ISO 9001, performance management, competitive advantage and continuous improvement


The purpose of this study is to determine the ISO 9001 factors that improve performance in the Emergency Services. Proper understanding of these factors might help to improve emergency services performance and related organisations. a structured questionnaire was used to collect data from 121 emergency service employees. ISO principles served as measurable variables and the results were interpreted based on these variables. Descriptive statistics and cross-tab analysis were applied for the purpose of this study.The results show that high level of training, effective communication and proper record keeping as factors that could improve performance in the emergency services. Management commitment is revealed to be insignificantly related to performance. The study is the first in the emergency services (firefighting and ambulance) in relation to quality management. The study provides emergency services managers with thorough understanding of the implementation of ISO 9001 quality management system and can use it to further enhance their decisions, thus improving performance.

Full Text : PDF

  • Aba, E.K., Badar, M.F. & Hayden, M.A. Impact of ISO 9001 certification of firms financial operating performance.
  • International journal of quality and reliability management, 33(1):78-89.
  • Alic, M. 2013. Issues of ISO 9001 implementation: improper praxes leading to bureaucracy. Dynamic Relationship Management Journal, 55-67.
  • Alvarez, M.J., Jaca, C., Viles, E. & Colomer, A. 2012. Quality management in hotels in the Basque Country. International Journal of Quality and Service Sciences, 4(1): 51-60.
  • Anderson, C. 2013. What are 10 reasons why you need ISO 9001 [Online]. Available from:[Accessed: 22 Feb. 2016].
  • Arumugam, V., Ooi, K. & Fong, T. 2008. TQM practices and quality management performance. An investigation of their relationship using data from ISO 9001:2000 firms in Malaysia. The TQM Magazine, 20(6): 636-650.
  • Axson, D.A.J. 2010. Best practices in planning and performance management: radically rethinking management for a volatile
  • world. 3rd ed. New Jersey: John Wiley & Sons.
  • Bashan, A. & Kordova, S. 2022. Challenges in regulating the local and global needs of quality management systems.
  • International journal of quality management and reliability.
  • Buttigieg, S.C., Dey, P.K. & Cassar, R.M. 2015. Combined quality function deployment and logical framework analysis to improve quality of emergency care in Malta. International journal of healthcare quality assurance, 29(2):123-140.
  • Candido, C.J.F., Coelho, L.M.S. & Peixinho, R.M.T. 2016. The financial impact of a withdrawn ISO 9001 certificate.
  • International Journal of Operations and Production Management, 36(1): 23-41.
  • Carina, E. Keskitalo, H. & Liljenfeldt, J. 2014. Implementation of forest certification in Sweden: and issue of organisation and communication. Scandinavian Journal of Forest Research, 29(5): 473-484.
  • Cheung, M.F.Y. & To, W.M. 2010. Management commitment to service quality and organisational outcomes. Managing Service Quality, 20(3): 259-272.
  • City of Tshwane (South Africa). 2012. State of the City Address 2012. Internal document. Pretoria: City of Tshwane.
  • City of Tshwane (South Africa). 2013. Emergency Services Annual Report 2013. Internal document. Pretoria: City of Tshwane.
  • Constitution See South Africa.
  • Conti, T. 2006. Quality thinking and systems thinking. The TQM magazine, 18(3): 297-308.
  • Delic, M., Radlovacki, V., Kamberovic, B., Maksimovic, R & Pecujlija, M. 2014. Examining relationships between quality management and organisational performance in transitional economies. Total Quality Management, 25(4): 367-382. Ebrahimi, M. & Sadeghi, M. 2013. Quality management and performance: an annotated review. International Journal of Production Research, 51(18): 5625-5643.
  • Ferdousi, F. Baird, K. Munir, R. & Su, S. 2018. Mediating role of quality performance on the association between organizational factors and competitive advantage. International journal of productivity and performance management, 68(3):542-560.
  • Fons, L.A.S. 2011. Measuring the effects of quality management systems. The TQM Journal, 23(4): 458-474.
  • Goetsch & Davis. 2013. Quality management: just the facts 101. 5th edition. Content Technologies.
  • Grenersen, G. 2012. What is a document institution? A case study from the South Sami community. Journal of Documentation, 68(1): 127-133.
  • Hawrysz, L & Hys, K. 2014. Communication channels of middle managers and non-managers in public sector organizations in Poland. International Journal of Contemporary Management, 13(2): 72-85.
  • Hoyle, D. 2007. Quality management essentials. Burlington: Butterworth-Heinemann.
  • Ismyrlis, V., Moschidis, O. & Tsiotras, G. 2013. Critical success factors examined in ISO 9001-2008-sertified Greek companies using a multidimensional statistics. Journals for Quality and Reliability Management, 32(2): 114-131.
  • ISO   Survey.   2015.     ISO   survey   of   management system  standard  certification  [Online].      Available   from:
  • [Accessed: 08 Jan. 2016].
  • Jamaluddin, Z. Razali, A.M. & Mustafa, Z. 2014. The relationship between quality management practices and organisational performance: a structural equation modeling approach. In: The 2nd ISM International Statistical Conference, 2014: 494-504.
  • Karia, N & Asaari, M.H.A.H., 2006.The effects of total quality management practices on employees’ work-related attitudes. The TQM Magazine, 18(1): 30-43.
  • Kaziliunas, A. 2010. Success factors for quality management system: certification benefits. Intellectual Economics, 2(8): 30-38.
  • Laosirihongthong, T. Teh, P. & Adebanjo, D. 2013. Revisiting quality management and performance. Industrial Management and Data, 113(7): 990-1006.
  • Larkin, R. 2003. Evaluating a quality improvement program for the emergency medical service in the Burnsville Fire Department.
  • National Fire Academy: Executive Fire Officer Program.
  • Lee, H. & Lee, C. 2014. The effects of total quality management and organisation learning on business performance:
  • evidence from Taiwanese insurance industries. Total Quality Management, 25(9): 1072-1087.
  • Lewis, W.G., Pun, K.F & Lalla T.R.M. 2007. The effects of ISO on TQM implementation in SME in Trinidad. West Indian Journal of Engineering, 30(1): 1-16.
  • Liu, N & Liu, W. 2012. The effect of quality management practices on employees’ well-being. Total Quality Management and Organisation Excellence, Aug.: 1-15.
  • Llach, J., Marimon, F. & Bernado, M. 2010. ISO diffusion analysis according to activity sectors. Industrial Management and Data Systems 111(2): 298-316.
  • Maletic, D., Maletic, M. & Gomiscek, B. 2014. The impact of quality management orientation on maintenance performance. International Journal of Production Research, 52(6): 1744-1754.
  • Marinucci, R. 2013. The chief problem solver: quality is the problem. Fire Engineering.
  • Martinez-Lorente, R. &Martinez-Costa, M. 2004. ISO 9000 and TQM: substitutes or complimentaries? An empirical
  • study in industrial companies. International Journal f Quality and Reliability Management, 21(3): 260-276.
  • Mello, S. 2010. Customer Centric Product definition: the key to product development.Boston: PDC professional.
  • Menezes, L.M. 2012. Job satisfaction and quality management: an empirical analysis. International Journal of Operations
  • & Production Management, 32(3): 308-328.
  • Moreau, C. & Mertens, S. 2013. Managers’ competences in social enterprises: which specificities. Social Enterprise Journal,9(2): 164-183.
  • Neary, A. 2014. Do emergency nurse practitioners provide adequate documentation? Art & science, education and practice, 22(4): 34-40.
  • Ochieng, J., Muturi, D & Njihia, S.N. 2015. The impact of ISO 9001 implementation on organisational performance in Kenya. The TQM Journal, 27(6): 761-771.
  • Olsson, E. 2014. Crisis communication in Public Organizations: Dimensions of crisis communication revisited. Journal of Contingencies and Crisis Management, 22(2): 113-125.
  • Ooi,  K.B.,  Safa,  M.S.  &  Arumugam,  V.  2006.  TQM  practices  and  affective  commitment:  a  case  of  Malaysian
  • semiconductor packaging organizations. International Journal of Management and Entrepreneurship, 2(1): 37-55.