## 4 Results
### The Developed Model  
Step 1: Factors and sub-factors for evaluating a NAP within work systems were established by reviewing past work incidents. From this analysis, 22 factors were identified and classified into four groups: Daily Care Service, Job Satisfaction, Work Effectiveness, and Organizational Flexibility. A. Daily Care Service  
A1 Supportive Environment Management  
A2 Performance Appraisal  
A3 Employee Assistance Programs  
A4 Allocate Personal Resources Efficiently  
A5 Access to Quality Tools and Technology  
A6 Optimizing Work and Rest Space  
A7 Risk Management  
B. Job Satisfaction  
B1 Exchange Nursing Knowledge and Skills Knowledge  
B2 Consultative and Participatory Work Environment  
B3 Encouraging Collaborative Problem Solving  
B4 Creating a Positive Organizational Culture  
B5 Providing Professional Development Opportunities  
B6 Providing Emotional Support and Encouragement  
B7 Diverse and Challenging Jobs  
C. Work Effectiveness  
C1 Balanced Workloads  
C2 Access to Quality Tools and Technology  
C3 Providing Real Time and Accurate Information within the Organization  
C4 Time to Provide High-Quality Care Tasks  
C5 Promoting the effectiveness of caregiving  
D. Organization Flexible  
D1 Esponsiveness to technological, regulatory, economic, population, industry, and organizational changes  
D2 Ability to co-operate with third parties  
D3 Collaboration with a third-party information expert and use of visual aids (charts, graphs) to highlight key findings. Step 2: A hierarchy with the goal at the top is created. Figure 1 shows the initial indicator structure for this study. There are two levels for the FAHP model. The objective of determining the weights of the sub-factors is located in the first level, and the factors are in the second level. Step 3: Pairwise comparisons are conducted and consistency ratios are calculated. The platform is refined based on expert feedback to address identified issues. This phase ensures that the platform adheres to usability principles and is aligned with nurse aides' operational needs. Concurrently, a fuzzy scale is employed to quantify the relative significance, thereby facilitating the resolution of fuzzy decision-making problems. Pairwise comparisons are made to rank the importance of each criterion and sub-criterion. The weights of the factors are calculated using pairwise comparison matrices. This scale, which measures the relative weights that [PERSON] and [PERSON] (2019) and [PERSON] and [PERSON] (2022) applied, is calculated and used to solve fuzzy decision problems [40; 43; 44]. This phase ensures that the platform complies with usability principles and is aligned with the operational needs of nurses. By multiplying the local importance of the criteria with the sub criteria, the global weights of the sub criteria are calculated. In the AHP, the richness of information and ease of learning of all functions are found to be important factors, with weights of 0.138 and 0.345, respectively. The results of the Fuzzy Delphi methods are shown in Table 1, as well as the original 22 indicators of managerial competencies across four areas. In identifying the critical functions for the NAP, the efficient allocation of human resources (0.149) emerges as the most important factor for daily care services. For job satisfaction, the top priority is a consultative and participative working environment (0.149). When it comes to working effectively, the key function is having sufficient time to perform high-quality care tasks (0.152). Finally, the ability to adapt to technological, regulatory, economic, demographic, industry, and organizational changes (0.345) is considered to be the most significant factor for organizational flexibility.