Assessing Total Quality Customer Service as the New Paradigm in Nigeria Banking System

Marcus Garvey Orji; Olowu Daudu Malachy; Mohammed Zubairu; Akhimien Emmanuel

doi:doi:10.11648/j.ajomis.20170203.12

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Assessing Total Quality Customer Service as the New Paradigm in Nigeria Banking System

Marcus Garvey Orji, Olowu Daudu Malachy, Mohammed Zubairu, Akhimien Emmanuel

Published in American Journal of Operations Management and Information Systems (Volume 2, Issue 3)

Received: 31 October 2016 Accepted: 6 January 2017 Published: 27 January 2017

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Abstract

The adoption of Total Quality Management (TQM) as part of marketing concepts has shifted competitive advantage from production to customer service. Consequently, how each producer treats the customers has become the subject of competitive manipulation. In the developed nations of the world, quality customer service has proved to be the least unexplored frontiers where organizations can gain competitive advantage. As a result of this new thrust in quality customer service and the need to follow the example of the developed nations. This study sets out to examine whether or not the Nigerian producer or service provider, especially in the banking sector has adjusted to the new trend through its strategic manufactures. The study is a survey research and employed the use of questionnaires, and Blanchard’s (1992) elements of legendary customer strategies were used as the basis for the questionnaires. These strategies were described in terms of commitment to service, recovery strategy, commitment to continuous improvement, listening to customers and responding. The findings revealed that frontline workers have no autonomy to take independent actions when necessary in the interest of both the customer and the bank’s long run profitability, and that Measuring customer satisfaction and feeding the result back to the management for the purpose of improving service delivery is not given due consideration by Nigerian banks. The study recommended among others that banks should define and emphasis service as the primary function of daily operations, and must be able to communicate the goal of complete customer satisfaction to all employees, also Training programmes are effective ways of emphasizing and rewarding talented employees who are tuned into customer needs and satisfaction.

Published in	American Journal of Operations Management and Information Systems (Volume 2, Issue 3)
DOI	10.11648/j.ajomis.20170203.12
Page(s)	76-80
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Total Quality, Customer Services, Nigerian Banking System

References

[1]	Akpan, A. B (2006) Total Quality Marketing Isola Ola and Sons Zaria.
[2]	Malachy. O. D. Y (2009) Quality Customer Service. A new Paradigm in Nigeria. Academy International Journal of marketing, A. B. U, Zaria. Vol. 1, No. 2.
[3]	Hassan, O. M (2014) Achieving Quality Output in the Nigerian Banking Sector through Total Quality Management Skills International Journal of Business Administration Vol. 5, No. 1.
[4]	Kotler, P. (2008) Marketing Management, 14th Edition Pearson Edition (Singapore) Pte LTD, India.
[5]	Rawan. A & Al-Zubi. F (2015) Investigating the effect of total quality management practices on organizational performance in Jordanian Banking Sector International Business Research; Vol. 8, No. 3.
[6]	Berry, L. L and Parasurama, A. (1991) Marketing services Competition through Quality, Free Press New York, NY.
[7]	Davidow, W. A and Uttal, P. A (1989) The Ultimate Weapon Harper and Row.
[8]	Albrecht, K. (1990) Service within Business, Irwin Homewod Illinois USA.
[9]	Tony, R. (1986) “Customer Service as the new paradigm” Image Magazine Issue No. 6 Sept.
[10]	Zeinthaml, W., Parusurama, A and Berry, L. L. (2007) Delivering customer service: Balanacing customers’ perceptions and expectations. The Free press, A division of Macmillan Inc, New York NY.
[11]	Haskett, Sasser and Hart (1990), “Measuring Service Quality in Singapore retail service transactions and satisfaction with the overall service” International Journal of Service Industry Management, vol. 6 No. 2.
[12]	Johnston, R. (2005) “The zone of tolerance: Exploring the relationship between service transactions and satisfaction with overall service”. International Journal of Service Industry Management Vol. 6, No. 2.

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APA Style

Marcus Garvey Orji, Olowu Daudu Malachy, Mohammed Zubairu, Akhimien Emmanuel. (2017). Assessing Total Quality Customer Service as the New Paradigm in Nigeria Banking System. American Journal of Operations Management and Information Systems, 2(3), 76-80. https://doi.org/10.11648/j.ajomis.20170203.12

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ACS Style

Marcus Garvey Orji; Olowu Daudu Malachy; Mohammed Zubairu; Akhimien Emmanuel. Assessing Total Quality Customer Service as the New Paradigm in Nigeria Banking System. Am. J. Oper. Manag. Inf. Syst. 2017, 2(3), 76-80. doi: 10.11648/j.ajomis.20170203.12

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AMA Style

Marcus Garvey Orji, Olowu Daudu Malachy, Mohammed Zubairu, Akhimien Emmanuel. Assessing Total Quality Customer Service as the New Paradigm in Nigeria Banking System. Am J Oper Manag Inf Syst. 2017;2(3):76-80. doi: 10.11648/j.ajomis.20170203.12

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@article{10.11648/j.ajomis.20170203.12,
  author = {Marcus Garvey Orji and Olowu Daudu Malachy and Mohammed Zubairu and Akhimien Emmanuel},
  title = {Assessing Total Quality Customer Service as the New Paradigm in Nigeria Banking System},
  journal = {American Journal of Operations Management and Information Systems},
  volume = {2},
  number = {3},
  pages = {76-80},
  doi = {10.11648/j.ajomis.20170203.12},
  url = {https://doi.org/10.11648/j.ajomis.20170203.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajomis.20170203.12},
  abstract = {The adoption of Total Quality Management (TQM) as part of marketing concepts has shifted competitive advantage from production to customer service. Consequently, how each producer treats the customers has become the subject of competitive manipulation. In the developed nations of the world, quality customer service has proved to be the least unexplored frontiers where organizations can gain competitive advantage. As a result of this new thrust in quality customer service and the need to follow the example of the developed nations. This study sets out to examine whether or not the Nigerian producer or service provider, especially in the banking sector has adjusted to the new trend through its strategic manufactures. The study is a survey research and employed the use of questionnaires, and Blanchard’s (1992) elements of legendary customer strategies were used as the basis for the questionnaires. These strategies were described in terms of commitment to service, recovery strategy, commitment to continuous improvement, listening to customers and responding. The findings revealed that frontline workers have no autonomy to take independent actions when necessary in the interest of both the customer and the bank’s long run profitability, and that Measuring customer satisfaction and feeding the result back to the management for the purpose of improving service delivery is not given due consideration by Nigerian banks. The study recommended among others that banks should define and emphasis service as the primary function of daily operations, and must be able to communicate the goal of complete customer satisfaction to all employees, also Training programmes are effective ways of emphasizing and rewarding talented employees who are tuned into customer needs and satisfaction.},
 year = {2017}
}

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TY  - JOUR
T1  - Assessing Total Quality Customer Service as the New Paradigm in Nigeria Banking System
AU  - Marcus Garvey Orji
AU  - Olowu Daudu Malachy
AU  - Mohammed Zubairu
AU  - Akhimien Emmanuel
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T2  - American Journal of Operations Management and Information Systems
JF  - American Journal of Operations Management and Information Systems
JO  - American Journal of Operations Management and Information Systems
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PB  - Science Publishing Group
SN  - 2578-8310
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AB  - The adoption of Total Quality Management (TQM) as part of marketing concepts has shifted competitive advantage from production to customer service. Consequently, how each producer treats the customers has become the subject of competitive manipulation. In the developed nations of the world, quality customer service has proved to be the least unexplored frontiers where organizations can gain competitive advantage. As a result of this new thrust in quality customer service and the need to follow the example of the developed nations. This study sets out to examine whether or not the Nigerian producer or service provider, especially in the banking sector has adjusted to the new trend through its strategic manufactures. The study is a survey research and employed the use of questionnaires, and Blanchard’s (1992) elements of legendary customer strategies were used as the basis for the questionnaires. These strategies were described in terms of commitment to service, recovery strategy, commitment to continuous improvement, listening to customers and responding. The findings revealed that frontline workers have no autonomy to take independent actions when necessary in the interest of both the customer and the bank’s long run profitability, and that Measuring customer satisfaction and feeding the result back to the management for the purpose of improving service delivery is not given due consideration by Nigerian banks. The study recommended among others that banks should define and emphasis service as the primary function of daily operations, and must be able to communicate the goal of complete customer satisfaction to all employees, also Training programmes are effective ways of emphasizing and rewarding talented employees who are tuned into customer needs and satisfaction.
VL  - 2
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Author Information

Marcus Garvey Orji

Department of Business Administration, Faculty of Administration, Ahmadu Bello University, Zaria, Nigeria
Olowu Daudu Malachy

Department of Business Administration, Faculty of Administration, Ahmadu Bello University, Zaria, Nigeria
Mohammed Zubairu

Department of Business Administration, Faculty of Administration, Ahmadu Bello University, Zaria, Nigeria
Akhimien Emmanuel

Department of Business Administration, Igbinedion University Okada, Okada, Nigeria

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APA Style

Marcus Garvey Orji, Olowu Daudu Malachy, Mohammed Zubairu, Akhimien Emmanuel. (2017). Assessing Total Quality Customer Service as the New Paradigm in Nigeria Banking System. American Journal of Operations Management and Information Systems, 2(3), 76-80. https://doi.org/10.11648/j.ajomis.20170203.12

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ACS Style

Marcus Garvey Orji; Olowu Daudu Malachy; Mohammed Zubairu; Akhimien Emmanuel. Assessing Total Quality Customer Service as the New Paradigm in Nigeria Banking System. Am. J. Oper. Manag. Inf. Syst. 2017, 2(3), 76-80. doi: 10.11648/j.ajomis.20170203.12

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AMA Style

Marcus Garvey Orji, Olowu Daudu Malachy, Mohammed Zubairu, Akhimien Emmanuel. Assessing Total Quality Customer Service as the New Paradigm in Nigeria Banking System. Am J Oper Manag Inf Syst. 2017;2(3):76-80. doi: 10.11648/j.ajomis.20170203.12

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@article{10.11648/j.ajomis.20170203.12,
  author = {Marcus Garvey Orji and Olowu Daudu Malachy and Mohammed Zubairu and Akhimien Emmanuel},
  title = {Assessing Total Quality Customer Service as the New Paradigm in Nigeria Banking System},
  journal = {American Journal of Operations Management and Information Systems},
  volume = {2},
  number = {3},
  pages = {76-80},
  doi = {10.11648/j.ajomis.20170203.12},
  url = {https://doi.org/10.11648/j.ajomis.20170203.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajomis.20170203.12},
  abstract = {The adoption of Total Quality Management (TQM) as part of marketing concepts has shifted competitive advantage from production to customer service. Consequently, how each producer treats the customers has become the subject of competitive manipulation. In the developed nations of the world, quality customer service has proved to be the least unexplored frontiers where organizations can gain competitive advantage. As a result of this new thrust in quality customer service and the need to follow the example of the developed nations. This study sets out to examine whether or not the Nigerian producer or service provider, especially in the banking sector has adjusted to the new trend through its strategic manufactures. The study is a survey research and employed the use of questionnaires, and Blanchard’s (1992) elements of legendary customer strategies were used as the basis for the questionnaires. These strategies were described in terms of commitment to service, recovery strategy, commitment to continuous improvement, listening to customers and responding. The findings revealed that frontline workers have no autonomy to take independent actions when necessary in the interest of both the customer and the bank’s long run profitability, and that Measuring customer satisfaction and feeding the result back to the management for the purpose of improving service delivery is not given due consideration by Nigerian banks. The study recommended among others that banks should define and emphasis service as the primary function of daily operations, and must be able to communicate the goal of complete customer satisfaction to all employees, also Training programmes are effective ways of emphasizing and rewarding talented employees who are tuned into customer needs and satisfaction.},
 year = {2017}
}

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TY  - JOUR
T1  - Assessing Total Quality Customer Service as the New Paradigm in Nigeria Banking System
AU  - Marcus Garvey Orji
AU  - Olowu Daudu Malachy
AU  - Mohammed Zubairu
AU  - Akhimien Emmanuel
Y1  - 2017/01/27
PY  - 2017
N1  - https://doi.org/10.11648/j.ajomis.20170203.12
DO  - 10.11648/j.ajomis.20170203.12
T2  - American Journal of Operations Management and Information Systems
JF  - American Journal of Operations Management and Information Systems
JO  - American Journal of Operations Management and Information Systems
SP  - 76
EP  - 80
PB  - Science Publishing Group
SN  - 2578-8310
UR  - https://doi.org/10.11648/j.ajomis.20170203.12
AB  - The adoption of Total Quality Management (TQM) as part of marketing concepts has shifted competitive advantage from production to customer service. Consequently, how each producer treats the customers has become the subject of competitive manipulation. In the developed nations of the world, quality customer service has proved to be the least unexplored frontiers where organizations can gain competitive advantage. As a result of this new thrust in quality customer service and the need to follow the example of the developed nations. This study sets out to examine whether or not the Nigerian producer or service provider, especially in the banking sector has adjusted to the new trend through its strategic manufactures. The study is a survey research and employed the use of questionnaires, and Blanchard’s (1992) elements of legendary customer strategies were used as the basis for the questionnaires. These strategies were described in terms of commitment to service, recovery strategy, commitment to continuous improvement, listening to customers and responding. The findings revealed that frontline workers have no autonomy to take independent actions when necessary in the interest of both the customer and the bank’s long run profitability, and that Measuring customer satisfaction and feeding the result back to the management for the purpose of improving service delivery is not given due consideration by Nigerian banks. The study recommended among others that banks should define and emphasis service as the primary function of daily operations, and must be able to communicate the goal of complete customer satisfaction to all employees, also Training programmes are effective ways of emphasizing and rewarding talented employees who are tuned into customer needs and satisfaction.
VL  - 2
IS  - 3
ER  -

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