Factors Influencing the Performance of Humanitarian Operations · Factors Influencing the...

Factors Influencing the Performance of Humanitarian Operations

Shiyam Sundar.T.1, Suresh M.

2 and Raghu Raman R.

3

Amrita School of Business, Coimbatore

Amrita Vishwa Vidyapeetham, India 1e-mail: [email protected];

2e-mail: [email protected]; [email protected]

3e-mail: [email protected]

Abstract

The paper describes in the core, the essential framework to be meaningfully utilized in

humanitarian operations by providing a framework for analyzing „performance measure factors‟

in such domain. The performance indicators are identified for humanitarian operations for cart

festivals in India. In this paper, Interpretive Structural Modeling (ISM) approach used to analyze

the interrelationship among the factors. The driving and dependence power were found for each

factors through this approach. This is the first kind of study that provides performance measure

factors in humanitarian operations for cart festivals. The proposed framework enhances co-

ordination in planning of humanitarian operations. The framework will help the event organizers

in taking critical decisions, improving their performance by providing accountability, and in

measuring their operational performance during festival seasons.

Keywords: performance factors; humanitarian operations; humanitarian value chain; interpretive

structural modeling

1. Introduction

Many Indians are deeply rooted in spirituality and they visit temples regularly for their relief of

stress, mental pressure and also to get positive vibrations day for relief of stress and mental

pressure mind. The Indian culture tells that there is a strong vibration force inside the temples

especially during special occasions. Hence the population gathering during the special occasions

is uncontrollable and because of which chaos and stampede occurs. Examples of such occasions

are the “Vaikunta Ekadhesi” gathering at Tirupathi temple, “Kumbhmela” gathering at

Allahabad. To control this population, a framework for a large humanitarian supply chain is

required. In this paper, the objective is to develop a framework for performance factors‟ analyses

for humanitarian operations. The occasions account to varying amounts of human and economic

loss. Economic damages can be recovered in a period of time, but loss of humans cannot be

recovered and controlling these losses is one of the important indicators of the performance of

governments and the institutions involved in the humanitarian supply chain systems. Supply

chain involved in this is very complex and dynamic in nature and it is very difficult to measure

the performance that is involved in the humanitarian supply chain in those occasions. In this

paper, a detailed literature review on operations performance is given and a framework is

provided for analyzing the performance factors for a special occasion temple car festival

happening in India.

International Journal of Pure and Applied MathematicsVolume 119 No. 7 2018, 107-125ISSN: 1311-8080 (printed version); ISSN: 1314-3395 (on-line version)url: http://www.ijpam.euSpecial Issue ijpam.eu

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2. Literature Review

The literature review is in two folds; first one is performance characteristics in humanitarian

operations and the next one is ISM approach.

2.1 Literature review on performance in operations management

Beamon and Balcik (2008) refers that performance is related to efficiency and effectiveness

which are the key terms for comparison characteristics like revenue sources, goals, stakeholders

and performance measurement. They have done a comparative study of performance

measurement of humanitarian supply chain and commercial supply chain and they have also

developed a framework which helps in performance measurement system in the relief sector. The

comparison is done between the reliefs oriented NGO, which is a non-profit organization, and

the profit organization, which is a commercial organization. Beamon and Balcik (2008) discuss

that performance in humanitarian supply chain is measured in terms of efficiency and efficiency

is dependent on financial and non-financial factors. The financial factors are resources, deviation

from project budget and the non-financial factors are human resource, volunteer hours, actual

project time vs. planned, number of people participated, number of people served.

According to Gunasekaran and Kobu (2007), a performance measurement system will help by

providing the necessary information for taking any decision. And hence it is necessary to

measure the right things and also the time of the measurement should be right in a supply chain.

This will help the organization to evaluate the improvement in terms of effectiveness and

efficiency. Schulz and Blecken (2010) mention that no monitoring or reporting of the indicators

of performance measurement are done by humanitarian organizations and this accounts to nearly

55 percent, out of which only 25 percent of organizations use only some indicators and out of

that 25 percent only 20 percent are measuring the performance consistently. According to

Gunasekaran and Kobu, (2007), a fundamental necessary tool to improve the operations is the

performance evaluation and also by making the communication between supply chains factors

simplified; this in turn increases the transparency among the supply chain processes and also

logistics processes. According to Haavisto and Goentzel (2015), the donors‟ desire and the

humanitarian organization to be in line with humanitarian activities is necessary to improve the

transparency of operations and also for proper accountability. According to Adams et al. (2004),

companies which outperform in applying the performance management will be of very high

efficiency and effective in the humanitarian supply chain. According to Neely et al. (1995) the

performance measurement is defined as the quality of the process high efficient operation. And

with the help of a set of performance indicators the goals of an organization or a firm is

quantified and it becomes the operational efficiency and effectiveness.

International Journal of Pure and Applied Mathematics Special Issue

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Santarelli et al. (2015) discuss the standardization of procedures likes how to deliver and

distribute goods, how to make use of the hygiene kits which can accelerate and improve the

resolution of the disaster. The financial donations and especially the people who get benefited

from the event are the important stakeholders for the organizations which do not expect profits.

These kinds of humanitarian organizations should act in a way that will benefit both the donors

and public, thereby with utmost care they should strive to do the best for the people who get

benefited.

According to Haavisto and Goentzel (2015), the continuity and effectiveness of the program are

directly supported by the service and the supplies quality. A high-quality supply of goods which

can be either durable or perishable material is enhanced by the existence of lifelong outcome that

program gives and also the ability to reach the local community through the program.

According to Goldman (1995), ability to create new measures and methods to improve the event

control is based on innovation and this is dependent on creativity, not for profit organization.

Knowledge of volunteers and experience are the necessary factors for a supply chain to be

effective. Thus, educating the workforce is necessary for continuous improvement which would

lead to future success. According to Beamon and Balcik (2008), the foundations of performance

are identified as resources, output, and flexibility.

2.2 Literature review on ISM

The ISM approach is used to identify the relationship between variables, and this approach is

applied in various areas by many researchers. The main objective of the ISM is to identify and

rank the variable and then establish the interrelation among the variables.

Saleeshya et al.(2012) developed framework for agility assessment in supply chain network using

ISM with analytic hierarchy process. Singh and Sushil (2013) discussed the ISM as a tool of

communication in which set of independent and dependent variables are structured into a

comprehensive model. They applied ISM for analyzing TQM factors of airlines‟ performance

measure. Dubey and Ali (2014) used total ISM model and fuzzy MICMAC analysis to identify

the flexible manufacturing system dimensions and its interrelationships. Ambika Devi Amma et

al. (2015) used ISM for analysing major threads of cloud computing. Sarkar and Panchal (2015)

applied ISM with fuzzy approach to identify the inter relationships in the considered risk

components to adopt risk planning and mitigation measures for port construction project. Vinod

et al. (2015) used ISM model to analyze the factors influencing integrated lean sustainable

system. Sudharsan and Suresh (2016) used ISM methodology to analyze the complex

relationships among the purchase factors of solar lantern by street vendors. Venkatesh and

Suresh (2016) applied ISM approach for analyzing tourism promotion factors through social

media. Shibin et al. (2016) studied the variables and the barriers for the flexible green supply

chain management using ISM. The factor which influences the lean remanufacturing practices

was analyzed through ISM approach by Vasanthakumar et al. (2016). Patri and Suresh (2017a)

used ISM model to analyze the factors influencing lean implementation in healthcare

organizations. The ISM method consists of three important phases: identification and comparison


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of variables, analysis of those variables and MICMAC analysis of the results. Patri and Suresh

(2017b) used Total ISM for analysing agile factors in healthcare organisation.

After going through the relevant literature, we observed that none of the studies has discussed the

interrelationships among the performance factors in humanitarian operations like cart festivals.

This laid the motivation behind the study and translated into the following three research

questions:

RQ1: How to analyze the performance factors in humanitarian operations in the context of

temple cart festivals that happen in India.

RQ2: How do these factors affect one another?

RQ3: Can these factors be ranked?

3. Methodology

A survey has been conducted among 15 different organizers who are in the field of organizing

the spiritual events for many years in various temples in and around Coimbatore, India. These

organizers have a key role in implementing various changes and improvements for the events

every year. This survey has been conducted as one on one interview with those experts and the

relationship between these factors has been identified.

An ISM approach is being used to develop a framework for factor analysis of humanitarian

operations for festivals. The ISM approach and its solutions are separately discussed in the

following sections.

ISM approach

ISM approach is an interactive learning process and a structural model. ISM interprets the

relationship between the factors and its interactions among all factors. ISM provides hierarchical

level of factors which are directly related to the ranking of those factors. . The ISM approach is

applied in various complex structures of problems.

Following steps are involved in ISM approach:

(1).Factors‟ identification

(2).Deriving of self structured interaction matrix

(3).Development of initial reachability matrix

(4).Development of final reachability matrix

(5).Partition of the final reachability matrix

(6).Framing of directed graph (Di-graph) & ISM model

Solution approach

The following steps are used to depict our modeling procedures (Patri and Suresh, 2017a):

1. Identification of factors is done through expert interview and literature survey. Table 1 depicts

the identified performance factors for humanitarian operations in the context of temple cart

festival.


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2. Self structured interaction matrix: Deriving a contextual relationship between the pair of

factors, which are mentioned below:

V: i reaches/alters j

A: j reaches/alters i

X: i and j reaches/alters each other

O: i and j are unrelated

The pair wise comparisons of factors are captured from 15 experts‟ opinions from cart festival

event organizers. The highest mode of opinion is selected from the all experts‟ opinions. The

Self Structured Interaction Matrix (SSIM) derived from mode of opinions of each pairs is

depicted in Table 2.

3. Initial reachability matrix: The development of initial reachability matrix from SSIM and

the conversion steps are mentioned below:

From SSIM (i,j) entry V A X O

To initial reachability matrix (i,j) entry 1 0 1 0

To initial reachability matrix (j,i) entry 0 1 1 0

The initial reachability matrix for performance factors of humanitarian operations is shown in

Table 3.

4. Final reachability matrix: Development of final reachability matrix from initial reachability

matrix through transitivity analysis is as follows:

First level transitivity (for 1*): if G=H; H=I; then G=I

Second level transitivity (for 1**): if G=H; H=I; I=J then G=J

Third level transitivity (for 1***): if G=H; H=I; I=J; J=K then G=K

Fourth level transitivity (for 1****): if G=H; H=I; I=J; J=K; K=L then G=L

Fifth level transitivity (for 1*****): if G=H; H=I; I=J; J=K; K=L; L=M then G=M

The final reachability matrix is shown in Table 4.

5. Partition of the final reachability matrix: Partitions of reachability matrix are mainly based

on the three sets, i.e. reachability set, antecedent set and intersection set. The row elements of

final reachability matrix are present in the reachability set and the column elements of final

reachability matrix are present in the antecedent set. The common elements are present in the

intersection set. Itration-1, the intersection elements are present only in the reachability set, the

enablers are removed from that set and designated as level-1 factors. Then in the next iteration,

the repeated process is continued until all the factors are removed from the set. At end of this

process we get partitioned reachability matrix in two different levels and it is depicted in Table 5,

6, 7 and 8.

6. Digraph Creation: Digraph is created using information from final reachability matrix and

level partitions. In digraph, factors are placed in ascending order i.e. first level factor at the top of

the digraph and second level factor at second position and so on until the last level factor at the

lowest level in the digraph. The ISM model is depicted in Figure 1.


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Table 1. Identified performance factors for humanitarian operations

S.

No Enablers Definition Factors

Reference/

Experts‟ Opinion

1 Efficiency

The ability to utilize and maintain

the financial and the non-financial

resources within the planned

costs, Time and on-time delivery

of service.

Financial Factors:–

Financial Resources(F1) Abidi et.al (2014)

Non-Financial Factors:

Human resources(F2);

Volunteer hours(F3); No.

of people served(F4)

Gunasekaran and

Kobu (2007)

2 Quality Doing the things rightly and at

right time.

Service level(F5): Ability

to satisfy the

beneficiaries

Abidi et al. (2013)

Quality of goods(F6):

Ability to deliver goods

with desired quality

Abidi et al. (2013)

3

Innovation

Ability to create new measures

and methods to improve the event

controlling

Creativity(F7) Abidi et al. (2013)

Not for profit

organization (F8) Abidi et al. (2013)

Knowledge of

volunteers(F9) Abidi et al. (2013)

4 Preparedness

Developing the skills to control

the crowd, overcome linguistic

barrier, providing emergency aids

and contextual differences.

Multi skilled and flexible

people (F10)

Beamon and

Balcik (2008)

5 Satisfaction

This is a qualitative index,

measuring the difference between

how effectively the financial,

energy and food resources are

planned and utilized.

Donors‟ satisfaction(F11) Abidi et al. (2013)

Volunteers‟

satisfaction(F12) Abidi et al. (2013)

Table 2. SSIM for performance factors for humanitarian operations

F1 F2 F3 F4 F5 F6 F7 F8 F9 F10 F11 F12

F1 1 O O O O V O V O O X O

F2 1 A V V O O V O A O A

F3 1 V O O O V O A O A

F4 1 V O O O O X O O

F5 1 O A A A A A A

F6 1 O V A O O O

F7 1 O V O O A

F8 1 O O X A

F9 1 V O V

F10 1 O O

F11 1 O

F12 1

Table 3 Initial reachability matrix


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Table 4 Final reachability matrix

Table 5 Iteration -1 of level partition of factors

Factors Reachability Set Antecedent Set Intersection Set Level

1 1, 5, 6, 8, 11 1, 2,3,4,6,7,8,9,10,11,12 1,6,8,11

2 1, 2,3,4,5,6,8,10,11 2,3,4,7,9,10,12 2,3,4,10

3 1, 2,3,4,5,6,8,10,11 2,3,4,7,9,10,12 2,3,4,10

4 1, 2,3,4,5,6,8,10,11 2,3,4,7,9,10,12 2,3,4,10

5 5 1, 2,3,4,5,6,7,8,9,10,11,12 5 I

6 1, 5,6,8,11 1, 2,3,4,6,7,8,9,10,11,12 1,6,8,11

7 1, 2,3,4,5,6,7,8,9,10,11,12 7,9,12 7,9,12

8 1,5,6,8,11 1, 2,3,4,6,7,8,9,10,11,12 1,6,8,11

9 1, 2,3,4,5,6,7,8,9,10,11,12 7,9,12 7,9,12

10 1, 2,3,4,5,6,8,10,11 2,3,4,7,9,10,12 2,3,4,10

11 1,5,6,8,11 1, 2,3,4,6,7,8,9,10,11,12 1,6,8,11

12 1, 2,3,4,5,6,7,8,9,10,11,12 7,9,12 7,9,12



1 1, 6, 8, 11 1, 2,3,4,6,7,8,9,10,11,12 1,6,8,11 II

F1 F2 F3 F4 F5 F6 F7 F8 F9 F10 F11 F12

F1 1 0 0 0 0 1 0 1 0 0 1 0

F2 0 1 0 1 1 0 0 1 0 0 0 0

F3 0 1 1 1 0 0 0 1 0 0 0 0

F4 0 0 0 1 1 0 0 0 0 1 0 0

F5 0 0 0 0 1 0 0 0 0 0 0 0

F6 0 0 0 0 0 1 0 1 0 0 0 0

F7 0 0 0 0 1 0 1 0 1 0 0 0

F8 0 0 0 0 1 0 0 1 0 0 1 0

F9 0 0 0 0 1 1 0 0 1 1 0 1

F10 0 1 1 1 1 0 0 0 0 1 0 0

F11 1 0 0 0 1 0 0 1 0 0 1 0

F12 0 1 1 0 1 0 1 1 0 0 0 1

F1 F2 F3 F4 F5 F6 F7 F8 F9 F10 F11 F12

F1 1 0 0 0 1* 1 0 1 0 0 1 0

F2 1** 1 1** 1 1 1*** 0 1 0 1* 1* 0

F3 1** 1 1 1 1* 1*** 0 1 0 1* 1* 0

F4 1**** 1* 1* 1 1 1***** 0 1** 0 1 1*** 0

F5 0 0 0 0 1 0 0 0 0 0 0 0

F6 1** 0 0 0 1* 1 0 1 0 0 1* 0

F7 1**** 1** 1** 1** 1 1* 1 1** 1 1* 1*** 1*

F8 1* 0 0 0 1 1** 0 1 0 0 1 0

F9 1*** 1* 1* 1* 1 1 1* 1* 1 1 1** 1

F10 1*** 1 1 1 1 1**** 0 1* 0 1 1** 0

F11 1 0 0 1 1* 0 1 0 0 1 0

F12 1** 1 1 1* 1 1** 1 1 1* 1** 1* 1


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2 1, 2,3,4,6,8,10,11 2,3,4,7,9,10,12 2,3,4,10

3 1, 2,3,4,6,8,10,11 2,3,4,7,9,10,12 2,3,4,10

4 1, 2,3,4,6,8,10,11 2,3,4,7,9,10,12 2,3,4,10

6 1,6,8,11 1, 2,3,4,6,7,8,9,10,11,12 1,6,8,11 II

7 1, 2,3,4,6,7,8,9,10,11,12 7,9,12 7,9,12

8 1,6,8,11 1, 2,3,4,6,7,8,9,10,11,12 1,6,8,11 II

9 1, 2,3,4,6,7,8,9,10,11,12 7,9,12 7,9,12

10 1, 2,3,4,6,8,10,11 2,3,4,7,9,10,12 2,3,4,10

11 1,6,8,11 1, 2,3,4,6,7,8,9,10,11,12 1,6,8,11 II

12 1, 2,3,4,6,7,8,9,10,11,12 7,9,12 7,9,12



2 2,3,4,10 2,3,4,7,9,10,12 2,3,4,10 III

3 2,3,4,10 2,3,4,7,9,10,12 2,3,4,10 III

4 2,3,4,10 2,3,4,7,9,10,12 2,3,4,10 III

7 2,3,4,7,9,10,12 7,9,12 7,9,12

9 2,3,4,7,9,10,12 7,9,12 7,9,12

10 2,3,4,10 2,3,4,7,9,10,12 2,3,4,10 III

12 2,3,4,7,9,10,12 7,9,12 7,9,12



7 7,9,12 7,9,12 7,9,12 IV

9 7,9,12 7,9,12 7,9,12 IV

12 7,9,12 7,9,12 7,9,12 IV

4. Results and discussions


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Fig.1 ISM model for performance factors of humanitarian operations

Level IV factors

Factors creativity, knowledge of volunteers and volunteer satisfaction respectively lie in this

level and they are interdependent on each other. Without creativity there is no support for

knowledge of volunteers, volunteer satisfaction. During the event knowledge of volunteers

gained through prior experience will help in improving the creativity of the event. Similarly

other volunteers in the event gets the knowledge sharing from one another and this makes them

motivated to develop the creativity in work. Factor volunteer satisfaction has a direct influence

with the factor volunteer hours. Number of volunteers participating and the volunteer hours are

inversely proportional to each other, hence higher the number of volunteers participating in the

event, lower the number of hours volunteer spend and this in turn improves the satisfaction level

of volunteers. The factor creativity has an impact on the following factors human resource,

volunteer hours, number of people served, service level, knowledge of volunteers, multi-skilled

and flexible people, and volunteer satisfaction. As the creativity in work changes it affects the

human resource in a way that work is done more efficiently by some creative methods with

available human resources. Creativity in work reduces the number of hours volunteers spend as

the work gets completed sooner. Similarly the number of people served gets increased since

creativity increases the level of efficiency which helps the volunteers to serve more people and

this ultimately increases the service level. Creativity in doing work improves the knowledge of

volunteers since they learn how to do things in new and a better way and there will be

communication among the volunteer, which improves the volunteers level of multi-skill and

flexibility. The next factor volunteer satisfaction directly affect the factors human resource,

volunteer hours, number of people served, service level, creativity, not for profit organization,

knowledge of volunteers, multi-skilled and flexibility. Volunteers are the main source of the

work in humanitarian operations, when the volunteering activity increases, the human resources

utilized for the work increases and hence the volunteer hours get reduced and this gives a higher

volunteer satisfaction level. If there is higher volunteer satisfaction the number of people served

1 8 11

5

6

2 3 10 4

7 9 12


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increases and also the service level increases because there many volunteers come forward to

work and do service to the people who are attending the event. Since there is better

communication between the volunteers there are possibilities that the knowledge of volunteers

increases by sharing and this becomes a benefit for the not for profit organization because

creativity increases as knowledge sharing among volunteers happen. Next factor knowledge of

volunteers has an impact on the following factors human resource, volunteer hours, number of

people served, service level, quality of goods, creativity, multi-skilled people and flexibility and

volunteer satisfaction. As the volunteers have better knowledge the requirement of human

resource and volunteer hours gets reduced because they optimize the work and complete in easier

way. This also increases the number of people served and service level since there is a better

knowledge among the volunteers how to lead the work in an efficient manner. The quality of the

goods served and creativity also increases volunteers have better knowledge about their work.

This knowledge of the volunteers helps them to develop the level of multi-skills and flexibility

and also volunteer satisfaction improves.

Level III factors

The factors that lie in this level are human resource, volunteer hours, number of people served,

multi-skilled and flexible people. When we look at these factors all are related to the human

relations and hence they are interdependent. Here human resource represents the total number of

people participating in the volunteering activity, so the volunteer hours of each individual

changes with respect to the human resource. Similarly if the number of volunteer hours increases

and number of volunteering people is also high this means more number of people can be served

at any time. Now where does the multi-skilled and flexible people come in is that they help in

completing the volunteering work in a smarter way. The factor human resource directly affects

financial resources, volunteer hours; number of people served, service level, quality of good, not

for profit organization, multi-skilled and flexibility, donor satisfaction. Human resources if

increases, the amount of money that flow into the not for profit organization increases and hence

financial resources increases. The volunteer hours and human resource are inversely

proportional, if human resources are high, volunteering hours gets reduced and if human

resources are low, volunteering hours gets increased. If the human resource is high the number of

people served increases because there are many numbers of volunteers available to take care of

the event. There will be high level of service and quality of goods because there is high number

of human resource which makes it easier to prepare and take care of the goods to be served. The

not for profit organization gets benefitted if there is high number of human resource because the

quality of work gets higher. The sharing of information allows sharing of knowledge among the

volunteers and this improves the skills and flexibility of the volunteers. The level of human

resource builds a trust among the donors and this helps to bring in more number of donors for the

organization and increases the donor satisfaction. Next factor volunteer hours which have direct

effect on financial resource, human resources, and number of people served, service level,

quality of good served, not for profit organization, multi-skilled people and flexibility, donors. If


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volunteer hours are higher the amount of quality service rendered is high and this helps the

organization to improve its financial resources as it brings in more donors because of the quality.

If volunteers work for more hours the number of human resource required is less. If the volunteer

hours are high more people can be served and hence the service level also increases since

volunteers spend more time on each people and event. The quality of goods served also gets

better because of the volunteer hours is higher. The not for profit organization gets a recognition

among the public because of the volunteer hours being high. Since they work for long hours they

tend to develop multiple skills and learn how to be flexible and because of this quality, donor

satisfaction is also there as they get a feeling that their donation has helped someone in some

way. Next factor number of people served directly impacts on financial resources, human

resources, volunteer hours, service level, quality of good, not for profit organization, multi-

skilled and flexibility, donor satisfaction. For any organization it has to be financially strong to

perform well, so if number of people served is higher the revenue for the organization from the

public will be higher. If more number of people has to be served then more number of human

resources is required and volunteers have to work for longer hours hence the volunteer hour‟s

increases with high number of people. Service level also increases if many numbers of people are

served but quality of food is a critical factor here, because of higher number of people being

served the quality varies since catering to huge crowd becomes a difficult task. The not for profit

organization functions has to be very strong in its operations to serve that number of people. The

skill level and the flexibility of the volunteers gets developed with the increase in number of

people being served and automatically attract many donors into the organization. Next factor

multi-skilled people and flexibility has direct impact on financial resources, human resources,

volunteer hours, number of people served, service level, quality of food, not for profit

organization, donors. If the skill and flexibility level of the volunteers are high the work gets

done efficiently and this helps the organization to bring in more financial resources and since

work gets done efficiently the human resource required is will be least. Volunteer hours will get

reduced because the skill and flexibility level of the volunteers are high and this also helps in

serving many number of people. Because of the flexibility of the volunteers they can provide

service differently for each customer which improves the service level of the organization. Skill

is main factor to do work efficiently and this helps to produce high quality goods which benefit

to the not for profit organization and brings in many number of donors.

Level II factors

The factors lies in this level are financial resources, quality of goods, not for profit organization,

donor satisfaction. If there is enough financial resources for the not for profit organization then

the quality of goods served to the public during the event will be of higher standards, hence

financial resources factor and other three factors as interdependent. Donor satisfaction too has an

impact on not for profit organization because the number and the value of donations the

organization receives are used as an initial fund for the event. All these factors have an impact on

the quality of the event being conducted. The factor financial resources have direct impact on


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following factors service level, quality of good, not for profit organization, donors. Financial

resources is an important factor for any organization and if it is strong then the organization can

perform well and provide better service level, since it can spend much money and the

organization can also buy high quality goods to serve. If there is more money flowing into the

organization it is good for not for profit organization since it can spend more money for the

welfare activities. But this finance come from donors and hence more financial resource means

more donor satisfaction which yields more number of donors to donate in terms of money. Next

factor quality of goods has a direct impact on the following factors financial resources, service

level, not for profit organization, donor satisfaction. If the quality of goods served in the event is

higher it helps the organization to bring in more money and also the service rendered to the

people participating in the event gets to higher level. The efficiency of a not for organization is

judged by the quality of good served and also many donors come in only when the organization

has better brand name. Next factor not for profit organization has direct impact on the following

factors like financial resources, service level, quality of goods served, and donor satisfaction. If

the not for profit organization has a brand name then the financial resource will automatically

flow and hence the service rendered will be at higher level because of the reputation the not for

profit organization has gained over the years. If the not for profit organization is of poor quality

the quality of goods served will also be of poor quality and hence donor satisfaction will be low

hence donors will not turn up to donate in any form. Next factor donor satisfaction have direct

impact on the financial resources, service level, quality of good, not for profit organization.

Donors and their satisfaction are the backbone of humanitarian activities in spiritual events and

they are the ones who bring in more money into the organization and hence if there is higher

satisfaction, more number of donors turn up and hence the amount of money coming into the

organization will be higher. At times donors also participate in volunteering events and since

they care for the organization they try to provide a service at a higher level and ultimately this

helps in increasing the service level of the organization. Donors at times provide food prepared

by them to the volunteers and to the people who participate in the event and hence the quality of

good served in the event is higher. Donors donate many resources in many forms and this

increases the brand image of the not for profit organization.

Level I factors

The factor service level tops the factors list; this indicates that service level is the most crucial

factor influencing the measure of performance in humanitarian activities. This factor service

level has the direct relation with the objective of the factor and this does not have direct impact

on any other factor.

5. MICMAC Analysis

MICMAC analysis is the development of a graph and a MICMAC rank to classify the identified

factors based on their driving power and dependence power. In this MICMAC analysis, the


118

variables involved in the study are classified broadly into four categories and shown in Table 9

and corresponding MICMAC graph is presented in figure 2.

Table 9. MICMAC analysis of performance factors for humanitarian operations

Zones Measures Meaning Factors

Zone-I Autonomous Factors

Weak driving power and weak dependence

power Nil

Zone-II

Dependent/ Dominated

Factors

Weak driving power and strong dependence

power

F1, F5, F6,

F8, F11

Zone-III Linkage Factors

Strong driving power and strong dependence

power

F2, F3, F4,

F10

Zone-IV Independent Factors

Strong driving power and weak dependence

power

F7, F9, F12

. Zone -IV Zone –III

Driv

ing

Po

wer

12 F7,F9,

F12

11

10

9 F2,F3,

F4,F10

8

7

6

5 F1,F6,

F8,F11

4

3

2

1 F5 1 2 3 4 5 6 7 8 9 10 11 12

Zone -I Zone –II

Dependence Power

Fig 2.MICMAC graph

Table 10 represents the MICMAC rank of the study where Rank 1 corresponds to the most

crucial enabler and Rank 4 corresponds to the least important enabler among all.

Table 10. MICMAC analysis rank of performance factors Factor Driving

power

Dependence

power

Driving power /

Dependence power

MICMAC

rank

F1 5 11 0.454 3

F2 9 7 1.285 2


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F3 9 7 1.285 2

F4 9 7 1.285 2

F5 1 12 0.083 4

F6 5 11 0.454 3

F7 12 3 4 1

F8 5 11 0.454 3

F9 12 3 4 1

F10 9 7 1.285 2

F11 5 11 0.454 3

F12 12 3 4 1

Zone-I has no autonomous factors and they are having a weak driving power and weak

dependence power. Zone-II are the dependent or dominated factors, financial resources, service

level, quality of goods, not for profit organization, donor satisfaction lie in this zone. These

factors have weak driving force but strong dependence forces and all these factors are

interdependent. Zone-III are the linkage factors, human resources, volunteer hours, number of

people served, multi-skilled and flexible people fall under this zone. The factors in this zone

have strong driving and strong dependence power. In zone-IV there are factors such as creativity,

knowledge of volunteers, volunteer satisfaction. The factors in this zone are called as

independent factors and they have strong driving power and weak dependence power.

Practical implications

This study helps the event organizers to provide practical guidance on how they can

proactively plan their festivals with the drastically increasing crowd. The holistic and

implementable performance factors analyzing framework could help to improve humanitarian

operations in cart festivals. The proposed framework enhances coordination in the planning of

humanitarian operations and can be applicable in the different festivals with customized factors

based on that scenario.

Conclusion

As measuring performance in humanitarian operations is important to improve the efficiency and

the quality of the operations, it is essential to adopt a well devised step by step procedure to

achieve it. This model helps in identifying the key factors that measure the performance of the

humanitarian operations in the spiritual events. This study takes into consideration twelve factors

for the ISM. At the end of the model we get the importance of each of the factors which will help

in the identification of the influence of each factor in measuring the performance of humanitarian

operations. This gives a direction to the event organisers with high humanitarian involvement in

their operations to concentrate on the essential factors for improvement. From the study it is

inferred that creativity, knowledge of volunteers, volunteers satisfactions are the most important

and crucial factor and it has to be given more importance to get the overall excellence.


120

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