4.2.3□Performance Measurement
4.2.4 Overall Object and Criteria Weights and Ranking Analysis Results
According to the empirical analysis of the FAHP questionnaire results, C.R.H = 0.053 < 0.1, which is acceptable (Table 7). We observed that the first-ranked factor of this object was operational process management, the second-ranked was performance measurement, and the third-ranked was training system.
Regarding all objects and criteria, we determined that the top three were (1) CRM processes (33.18%), (2) human resource quality (17.00%), and (3) financial performance (14.88%).
5□Discussion
According to the empirical results (Figure 6), the first-ranked importance factor is CRM processes C21 (33.18%), and the most significant feature is the continued learning of customer knowledge to achieve the business target of increasing long-term profits.
Bahri-Ammari et al. (2015) found that employees’ use of CRM technology leads to higher performance. CRM performance can improve when different CRM
components are used and supported by employees. Exchange of relevant information that provides technology can result in improvements in regaining lost customers, in acquiring new customers, and in enhancing the total return per customer and reducing customer migration.
Table 7. Overall Object and Criteria Weights and Ranking
Object
Human resource quality C11 0.6780 0.1700 2
Personnel training development C12 0.1309 0.0328 9
Training program C13 0.2111 0.0529 7
Operation Process Management
C2
0.4352
Customer relationship management processes C21 0.7625 0.3318 1 Career development plan C22 0.1042 0.0454 8 Enterprise Resource Planning C23 0.1529 0.0666 6
Performance measurement
C3 0.3355
Financial Performance C31 0.4435 0.1488 3
Operating Performance C32 0.2708 0.0909 5
Organizational Performance C33 0.2986 0.1002 4 C.R.H = C.I.H / R.I.H = 0.053 < 0.
Figure 6. Overall Object and Criteria Weights and Rankings
The second-ranked importance factor ishuman resource quality C11 (17.00%).
Human resource quality refers to worker attitudes, work quality, innovation, the ability to work independently, hands-on problem-solving ability, self-learning ability,
3.28%
and knowledge level of overall performance; these can be summarized as spiritual, cultural, and skill qualities, which have a profound effect on an organization.
Carayon et al. (2014) reported that human factors systems approaches are critical for improving health care quality and patient safety; hence, balancing the work system and encouraging the active and adaptive role of workers are key principles for improving health care quality and patient safety.
The third-ranked importance factor is financial performance C31 (14.88%), which is related to an organization's economic goals such as sales growth, profitability, and earnings per share. Siems et al. (1998) worked with Bank of America to explore industrial objects, and the main objective was to understand the effect of the bank’s operating efficiency on its financial performance; they used a data envelopment analysis approach for data analysis. The results revealed that the greater the efficiency of the banking business, the lower the cost and profitability and the higher the average return on assets.
The effectiveness of ISO 9001 directly and significantly influences the product/service quality and operational performance of service companies. However, operational performance directly influences financial performance, whereas the effect of ISO 9001 effectiveness is indirect through its significant correlation with operational performance (Psomas et al., 2013).
Personnel training development C12 (3.28%) is the lowest-ranked importance factor in this study. Therefore, personnel training development C12 had a nonsignificant impact in this study. Organizational training, education, and development of cognitive connotation are three areas that affect how organizations develop training programs, thereby affecting employee learning orientation and contributing to the involved organization; however, in the ISO-10015 system requirements, organizational training programs are derived from analyzing the performance gaps in the operations of organizations, which can be supplemented through education training strategies. Specifically, ISO-10015 requires implementing education and training programs to complement the staff members in their duties (since a functional gap between executives in the quality management system may directly or indirectly affect compliance with product requirements) and their awareness of the organization’s targets so that they can contribute toward reaching the targets, thus enhancing the service performance of certification bodies.
Finally, we found that certification bodies should improve processes, invest in staff training, and implement incentive wage systems to maintain a long-term competitive advantage, which would in turn improve staff members’ service willingness and CRM. In addition, the ISO-10015 Quality Management Guidelines can be implemented systemically to define staff training requirements and to improve operating performance further.
Ronald (2005) stated that the ISO-10015 Quality Management Guidelines recommend that companies should choose the most advantageous method of training and assess the appropriateness of the training method to review this decision.
6□Conclusion
This study determined the relative importance of factors under the ISO-10015 Quality Management Guidelines that influence the quality of certification bodies.
Certification bodies can use the findings of this study as a reference to implement effective training systems for enhancing the competence of their staff members.
Thus, the service quality of certification bodies can be improved, which can in turn enhance the ability of certified companies to improve their organizational performance and contribute toward the sustainable development.
Lin et al. (2010) indicated that after executing a sorting process through the FAHP, they derived the vital factors to be enterprise development strategies or strategy maps/blueprints (annual business development plans); the implications for such factors include providing details about human resource development and training plans, themes or directions, and explanations to employees. They suggested that enterprises wishing to engage in humanity can use the presented evaluation model to execute self-evaluation and thus improve their overall human resources.
Taheri et al. (2016) also reported that training should empower an organization to resolve any problems it may have. Trainign could be the optimal solution if the organization’s problems are engendered by staff incompetence or by discrepancies between staff skill levels and the identified job expectations. When an organization invests in training its staff members, it assures them that it respects the value of their work. Service education is an investment, and the more it is consistent with the
needs of staff members and the goals of the organization, then the greater the impact on the staff members.
Acknowledgment
The authors thank the AE and anonymous referees for their valuable time and precious comments to improve the quality of this paper. The authors are grateful for the important input provided by the SGS Taiwan VP Mr. David Huang and Deputy Director Mr. Oscar Pao, and Mr. Davy Hen.
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