Factors afecting frontline employy performance in vietnam retail banking sector

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business - NGUYEN HUU MINH PHUONG FACTORS AFFECTING FRONTLINE EMPLOYEE PERFORMANCE IN VIETNAM RETAIL BANKING SECTOR MASTER OF BUSINESS (Honours) SUPERVISOR: Dr Vo Thi Ngoc Thuy TABLE OF CONTENTS ABSTRACT CHAPTER1: INTRODUCTION 1.1 RESEARCH BACKGROUND 1.2 RESEARCH OBJECTIVES .7 1.3 RESEARCH METHODOLOGY AND RESEARCH SCOPE 1.4 STRUCTURED OF REASEARCH CHAPTER2: LITERATURE REVIEW AND HYPOTHESES 10 2.1 FRONTLINE EMPLOYEE PERFORMANCE .10 2.2 PERSONALITY TRAITS 12 2.2.1 INTRINSIC MOTIVATION 14 2.2.2.TRAITS COMPETITIVENESS 15 2.2.3 SELF-EFFICACY 16 2.3 HUMAN RESOURCE PRACTICES 17 2.3.1 EMPLOYEE INVOLVEMENT 17 2.3.2 SERVICE TRAINING .18 2.4 SERVICE CLIMATE 19 2.5 THE CONCEPT MODEL 21 CHAPTER 3: RESEARCH METHODOLOGY .22 3.1 SAMPLE 22 3.2 MEASUREMENT SCALE 23 CHAPTER4: DATA ANALYSIS 30 4.1 DATA RESULTS 30 4.2 CRONBACH’S ALPHA COEFFICIENT OF REABILITY TEST 31 4.3 EXPLORATORY FACTOR ANALYSIS (EFA) 33 4.4 MULTIPLE REGRESSION ANALYSIS .36 4.5 DISCUSSION OF DATA RESULTS .38 CHAPTER 5: CONCLUSIONS, IMPLICATIONS, LIMITATIONS AND FURTHER RESEARCHES .42 5.1 CONCLUSIONS 42 5.2 IMPLICATIONS 42 5.3 LIMITATIONS AND FURTHER RESEARCHES 44 APPENDIX 50 LIST OF TABLES Table 1: Cronbach’s Alpha Table 2: Rotated Component Matrix Table 3: KMO and Bartlett’s Test Table 4: Model Summary Table 5: ANOVA Table 6: Coefficents Abstract This study empirical examined quality of frontline employee performance to satisfy customers in the Vietnam retail banking Based on the model of multilevel investigation of factors influencing employee service performance and customer outcomes by Liao and Chuang (2004), this study identified three factors that influencing direct to front line performance as followed: personality characteristics, human resource practices and service climate A quality method survey based on a sample of 200 people working in banks and using banking service in HCM City to test the concept model was given The result of this research shows the positive influence of service climate of banking environment and selfefficacy of frontline employees and the negative impact of employee involvement element to their performance The finding of this study could suggest some practical implications for mangers to improve their employees’ performance as well as competitive advantage in Vietnam retail banking sector CHAPTER 1: INTRODUCTION 1.1 RESEARCH BACKGROUND Development of retail banking segment is becoming a potential business and promises to bring more profit for banks in the context of difficult domestic and foreign financial market In terms of slowdown credit growth in recent years, investment in developing a model of modern retail banking aim to divert revenue from services instead of focusing on profit from credit which is a traditional banking model When switched to retail fields, banks will have bigger market and have an ability to reduce risks in business Vietnam market with a population of nearly 90 million people and growing level of income is considered as a potential retail market of commercial banks In addition, SMEs (small and medium enterprises) also tend to develop and expand the scale of business; hence this market will flourish in the future due to growth of income and all kinds of businesses Retail banking could be understood that is the provision of banking services to private individuals and SMEs through a network of bank or customers could access directly through means of technology, electronics, internet and telecommunications Services offered include saving and transaction accounts, mortgages, personal loans, debit cards, credit cards and online banking From 2008 to now, the foundation of retail banking model has been begun to appear The first is card services and consumption loans (debit and credit cards) are more common to customers Until April 2012, the number of cards circulating is 44.6million cards (up to 12 times compared to end of 2006) In addition, more 13,700 ATMs and 83,000 POS were installed and almost 32,000 POS is connected (from IDG- International Data Group and BIUBusiness Intelligence Unit).The next is the continued growth of online banking According to the State Bank of Vietnam, while there were only banks which were deploying online banking services in 2004, this number was increasing to 25 banks in 2008 and continually rising to 40 banks in the quarter 3/2012 with the main service is to provide information, bill payments and transfer periodic cash in the system And finally, the associated financial products (banking services in conjunction with insurance, securities, gold) are being deployed more and more An example of this type of products is the "bancassurance" (selling insurance through banks) that makes there venues for banks, develop customer market and create more diverse utilities to attract deposits, insurance premiums and payments via ATM cards The expansion of the banking market lead to competitions in retail banking is inevitable Banks are constantly improving the quality of service that not only effective but also improve the business position and brand for the banks to pursue retail banking model, cultivate clients and build close relationships between bank and customers Banks tend to have prestige clients in the service commitment to eliminate the risks on the path towards sustainable retail banking According to a survey of 18,000 retail customers in 35 countries by Capgemini Group- an international information technology group, the rate of customers who intend to change products and banking services in 2012 increased to 79% (up 12% compared to 2011) In Vietnam, 69% of customers would not sure to be faithful to current bank The reason of this psychological is due to the quality of services, interest rates and fees Since customer retention is a critical goal, the question that banks wonder becomes: what factors affect a customer’s perception of the bank and what actions can the bank take to increase positive perceptions Some previous studies proved that frontline employee performance significantly influence the quality of service operations, since these employees present the face and the voice of their organizations to customers (Harline and Ferrell, 1996; Schneider, Wheeler and Cox, 1992) All customers need is relatedness, assurance, empathy and reliability from employees and service quality (Brady and Cronin, 2001) Consequently, to improve service quality, bank need frontline employees who have good performance to attract customers using their service and high knowledge and experience to consult appreciate services/products, introduce new services and solve customer problems Therefore, frontline employee performance enhancement is becoming a concerned subject of managers and economists 1.2 RESEARCH OBJECTIVES In order to solving problems that mentioned above, the study specify the following objectives: -Figure out the most important factors that contribute to change frontline employee’s performance to customers in Vietnam retail banking sector -Examine the extent of each factor influence on frontline employees’ performance The remainder of the paper presents the literature review and hypotheses and articulates the research method 1.3 RESEARCH METHODOLOGY AND RESEARCH SCOPE This study based on literature and concerned researches and develop a questionnaire by English Then author select questions that are suitable for needs and culture of Vietnamese and translate in to Vietnamese An in-depth interview was carried out with first ten people for reference and amendment The questionnaire would be tested in the pilot study with 50 responses The aim of the pilot study is checking certain issues before undertaking large-scale study After that, the completed questionnaire was distributed through two ways: 1- face to face interview and 2- online survey on Google drive sent to social networks and banking websites The sample has been chosen to conduct in Ho Chi Minh City- a biggest and crowded city with a population of nearly millions The total observations must be at least 200 frontline employees and 200 customers After gathering up full data, SPSS software was used to analyze multiple regressions linear The initial steps of this method are testing Cronbach’s alpha (the reliability of the measurement scale) and Exploratory Factor Analysis (the validity of the measurement scale) would be executed Finally, multiple regressions is analyzed after assumptions had been tested 1.4 STRUCTURE OF THE RESEARCH This research includes five chapters: Chapter 1: Introduction The first chapter presents the background and purpose of the study through following part: Research Background, Research Objectives, Research Methodology and Scope Chapter 2: Literature review and Hypotheses In this chapter, the previous related researches are conducted to prove and supplement for hypotheses The author provides literature and recognized result of last researches in different fields and over the world that connecting to frontline employee performance The author also figures out evidences of positive impact of three main factors on frontline employee performance: personality characteristics, human resource practices and organization climate On that basic, hypotheses and concept model are established and tested in Vietnam retail banking Chapter 3: Research Methodology This next chapter describes the method that research applies and the processes that author conduct the survey such as: identifying target populations, choosing sampling technique, data collection procedure and measurement scale for items The chapter divided in to two parts: Sample and Measurement Scale Chapter 4: Data Analysis Chapter reports the results of the survey Based on the survey data, the author tests items, hypotheses and concept model, the chapter presents in detail the steps that analyse database such as: Cronbach’s Alpha Coefficient of Reliability Test, Exploratory Factor Analysis and Multiple Regression Analysis Chapter 5: Conclusions, Implications, Limitations and Further Research The final chapter present the conclusions unify research results and discussion and elaborate on their significance to thesis Then the author gives some practical implication in real working environment Limitations and Further research are also given to complete thesis 10 CHAPTER 2: LITERATURE REVIEW AND HYPOTHESES In this chapter, the literature that concerned to frontline employees will be provided and hypotheses will be suggested: 2.1 FRONTLINE EMPLOYEE PERFORMANCE No one can deny the important role of frontline employees who the most interacting with customers and observes customers’ responses about bank’s products or services then contribute significantly to the customers’ access to the services of the bank Solomon, Suprenant, Czepiel, &Gutman (1985) emphasized that frontline service employees play a pivotal role in services encounters and have a connection with customers and organization services and represent an organization to its customers, which often involve dyadic interactions between customers and service employees The employees’ performance in relation to customer service activities can either create a sale for the bank or lose a customer Most of banks spend more time and energy trying to find new customers than they spend retaining the customers they have And every interaction between frontline employees and their customers has a direct impact on the publics’ opinion of the bank due to these employees are the primary connection between the banks and customers Some customers want to refer and find out information about the services of retail banking; the first thing they have to is to meet the front line staffs for advices This is a decisive step when bank customers want to approach and persuade customers to use its services caused by the great first impression through the performance of the customer service representatives Agreeing with this point of view, Chase and Tansik (1983) argued that greater frontline employee knowledge and skills are needed where customers and employees have high level of communication because unpredictable situations creates a need for employees who can make that, managers should consult with frontline employees as well as penetrate in reality work by themselves to identify difficult situations or limitations in daily work of employees The following list is a key that manager should keep in mind while executing policies that improve service climate in banking environment: - Customers require a banking services not only high quality but also fast and high accuracy For this reason, employees need have the appreciate resources to deliver services which meet customers’ expectations Those are tools, equipments, work related or technical systems to support employees in completing their tasks better and faster - Recognition and reward systems are clearly and fair between employees Managers establish service-related goals to encourage employees improve their job performance and provide recognition and rewards for providing good service Obviously, advices and criticisms should be applied when employees could not complete their tasks Self-efficacy is the next important factor that motivates frontline employee’s performances It influences employees’ choices, goals, effort, and emotional reactions Employees who have higher self-efficacy could perform better and willing to confront challenges Therefore, managers should recruit applicants with high self-efficacy by asking some specific interview questions In order to improving this characteristic of current employees, managers must ensure that job demand of their employee is compatible with her/ him to make sure that job is not over her/his ability Besides, the frontline employees should be provided with relevant details of the tasks assigned to them The exact definitions and detail explanations of the tasks would help employees deal with the complex tasks Moreover, professional training and coaching should be applied by combining with team work games or competitions within bank Managers should explain employees about the technical skills required for successful performance and encourage higher performance goals from high self-efficacy employees This will lead to higher levels of job performance from frontline employees, which is critical for many banks in an era of high competition 5.3 LIMITATIONS AND FURTHER RESEARCHES Some limitations, however, possibly will exist in this research Although Ho Chi Minh is one of the big cities of Vietnam will be to conduct the research, it may not represent for all customers in Viet Nam Secondly, due to choosing difference banks mean difference cultures in working environment, this study did not give a specific sample for research For a deeper research, a specific should be chosen and the sample was survey between its branches or transaction offices And finally, the research will only investigate the employees in banking sector It will be more add more understanding if the model can be tested in other industries For further research, the comparison between two industries or different industries will be high appreciated The method of doing this research is still in simple technique In further research, other method should be applied, for example, Confirmatory Factor Analysis for its higher reliability REFERENCES Amabile, T.M., Goldfarb, P., & Brackfield, S.C (1990) Social Influences on Creativity: Evaluation, Coaction, and Surveillance Creativity Research Journal, 3, 6–21 Barrick, M.R., Stewart, G.L., & Piotrowski, M (2002) Personality and job performance: Test of mediating effects of motivation among sales representatives Journal of Apply Psychology, 87, 43-51 Bandura, A (1977) Self-efficacy: Toward a unifying theory of behavioral change Psychological Review, 84(2), 191-215 Barrick, M.R., & Mount, M.K (1993) Autonomy as a moderator of the 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commit that all your information will be safe and just used for researching If you need more information, please contact with me through email: minhphuongnh1911@yahoo.com Thank you for your kindness! I Personal Information Which bank are you working at? Commercial Bank:………… Foreign Bank:……… Others:……… How long you work at the current position? Over year 1 year to year What is your current position in the bank?  Teller CRS Over year Credit Staff Others II Questionnaire There is no True or False answer Each question has5 levels: 1- Completely disagree, 2Disagree, 3- Neutral, 4- Agree, 5- Completely Agree                                         You assess your personalities by yourself in working: When I work well, it gives me a feeling of accomplishment I feel a great sense of personal satisfaction when I my job well When I perform my job well, it contributes to my personal growth and development My job increases my feeling of self- esteem I enjoy working in situations involving competition with others It is important to me to perform better than others on a task I feel that winning is important in both work and games I try harder when I am in competition with other people 51 My job is well within the scope of my abilities 10 I did not experience any problems in adjusting to work in this bank 11 I feel that I am overqualified for the job I am doing 12 I have all the technical knowledge I need to deal with my job, all I need now is practical experience 13 I feel confident that my skills and abilities equal or exceed those of my colleagues 14 My past experiences and accomplishments increase my confidence that I will perform successfully in this bank 15 I could have handled a more challenging job than the one I am doing 16 Professionally speaking, my job exactly satisfies my expectations of myself Your assessment about employee involvement in the bank: I could influence what goes on in the work area as a whole Manager asks for my opinions before making decisions affecting my work I have the opportunity to contribute to meetings on new work developments I am allowed to participate in decisions that affect me I can resolve customer complaints on my own Your assessment about service training policies in the bank: I and my colleagues are trained (by)… Continued training to provide good service Extensive customer service training before coming into contact with customers How to serve customers better How to deal with complaining customers How to deal with customer problems Your assessment about: Job knowledge and skills of employees in your bank to deliver superior quality work and service Efforts to measure and track the quality of the work and service in your bank The recognition and rewards employees receive for the delivery of superior work and service The overall quality of service provided by your bank The leadership shown by management in your bank in supporting the service quality effort The effectiveness of your firms' communications efforts to employees and customers The tools, technology, and other resources provided to employees to support the delivery of superior quality work and service                                                                                                                              B QUESTIONNAIR FOR CUSTOMERS USING SERVICES IN RETAIL COMMERCIAL BANKING IN HO CHI MINH CITY Dear Sir/ Madam, My name is Nguyen Huu Minh Phuong I am a student of ISB- University of Economics Ho Chi Minh City Now I am I am undertaking a research with a topic “Factors affecting frontline employee performance in Vietnam retail banking sector” For this purpose, I kindly request you to complete the following questionnaire regarding your ideas about these issues I hope that you spend a little time to answer the following question All your responses are valuable for this research I would commit that all your information will be safe and just used for researching If you need more information, please contact with me through email: minhphuongnh1911@yahoo.com Thank you for your kindness! I Personal Information Which bank you transact most frequently? Commercial Bank:………… Foreign Bank:……… Others:……… How long you use this bank’s products and services? Over year 1 year to year Over year What products/services you used of this bank (you can select multiple choices):  Credit/ Debit Card Savings Loans Others III Questionnaire There is no True or False answer Each question has5 levels: 1- Completely disagree, 2Disagree, 3- Neutral, 4- Agree, 5- Completely Agree Being friendly and helpful to customers      Approaching customers quickly      Asking good questions and listening to find out what a customer wants Being able to help customers when needed           Pointing out and relating item features to a customer’s needs      Suggesting items customers might like but did not think of      Explaining an item’s features and benefits to overcome a customer’s objections      Your assessment about employees who served you in this bank: Appendix 2: Questionnaire –Vietnamese version A PHIẾU KHẢO SÁT DÀNH CHO NHÂN VIÊN TRỰC TIẾP GIAO DỊCH VỚI KHÁCH HÀNG DỊCH VỤ BÁN LẺ TRONG KHỐI NGÂN HÀNG THƯƠNG MẠI CỔ PHẦN TP.HCM Kính chào Anh/ Chị, Tôi tên Nguyễn Hữu Minh Phương Tôi học viên Viện đào tạo quốc tế ISB- trường Đại học Kinh tế TP HCM Hiện nghiên cứu đề tài “Những tác nhân ảnh hưởng đến hiệu suất nhân viên chăm sóc khách hàng dịch vụ ngân hàng bán lẻ Việt Nam ”; đó, tơi tiến hành khảo sát nhằm tìm hiểu ý kiến Anh/ Chị vấn đề Rất mong Anh/Chị bớt chút thời gian trả lời số câu hỏi Tất ý kiến Chị/Anh có giá trị nghiên cứu Tôi xin cam kết thông tin Chị/Anh bảo mật dùng với mục đích phục vụ nghiên cứu Mọi thông tin liên quan đến đề tài này, xin liên hệ địa email minhphuongnh1911@yahoo.com Xin chân thành cám ơn giúp đỡ anh/chị! I Thông tin cá nhân Anh/ chị làm việc Ngân Hàng: Thương mại cổ phần:………… 100% vốn nước ngồi:……… Khác:……… Thời gian anh/ chị cơng tác ngân hàng vị trí tại: = năm Vị trí cơng việc anh/ chị công tác:  Giao dịch viên Khác Nhân viên dịch vụ khách hàng Nhân viên tín dụng II Phiếu khảo sát Khơng có câu trả lời hay sai Mỗi câu bao gồm mức độ, từ 1-Hồn tồn khơng đồng ý, 2- Khơng đồng ý, 3-Trung dung, 4- Đồng ý, 5- Hoàn toàn đồng ý phản ánh ý kiến cá nhân anh/ chị                               Anh/ Chị tự đánh giá tính cách cá nhân cơng việc: Tơi cảm giác thành tựu tơi hồn thành tốt cơng việc Tơi cảm thấy hài lịng với thân tơi làm tốt cơng việc 10 Thực tốt cơng việc giúp tơi góp phần vào trưởng thành phát triển cá nhân 11 Công việc khiến thấy tự tin vào khả giá trị thân 12 Tơi thích làm việc tình liên quan đến cạnh tranh với người khác 13 Điều quan trọng với thể công việc tốt so với người khác 14 Tôi thấy chiến thắng quan trọng cơng việc lẫn trị chơi 15 Tơi cố gắng nhiều cạnh tranh với người khác 16 Công việc nằm khả tơi 17 Tơi khơng gặp khó khăn việc thích nghi để làm việc ngân hàng 18 Tôi cho thừa lực cho vị trí 19 Tơi có tất kiến thức chuyên ngành để giải công việc, tất cần kinh nghiệm thực tế 20 Tôi tự tin khả kỹ ngang đồng nghiệp 21 Kinh nghiệm thành tích khứ làm tăng tự tin việc biểu thân 22 Tơi xử lý cơng việc khó khăn so với cơng việc tơi làm 23 Công việc đáp ứng mong đợi tơi thân Anh/ chị đánh giá tham gia nhân viên định cơng ty Tơi chi phối diễn khu vực làm việc nói chung Người quản lý hỏi ý kiến trước định ảnh hưởng đến công việc tơi Tơi có hội đóng góp họp phát triển công việc Tôi phép tham gia định ảnh hưởng đến tơi Tơi tự giải khiếu nại khách hàng Anh/ Chị nhận xét sách đào tạo ngân hàng a/c công tác: Nhân viên ngân hàng đào tạo… Liên tục để phục vụ tốt cho khách hàng Toàn diện trước giao dịch với khách hàng Làm cách để phục vụ khách hàng tốt Làm cách để giải đáp than phiền khách hàng Làm cách để xử lý vấn đề khách hàng Anh/ Chị đánh giá: Kỹ trình độ chuyên môn nhân viên ngân hàng bạn Các nổ lực để đánh giá theo dõi chất lượng công việc dịch vụ ngân hàng bạn Sự thừa nhận khen thưởng mà nhân viên nhận thực tốt công việc Chất lượng tổng thể dịch vụ ngân hàng bạn cung cấp Sự lãnh đạo thể qua quản lý ngân hàng bạn việc hỗ trợ nâng cao chất lượng dịch vụ Hiệu nổ lực truyền thông ngân hàng đến nhân                                                                                                                                   viên khách hàng Công cụ, công nghệ nguồn lực khác cung cấp cho nhân viên để thực tốt công việc      B PHIẾU KHẢO SÁT DÀNH CHO KHÁCH HÀNG SỬ DUNG DỊCH VỤ BÁN LẺ TRONG KHỐI NGÂN HÀNG THƯƠNG MẠI CỔ PHẦN TP.HCM Kính chào Anh/ Chị, Tôi tên Nguyễn Hữu Minh Phương Tôi học viên Viện đào tạo quốc tế ISB- trường Đại học Kinh tế TP HCM Hiện nghiên cứu đề tài “Những tác nhân ảnh hưởng đến hiệu suất nhân viên chăm sóc khách hàng dịch vụ ngân hàng bán lẻ Việt Nam ”; đó, tơi tiến hành khảo sát nhằm tìm hiểu ý kiến Anh/ Chị vấn đề Rất mong Anh/Chị bớt chút thời gian trả lời số câu hỏi Tất ý kiến Chị/Anh có giá trị nghiên cứu Tơi xin cam kết thông tin Chị/Anh bảo mật dùng với mục đích phục vụ nghiên cứu Mọi thông tin liên quan đến đề tài này, xin liên hệ địa email minhphuongnh1911@yahoo.com Xin chân thành cám ơn giúp đỡ anh/chị! I Thông tin cá nhân Anh/ chị sử dụng dịch vụ ngân thường xuyên nhất: Thương mại cổ phần:………… 100% vốn nước ngoài:……… Khác:……… Thời gian anh/chị sử dụng dịch vụ ngân hàng = năm Các sản phẩm/ dịch vụ ngân hàng anh/ chị sử dụng qua:  Thẻ Tiết kiệm Vay vốn Khác II Phiếu khảo sát Khơng có câu trả lời hay sai Mỗi câu bao gồm mức độ, từ 1-Hoàn toàn không đồng ý, 2- Không đồng ý, 3-Trung dung, 4- Đồng ý, 5- Hoàn toàn đồng ý phản ánh ý kiến cá nhân anh/ chị Thân thiện sẵn sàng giúp đỡ khách hàng      Tiếp cận khách hàng nhanh chóng      Đặt câu hỏi lịch lắng nghe để biết khách hàng muốn      Anh/ Chị đánh giá biểu nhân viên phục vụ ngân hàng này: Phải có khả giúp đỡ khách hàng cần thiết      Chỉ rõ liên kết tính sản phẩm dịch vụ với nhu cầu khách hàng Gợi ý sản phẩm, dịch vụ khách hàng thích khơng nghĩ đến Giải thích tính lợi ích sản phẩm, dịch vụ để hóa giải phản đối khách hàng                Appendix 3: Cronbach’s Alpha After Deleted Items (After EFA) Correlated Item-Total Correlation Cronbach's Alpha if Item Deleted Intrinsic Motivation IM2 0.519 0.588 0.693 IM3 0.557 0.536 IM4 0.453 0.669 Trait Competitiveness TC1 0.549 0.583 0.706 TC2 0.518 0.621 TC3 0.505 0.638 SE1 0.422 0.802 SE2 0.577 0.780 SE3 0.583 0.779 SE4 0.531 0.787 SE5 0.574 0.780 SE6 0.484 0.795 SE7 0.494 0.792 SE8 0.528 0.788 Employee Involvement EI1 0.492 0.641 0.706 EI2 0.408 0.693 Remaining Items Factor Self- Efficacy 0.809 EI4 0.573 0.588 EI5 0.495 0.640 ST1 0.529 0.558 ST2 0.460 0.641 ST5 0.523 0.573 SC1 0.462 0.704 SC2 0.497 0.691 SC3 0.514 0.685 SC4 0.510 0.686 SC5 0.510 0.686 EP2 0.455 0.665 EP4 0.401 0.683 EP5 0.507 0.641 EP6 0.459 0.661 EP7 0.507 0.643 Service Training 0.689 Service Climate 0.737 Employee Perfomance 0.709 ... CONCLUSIONS This study gave an overview of frontline employee performance in Vietnam retail banking sector Factors positively influencing to frontline employee performance are service climate (Beta,... examined quality of frontline employee performance to satisfy customers in the Vietnam retail banking Based on the model of multilevel investigation of factors influencing employee service performance. .. am undertaking a research with a topic ? ?Factors affecting frontline service performance in Vietnam retail banking sector? ?? For this purpose, I kindly request you to complete the following questionnaire