Abstract
Enthusiasm for interventions designed to improve organizational quality has far outpaced interest in assessing their effects. This article describes two procedures for systematic quality assessment. First, distributional assessment provides a way to monitor individual, group or unit performance by establishing real and maximum-feasible parameters. Second, a cost assessment system based on utility analysis provides a way to assign dollar values and benefits to quality interventions targeted at specific jobs and job functions. Both procedures are described and illustrated. They resolve a long-standing problem with quality assessment, arising from the difficulty of accounting for situational influences which can constrain the effects of interventions designed to improve organizational performance, product or service delivery, and customer satisfaction.