PURPOSE: This study examines the quality management system of a large hospital in Northern India, utilising the Malcolm Baldrige National Quality Award (MBNQA) framework. It aims to identify both strengths and gaps in the hospital's practices to support continuous improvement and organisational excellence. DESIGN/METHODOLOGY/APPROACH: A structured 76-item questionnaire based on the MBNQA criteria was given to 125 staff members from medical, dental, nursing and paramedical departments. The survey responses were combined with interviews, document reviews and on-site observations. Data were analysed using the scoring system prescribed in the MBNQA model. FINDINGS: The hospital achieved a score of 64.3%, placing it in the "moderate" category. Strong performance was observed in operations and leadership, but weaker results were found in workforce focus and strategic planning. The primary issues include limited employee involvement, inadequate adaptability to change, unsatisfactory customer feedback, and a lack of robust financial performance metrics. RESEARCH LIMITATIONS/IMPLICATIONS: The findings are based on staff self-reports and do not fully capture patient perspectives, which may limit the depth of insights into service quality. Future research could include multiple hospitals, patient viewpoints and longitudinal studies to better assess changes over time. PRACTICAL IMPLICATIONS: The results offer hospital leaders a clear roadmap for improvement. Priorities include engaging and recognising staff, strengthening long-term strategic planning, improving financial accountability and enhancing patient satisfaction. Addressing these issues can help build resilience, improve efficiency and enhance the quality of care. ORIGINALITY/VALUE: This is one of the few empirical studies applying the MBNQA model in Indian healthcare. By combining quantitative scoring with qualitative insights, it provides a comprehensive view of hospital performance rather than focusing on isolated aspects.
Nasir et al. (2026) studied this question.