Exploring Innovative and Effective Methods for IQA - Research Framework
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The document discusses a research project by IIEP that explores innovative methods for internal quality assurance (IQA) in higher education, highlighting the challenges and the need for sustainable improvement. It outlines a case study approach involving eight universities across various regions, aiming to understand effective IQA systems and their impact on academic quality and management. The methodology includes qualitative and quantitative data collection, while acknowledging limitations in generalizability and focus areas.
Exploring Innovative and Effective Methods for IQA - Research Framework
- 1. EXPLORING INNOVATIVE AND EFFECTIVE METHODS FOR IQA – RESEARCH FRAMEWORK CIES Conference, Vancouver 6-10 March 2016 MICHAELA MARTIN, IIEP Programme Specialist An IIEP research project
- 2. THIS PANEL The IIEP research project on « Exploring innovative and effective solutions for internal quality assurance (IQA)» The case of IQA at Xiamen University A comparative overview on the research findings A commentary on the project
- 3. 1. Introduction « Quality crisis » in higher education since 1980s International trend : External Quality Assurance (EQA) Since 2000, EQA is a major focus of research and capacity development at the UNESCO/IIEP But without IQA, no sustainable quality improvement IQA therefore is a major reform strand in HE worldwide
- 4. 2. Variation in definition of IQA Internal Quality Assurance: procedures and instruments which measure whether a higher education institution is in line with external standards and its own development goals in its fields of activities (UNESCO). IQA refers to quality enhancement processes if they are directly derived from measurement procedures and instruments (ESG) IQA systems are an integrated whole which together support quality policy and institutional goals (IIEP).
- 5. 3. Major Challenges Articulation of IQA instruments among each other Articulation of IQA with strategic planning, management Balance between centralized and decentralized structures Information systems, data management and analytical capacities Human and financial resource constraints
- 6. 4. Three major research questions What are innovative and effective options for IQA policy, structures, processes and instruments ? What are the effects of such IQA systems on the quality and relevance of academic programmes (employability of graduates), and managerial effectiveness ? What internal and external factors condition the effective functioning of IQA systems?
- 7. 6. Research methodology Case study research design Better understand IQA systems within their national and institutional contexts Exploratory and descriptive design Mixed methods data collection process to study the effects
- 8. 7. IIEP’s role in the project IIEP set the research framework IIEP selected identified the universities selected as case studies and the research teams IIEP prepared the research instruments and discussed methodology with the research teams IIEP accompanied the preparation of the case studies, organized a research validation workshop
- 9. 8. Primary Data sources Integrated qualitative and quantitative design Online surveys of academic and administrative staff on perceptions of the local IQA system, their effects and conditioning factors Semi-structured interviews with key actors Central and middle level academic and administrative decision-makers Focus group discussions Head of departments with selected programme directors Students
- 10. 9. Secondary Data sources Content analysis of official documents to document effects EQA Reports (e.g. institutional or programme accreditation) University annual reports University statistics Reports produced by IQA structure Triangulation of different actors’ perspectives Triangulation of perceptions and secondary data sources
- 11. 10. Selection of eight university case studies Europe: ▪ University of Duisburg-Essen, Germany ▪ Economics University of Vienna, Austria Asia: ▪ Xiamen University, China ▪ International American University of Bangladesh Anglophone Africa: ▪ Daystar University, Kenya ▪ University of the Free State, South Africa Latin America region: ▪ Talca University, Chile Arab region: ▪ University of Bahrain
- 12. 11. Scope and limitations Focus on IQA mainly in the domain of T&L and management, not on research Actors’ perceptions only a proxy for change, not impact assessment Case study design does not produce generalizable results, however insights into the effective functioning of IQA methods in specific contexts