Performance Evaluation of IT Industries Using SERVQUAL, DEA and FMCDM
محورهای موضوعی : Business StrategyAlireza Alinezhad 1 , Ramin Hakimian 2
1 - Department of Industrial and Mechanical Engineering
Qazvin Branch, Islamic Azad University, Qazvin, Iran,
2 - Qazvin Branch, Islamic Azad University,
Qazvin, Iran
کلید واژه: Data Envelopment Analysis (DEA), Information Technology (IT), Quality of Services (QOS), Servqual, Fuzzy Multi-Criteria Decision Making (FMCDM),
چکیده مقاله :
In developed countries, improvement has been made in service providing industries along with the improvements made in quality assurance and management skills and systems in the domain of manufacturing industries. Unfortunately, in developing countries, primary needs have led these countries to focus their attention illogically and solely on production and they disregard the quality of services. That is why this research aims at investigating service improvement in the domain of Information Technology. Nowadays, the role played by information technology and communication in economic growth is evident to everyone. Because of access to Internet, communication and information technology is considered one of the major elements in providing services and has improved the efficiency of this industry. Meanwhile, focusing on service quality is an efficient approach that results in customer orientation in an organization and is believed by our domestic organizations and companies to be an efficient method to satisfy customers’ demands and has been applied so many times. Presenting a compound approach, this research uses SERVQUAL as a tool for quality engineering of services, and multiple criteria decision making for ranking service providing branches, and data envelopment analysis for making improvement and benchmarking and it is an attempt to overcome these weaknesses and develop quality models in regard with service providing so that the current gap can be filled.
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6. Appendixes
Table 3. Average weight gain fuzzy numbers extracted from
Table 2 and parameters used in the method of fuzzy VIKOR
|
Average |
Weighted Index |
|
|
Fuzzy Number |
Wi |
|
|
(0.65,0.81,0.905) |
0.799 |
Holding general sessions before project execution |
|
(0.63,0.79,0.885) |
0.779 |
Receiving recognition plan certificate |
|
(0.515,0.68,0.805) |
0.673 |
Special meetings of the directors circles |
|
(0.45,0.645,0.82) |
0.642 |
Presenting successful executive models in similar industries |
|
(0.56,0.745,0.875) |
0.736 |
Expert’s sufficient knowledge regarding the process |
|
(0.315,0.49,0.655) |
0.488 |
Considering special organizational processes |
|
(0.465,0.64,0.79) |
0.636 |
Designing processes having future development as a perspective |
|
(0.305,0.485,0.675) |
0.487 |
Developing executive modules for special processes |
|
(0.3,0.5,0.695) |
0.499 |
Possibility of adding other software systems |
|
(0.73,0.88,0.955) |
0.868 |
Preparing special reports required by the organization |
|
(0.485,0.665,0.81) |
0.659 |
Presenting pamphlet and other educational notes |
|
(0.33,0.53,0.73) |
0.530 |
Possibility of entering test information in educational copy |
|
(0.51,0.705,0.875) |
0.701 |
Presenting executive models in similar industries |
|
(0.48,0.665,0.82) |
0.660 |
Making educational activities proper for various knowledge level |
|
(0.33,0.475,0.625) |
0.476 |
Using useful opinions of users |
|
(0.67,0.845,0.955) |
0.834 |
Increasing number of practical education sessions |
|
(0.52,0.72,0.885) |
0.714 |
Experts with pertinent document and sufficient experience |
|
(0.4,0.585,0.76) |
0.583 |
Accessibility of experts in times other than working hours |
|
(0.4,0.595,0.785) |
0.594 |
Presenting course completion certificate |
|
(0.255,0.42,0.605) |
0.423 |
Preparing new reports by users |
|
(0.33,0.475,0.625) |
0.476 |
Connecting to other existing systems |
|
(0.45,0.645,0.82) |
0.642 |
Linking to other Microsoft facilities |
Table 4. Data Envelopment Analysis and its results
|
Reference Group |
Efficiency Score |
Empathy |
Assurances |
Responsiveness |
Reliability |
Tangibles |
|
|
7,14 |
95 |
3.3 |
4.4 |
2.6 |
1.6 |
2.9 |
DMU1 |
|
|
100 |
1.8 |
5.2 |
3.4 |
0.1 |
3.8 |
DMU2 |
|
6,17 |
54 |
2.3 |
1.0 |
1.2 |
0.1 |
2.5 |
DMU3 |
|
1,6,19 |
58 |
1.1 |
3.5 |
2.1 |
1.9 |
0.1 |
DMU4 |
|
|
100 |
2.6 |
2.9 |
3.5 |
2.7 |
2.5 |
DMU5 |
|
|
100 |
2.5 |
4.9 |
2.7 |
3.9 |
1.5 |
DMU6 |
|
|
100 |
3.8 |
1.9 |
3.2 |
0.7 |
3.2 |
DMU7 |
|
7,17 |
88 |
2.6 |
4.1 |
1.5 |
2.8 |
1.8 |
DMU8 |
|
|
100 |
4.5 |
5.1 |
4.4 |
2.6 |
3.9 |
DMU17 |
Table 5. model of decision making (for example DMU8)
and target setting for Benchmarking
|
Empathy |
Assurances |
Responsiveness |
Reliability |
Tangibles |
|
|
|
3.8 |
1.9 |
3.2 |
0.7 |
3.2 |
DMU 7 |
1 |
|
4.5 |
5.1 |
4.4 |
2.6 |
3.9 |
DMU 17 |
2 |
|
5.1 |
4.7 |
5.3 |
5.6 |
4.7 |
Improvement target |
3 |
|
2.6 |
4.1 |
1.5 |
2.8 |
1.8 |
DMU 8 |
4 |
|
2.5 |
0.6 |
3.8 |
2.8 |
2.9 |
Improvement required |
5 |
