS and TQM emphasize the importance of customer satisfaction as a central goal of quality management (Hashmi et al., 2019). QMS standards such as ISO 9001 require organizations to identify and meet customer requirements, while TQM emphasizes exceeding customer expectations through continuous improvement and innovation. QMS and TQM share a common emphasis on process orientation and continuous improvement to enhance product or service quality (Yusof et al., 2018). QMS provides the framework for documenting, monitoring, and improving processes, while TQM promotes a culture of continuous learning, problem-solving, and innovation to drive organizational excellence. QMS and TQM rely on data-driven decision-making processes to identify root causes of quality issues, assess performance, and drive improvement initiatives (Sotiriadis et al., 2020). QMS provides mechanisms for data collection, analysis, and reporting, while TQM promotes the use of statistical tools, quality circles, and benchmarking to make informed decisions and prioritize improvement opportunities. QMS and TQM align quality management efforts with organizational goals, strategies, and stakeholder expectations to achieve excellence and sustainable competitive advantage (Prado et al., 2018). QMS certification demonstrates organizational commitment to quality excellence, while TQM fosters a culture of total quality mindset, leadership commitment, and customer-centricity throughout the organization. ISO Implementation and Customer Satisfaction Level Implementing ISO 9001:2015 often leads to improved product and service quality, which can positively impact customer satisfaction (Bröring et al., 2019). By adhering to the requirements of ISO 9001:2015, organizations focus on meeting customer needs and expectations, resulting in higher satisfaction levels. Likewise, the standard emphasizes the importance of customer focus throughout the organization, leading to a greater understanding of customer requirements and preferences (Heras-Saizarbitoria et al., 2018). This increased customer orientation can lead to higher levels of satisfaction as products and services are tailored to better meet customer needs. And, the certification can enhance an organization's reputation for quality and reliability, leading to increased trust and integrity among customers (Steyn et al., 2018). Customers are more likely to be satisfied when they perceive an organization as trustworthy and capable of consistently delivering high-quality products and services. Organizational Culture/ Service Culture Customer satisfaction is influenced by various factors, including the organizational culture of a company. Organizational culture shapes the values, behaviors, and practices of employees, which in turn impact the quality of products or services delivered to customers. A customer-centric culture that prioritizes excellence, innovation, and ethical conduct promotes positive interactions with customers and contributes to higher levels of satisfaction (Salman, 2019). Organizational culture plays a crucial role in shaping service quality and customer satisfaction. Research indicates that organizations with a strong customer-focused culture tend to deliver superior service quality, leading to higher levels of customer satisfaction and loyalty (Chakraborty et al., 2018). A culture that values customer feedback, empowers employees to exceed customer expectations, and promotes a sense of ownership towards customer satisfaction is more likely to achieve positive outcomes in terms of service quality and customer relationships. Employee Engagement Customer satisfaction is closely linked to employee engagement, as engaged employees are more likely to deliver exceptional customer service and create positive experiences for customers. Engaged employees are more likely to interact positively with customers, demonstrating enthusiasm, empathy, and a willingness to go above and beyond to meet their needs (Memon et al., 2018). These positive interactions contribute to increased customer satisfaction and loyalty. Engaged employees often feel empowered and trusted to make decisions that benefit the customer (Albrecht, 2019). When employees have independence in their roles and feel supported by their organization, they are better able to address customer concerns and resolve issues effectively, leading to higher levels of satisfaction and are more likely to be knowledgeable about products or services, enabling them to provide accurate information and tailored recommendations to customers (Lee et al., 2018). Organizations with high levels of employee engagement tend to have a positive work culture characterized by teamwork, collaboration, and mutual respect (Albrecht, 2019). When employees feel valued and supported, they are more likely to extend the same level of care and respect to customers, leading to improved satisfaction. Service Quality Customer satisfaction is intricately linked to service quality, as the perceived quality of service directly influences customers' experiences and overall satisfaction levels. Service quality is a critical factor of customer satisfaction, incorporating factors such as reliability, responsiveness, assurance, empathy, and consistency. Organizations that prioritize and excel in delivering high-quality services are more likely to achieve higher levels of customer satisfaction and loyalty. Service reliability, characterized by consistent and dependable service delivery, is a key determinant of customer satisfaction (Hartini et al., 2018). Customers expect services to be delivered accurately and on time, and any deviation from this expectation can result in dissatisfaction. Responsiveness refers to the willingness and ability of service providers to address customer needs quickly and efficiently (Zeithaml et al., 2019). Customers value quick response times and proactive communication, and service quality in this regard directly impacts satisfaction levels. Assurance pertains to the competence, credibility, and professionalism exhibited by service providers (Rahman et al., 2018). When customers feel confident in the knowledge and expertise of service personnel, they are more likely to trust the service being delivered, leading to higher satisfaction. Empathy involves understanding and addressing the distinctive needs and concerns of individual customers (Hartini et al., 2018). Service providers who demonstrate empathy by actively listening to customers, showing understanding, and providing personalized assistance contribute to greater satisfaction. Consistency in service delivery across different areas and interactions is essential for maintaining customer satisfaction (Hartini et al., 2018). Customers expect consistent quality each time they interact with a service provider, and any changes in performance can lead to dissatisfaction. Customer Service Customer satisfaction is closely linked to the quality of customer service provided by organizations. Timeliness and responsiveness, effective communication, problem resolution, personalization, consistency across channels, and service recovery are key factors that contribute to customer satisfaction and loyalty. Prompt and responsive customer service is crucial for enhancing satisfaction levels. Customers value quick responses to inquiries, efficient resolution of issues, and minimal waiting times (Hartini et al., 2018). Research suggests that timely and responsive service significantly contributes to overall satisfaction (Rahman et al., 2018). Effective communication plays a vital role in customer service satisfaction. Clear and transparent communication helps manage customer expectations, build trust, and promote positive relationships (Zeithaml et al., 2019). Studies have shown that effective communication positively influences customer perceptions of service quality and satisfaction (Hartini et al., 2018). The ability to effectively resolve customer issues and complaints is a key driver of satisfaction. Customers expect service providers to address their concerns promptly and efficiently, leading to a positive service experience (Rahman et al., 2018). Research indicates that successful problem resolution has a significant impact on overall satisfaction levels (Hartini et al., 2018). Personalized customer service that demonstrates empathy and understanding towards individual customer needs can greatly enhance satisfaction levels (Zeithaml et al., 2019). Customers appreciate service providers who go the extra mile to tailor their dealings and offerings to meet specific requirements (Hartini et al., 2018). Consistency in service delivery across different channels and areas is essential for ensuring a seamless customer experience. Customers expect uniform levels of service quality whether they interact with an organization in person, over the phone, or online (Rahman et al., 2018). Maintaining consistency across channels is critical for promoting satisfaction and loyalty. Effective service recovery mechanisms are vital for restoring customer satisfaction in the event of service failures or errors. Organizations that promptly address and resolve customer complaints demonstrate commitment to customer service excellence, which can mitigate negative experiences and enhance overall satisfaction (Zeithaml et al., 2019). Assessing The Impact of ISO 9001:2015 Implementation on the Service Delivery of The National Irrigation Administration (NIA) Regional Office VIII (Pascua et al., 2024) This study assesses the ISO 9001:2015 implementation on service delivery and operational efficiency at the National Irrigation Administration (NIA) Regional Office VIII. Key findings show that 65% of respondents reported improvements in operational efficiency, particularly through standardized processes that streamlined workflows. However, 48% indicated that additional documentation requirements slowed down operations. In terms of service delivery, 35% of respondents observed greater consistency and reliability, while 31% experienced delays due to the time-consuming nature of compliance procedures. Despite these gains, challenges such as resource constraints and resistance to change limited full adoption, particularly among senior management. The study highlights that while ISO 9001:2015 enhanced both operational efficiency and service delivery, the increased documentation burden and procedural complexity introduced operational slowdowns. These findings offer valuable insights into the dual impact of ISO 9001:2015 in public sector organizations, illustrating its potential for improving service delivery while underscoring the challenges of maintaining efficiency amid compliance demands. Research Paradigm Statement of the Problem The research aims to assess the implementation of ISO 9001:2015 on the delivery of public services in the City Government of Baguio. Specifically, this study seeks to answer the following: 1. What is the level of implementation of ISO 9001:2015 along: a. Quality planning; b. Quality control; c. Quality assurance; and, d. Quality improvement? 2. What is the level of satisfaction of stakeholders with the quality of public service along: a. Service culture; b. Employee engagement; c. Service quality; and, d. Customer service? 3. What is the relationship between the level of implementation of ISO 9001:2015 and the level of satisfaction of the stakeholders? CHAPTER 2 DESIGN AND METHODOLOGY In this chapter the method and procedures in the conduct of this research are presented. It specifically discusses the research design and methodology, the population and locale of the study, data gathering tools and procedures, and treatment of data. Research Design and Methodology In this research, the researcher used the descriptive method since the objective of the study is to determine the level of implementation of ISO 9001:2015 of the City Government of Baguio and the level of satisfaction of stakeholders with the quality of public service delivered by the workforce of the City Government and knowing the relationship between the two variables alongside with the given aspects. Scope and Delimitations of the Study This study focuses on evaluating the implementation of ISO 9001:2015 Quality Management Systems (QMS) in relation to the delivery of public services by the City Government of Baguio. It covers the extent to which the principles and components of ISO 9001:2015—specifically quality planning, quality control, quality assurance, and quality improvement—are being implemented within the city government's operations. The study further evaluates the level of satisfaction of key stakeholders—including citizens, clients, and internal employees—regarding the quality of public services along four dimensions: service culture, employee engagement, service quality, and customer service. It also aims to determine the relationship between the level of ISO 9001:2015 implementation and stakeholder satisfaction. The scope of this study is delimited to the frontline offices and services of the City Government of Baguio that are directly involved in the ISO 9001:2015 implementation and have undergone certification or alignment with QMS standards. It does not include other local government units or agencies outside the city. The study is limited to data gathered within the specified timeframe of the research, and the results are based on the responses and perceptions of selected internal and external stakeholders through survey questionnaires. Population and Locale of the Study The research is composed of two sets of respondents. For the level of implementation (SOP 1), the respondents were the City Government employees who were already employed on or before the implementation of ISO 9001:2015 having years in service of at least three (3) years. The government employees are chosen as respondents for this study because of their integral role in quality management processes, their unique perspectives on organizational culture and change, and their direct involvement in public service delivery and administration. Their insights and feedback contribute to a comprehensive understanding of the implementation and effectiveness of ISO 9001 initiatives within the City Government context. Then, for the level of satisfaction (SOP2), the respondents were stakeholders specifically, the customers of frontline services or the business owners in Baguio City. Stakeholders or customers are chosen as respondents for assessing the level of satisfaction because their perspectives and feedback are essential for dynamic organizational performance, promoting continuous improvement, and building positive relationships. Their satisfaction serves as a significant benchmark for evaluating the effectiveness and success of the City Government’s services, and processes. Both respondents were designated through purposive sampling which allows the selection of respondents who are most relevant to the research question to ensure that the data collected is rich and directly pertinent to the research objective leading to more meaningful and focused findings. A total of 360 respondents participated in this study, 180 employees of the City Government and 180 stakeholders from the frontline services.[5.1] Data Gathering Tool[6.1] The researcher used two self-constructed survey-questionnaires as the data gathering tool to answer the problems o |
| Keywords | ISO 9001:2015 Quality Management Systems, Public Service Delivery, Customer Satisfaction |
| Field | Business Administration |
| Published In | Volume 7, Issue 4, July-August 2025 |
| Published On | 2025-07-07 |
Share this
E-ISSN 2582-2160
doi
CrossRef DOI is assigned to each research paper published in our journal.
IJFMR DOI prefix is
10.36948/ijfmr
Downloads
All research papers published on this website are licensed under Creative Commons Attribution-ShareAlike 4.0 International License, and all rights belong to their respective authors/researchers.
