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|Other Titles: ||The impact of motivation of inducing qualicert service certification and key success factors on organization performance of Chunghwa Telecom|
|Authors: ||陳怡伶;Chen, I-Ling|
洪英正;Hung, Ying-Cheng;張雍昇;Chang, Yong-Sheng
|Keywords: ||Qualicert;服務驗證;中華電信;動機;關鍵成功因素;組織績效;Service Certification;Chunghwa Telecom;Motivation;Key Success Factors;Organization Performance|
|Issue Date: ||2015-05-04 09:51:10 (UTC+8)|
|Abstract: ||現今是服務經濟的年代，企業也愈來愈重視服務品質。由於服務具有無形性、異質性、不可分割性與不可儲存性等四大特性（Parasuraman, Zeithaml, and Berry, 1988），因此無法援用實體物品的客觀品質標準，作為衡量服務品質的標準。目前全球最受認可的國際服務驗證模式-Qualicert服務驗證，台灣已有許多知名企業，用此制度來檢驗服務品質，進而帶動組織績效提升。|
Now is the era of the service economy, companies are more and more emphasis on service quality. Because of the four characteristics of services include intangibility, heterogeneity, inseparability and perishability（Parasuraman, Zeithaml, and Berry, 1988）. Therefore, It can not use the quality standards of physical objects, as the measures of quality of service standards. Currently the world''s most recognized international service certification mode is Qualicert service certification by SGS. There are many well-known enterprises in Taiwanwhich use this management system to measure the quality of service in order to stimulate organizational performance improvement.
Currently, academic research has not yet validated the Qualicert service certification by depth discussion and research. The objective of this study is to find out the motivations and key Success factors for company by implementing the Qualicert service certification, and try to investigate the impact on organizational performance and the motivation and key success factors for inducing Qualicert service certification. This study sorted the relevant literature about motivation, key success factors and organization performance to be the base of development in analytical framework as well as for questionnaire designing.
In this study, based mainly on case interviews, and questionnaires are done auxiliary. This study used purposive sampling method, and the samples are managers who are ask to verify the Qualicert service certification in the company has been implemented. The first phase of the interviewees are four top managers of the operating channel in the company; the second stage supplemented by network questionnaires and the samples are 430 stores leaders of the company. There are 125 valid questionnaires totally andusing SPSS 19.0 version to analysis the data. The results of this study were concluded as follows:
1.The conditions for selecting certification company are credibility and high international reputation.
2.The motivations of leading Qualicert service certification include 7 items like improving service quality.
3.The key success factors of leading Qualicert service certification include 11 items like the completed participation of top managers.
4.The impact on organization performance of leading Qualicert service certification includes 12 items like improving the customer satisfaction.
5.There are significant influences on organization performance by motivations of inducing Qualicert service certification.
6.There are significant influences on organization performance by key success factors of inducing Qualicert service certification.
7.There is no significant difference onthe recognition of motivation, key success factors, and organizational performance for inducing Qualicert service certification by the different demographic variables of respondents .
Finally, the study concluded that "the support and determination of top management” are the most important key success factor of inducing Qualicert service certification. The top management should determine the objectives and direction, and regarded Qualicert service certification as one of the quality activities for internal continuous improvement. Planning department need to fully understand the spirit of Qualicert service certification and to formulate the service standards in line with customer expectations. During the implementation of the new management system, by managers’ support instead of blame of, the employees can be more competent and encouraged. By this way companies can enhance the quality of service and improve organizational performance. And supposedly even intangible services are able to touch customers and create value of services.
|Appears in Collections:||[企業管理學系暨研究所] 學位論文|
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