Quality Management Planning Framework
Bank services the employee’s role and behavior take on even greater importance. This is partly because of the presence of the customer within necessity of high level of contact between customer and service employee, in the delivery of many types of service. New services continue to emerge in response to requirements for a high level of customization, achieved through intensive use of labor in their delivery. Also, when face-to-face encounters between customer and employee become less frequent it can be more important to “capitalize” on the few occasions when meetings do occur[22], particularly as these infrequent face-to-face encounters may be occasioned by failure of the routine system and, hence, be even more sensitive to good or to poor execution. The placing of control on bank’s employee attitudes and performance and in the overall banking service organizations in approximate equivalence to product quality control in manufacture. There noted that banking services depend on customers gaining favorable impressions as a result of services which are well performed. To be able to do good job, the service personnel who are in customer contact need not only to be well trained, but also to be happy about their work.
- The need to provide information about bank supervisor effectiveness as well as bank employee preference
- The need to help to pay attention to client needs in the actual banking transactions
- The shaping of banking accountability expectations and provide motivation stimulus on both parties
The strategies are probably becoming more important as services evolve into larger organization, particularly relevant in the banks on which Berry focuses, smaller service firms, which are still the major employers, it may also be desirable to supplement informal methods, and personal relationships. The provision of explicit banking services can be recognized in three forms: self-services, which require roles such as drinks making in hotels, and self-service in restaurants and supermarkets: services to other consumers, for example participation in a seminar or syndicate group; and services provided for the organization, like returning supermarket trolleys or library books. Banking customers need to specify their requirements and provide feedback about their level of satisfaction, and even to show when the service has been completed. Johnston argued that service firms need to manage these customer roles using similar approach to the management of employees. This, he claimed, will probably include deciding what sort of customer is wanted and how to go about customer selection.
Haywood-Farmer discussed a model of service quality which recognizes:
- Physical facilities and processes
- People’s behavior
- Professional judgment
An important aspect of Haywood-Farmer’s discussion of the model was the recognition that the characteristics of professionalism, judgment, advice, autonomy, diagnosis, self-motivation, knowledge and discretion are present to a variable extent in the activities of the employees of most organizations, not just the professions, e.g., law, medicine, education etc. The relative position of each of the attributes in this model was used by Haywood-Farmer to explain firms’ positioning in respect of some of the classifications of service, including contact, labor intensity and customization. Services which are low in terms of customer contact, customization and labor intensity, for example, are closer to the physical facility attribute of Haywood-Farmer’s model, whereas services high in all three will be positioned in the centre of the triangle. Responsiveness Concerns the willingness or readiness of employees to provide services. It involves timeliness of service like: posting a transaction slip immediately; returning phone call quickly; giving prompt service; setting up appointments quickly. Access Involves approachability and ease of contact. It means: the service is easily accessible by telephone; queuing time is not excessive; convenient hours of operation; convenient location.
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