RESEARCH BACKGROUND
The retail banking segment is emerging as a promising business opportunity for banks, particularly in the challenging domestic and international financial markets With a slowdown in credit growth, banks are increasingly investing in modern retail banking models that prioritize service revenue over traditional credit profits This shift allows banks to tap into a larger market and mitigate business risks Vietnam, with its nearly 90 million population and rising income levels, presents a lucrative retail banking market Additionally, the growth of small and medium enterprises (SMEs) is expected to further enhance this market's potential Retail banking encompasses providing banking services to individuals and SMEs through various channels, including technology and the internet Key services include savings and transaction accounts, mortgages, personal loans, debit and credit cards, and online banking.
From 2008 to now, the foundation of retail banking model has been begun to appear
Card services and consumption loans, including debit and credit cards, have become increasingly prevalent among customers, with 44.6 million cards in circulation by April 2012—an increase of 12 times since the end of 2006 The infrastructure supporting this growth includes over 13,700 ATMs and 83,000 POS terminals, with nearly 32,000 POS connected Additionally, online banking has seen significant expansion, growing from just four banks offering services in 2004 to 40 banks by the third quarter of 2012, primarily providing information, bill payments, and periodic cash transfers Furthermore, the integration of financial products, such as bancassurance—selling insurance through banks—has emerged, enhancing revenue streams for banks and diversifying services to attract deposits, insurance premiums, and ATM card payments.
The expansion of the banking market has led to increased competition in retail banking, prompting banks to enhance their service quality to strengthen their business position and brand This focus on cultivating client relationships is essential for sustainable retail banking, as banks aim to attract prestigious clients and mitigate risks A Capgemini Group survey of 18,000 retail customers across 35 countries revealed that in 2012, 79% of customers were considering changing their banking products and services, a 12% increase from 2011 In Vietnam specifically, 69% of customers expressed uncertainty about their loyalty to their current bank, primarily due to concerns over service quality, interest rates, and fees.
Customer retention is essential for banks, prompting them to explore the factors that influence customers' perceptions and the strategies they can implement to enhance these positive views.
Research indicates that the performance of frontline employees plays a crucial role in determining the quality of service operations, as these employees represent their organizations directly to customers (Harline and Ferrell, 1996; Schneider, Wheeler, and Cox, 1992).
Customers seek relatedness, assurance, empathy, and reliability from employees, which are essential for high service quality (Brady and Cronin, 2001) To enhance service quality, banks must focus on recruiting frontline employees who demonstrate strong performance, possess extensive knowledge, and have the experience to effectively consult on services and products, introduce new offerings, and resolve customer issues As a result, enhancing the performance of frontline employees has become a key focus for managers and economists alike.
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.
RESEARCH METHODOLOGY AND RESEARCH SCOPE
This study involved the development of a questionnaire based on relevant literature and research, initially created in English The author then selected and translated questions to align with the needs and culture of the Vietnamese population An in-depth interview was conducted with the first ten participants for reference and refinement The questionnaire was subsequently tested in a pilot study with 50 respondents to address specific issues prior to a larger-scale study Finally, the completed questionnaire was distributed through two methods: face-to-face interviews and an online survey via Google Drive, shared across social networks and banking websites.
The study will be conducted in Ho Chi Minh City, the largest and most populous city in Vietnam, home to nearly 8 million residents A minimum of 200 frontline employees and 200 customers will be surveyed to gather comprehensive data for the research.
After collecting comprehensive data, the analysis was conducted using SPSS software to perform multiple linear regressions The initial phase involved testing Cronbach’s alpha to assess the reliability of the measurement scale, followed by Exploratory Factor Analysis to evaluate its validity Ultimately, multiple regression analysis was carried out after verifying the necessary assumptions.
This research includes five chapters:
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
This chapter reviews existing research to support and enhance the hypotheses regarding frontline employee performance It highlights literature and findings from various global studies that link to this topic The author identifies three key factors that positively influence frontline employee performance: personality traits, human resource practices, and organizational climate Based on these insights, hypotheses and a conceptual model are developed and tested within the context of Vietnam's retail banking sector.
This chapter outlines the research methodology employed in the study, detailing the processes involved in conducting the survey Key aspects include identifying target populations, selecting appropriate sampling techniques, and outlining data collection procedures along with the measurement scales used for various items The chapter is organized into two main sections: Sample and Measurement Scale.
Chapter 4 presents the survey results, where the author examines various items, hypotheses, and the conceptual model It details the analytical steps undertaken, including the 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 consolidates the research findings and discussions, highlighting their significance to the thesis The author also presents practical implications for real-world applications Additionally, the chapter addresses limitations and suggests avenues for further research to enhance the thesis.
CHAPTER 2: LITERATURE REVIEW AND HYPOTHESES
In this chapter, the literature that concerned to frontline employees will be provided and hypotheses will be suggested:
Frontline employees play a crucial role in customer interaction, as they are directly engaged with clients and keenly observe their responses to the bank's products and services Their insights significantly enhance customers' access to banking services, making them invaluable to the overall customer experience.
Frontline service employees play a crucial role in service encounters, acting as the primary link between customers and organizations, which significantly influences customer perceptions of the bank Their performance in customer service can determine whether a bank secures a sale or loses a customer, highlighting the importance of retaining existing clients over acquiring new ones Every interaction with these employees shapes public opinion about the bank, making their role essential, especially when customers seek information or advice about retail banking services A strong first impression from customer service representatives can persuade customers to utilize the bank’s services Furthermore, as Chase and Tansik (1983) note, effective communication and high levels of employee knowledge are vital in unpredictable situations, necessitating employees who can make informed, non-programmed decisions Additionally, Schneider and Bowen (1984) assert that frontline employees are not only key to service delivery but also serve as valuable sources for new service ideas and their implementation, ultimately enhancing customer satisfaction.
Previous studies have investigated the factors influencing employee performance in high-contact services, where service providers and customers engage in direct interactions Schlesinger and Heskett (1991) highlighted two essential components of service strategy for these organizations: human resources and service delivery systems Human resources encompass tangible aspects like experience and education, as well as intangible qualities such as personal characteristics, while service delivery systems involve the processes and infrastructure for service provision Harline and Ferrell (1996) emphasized that employee attitudes and behaviors significantly impact customer perceptions and service quality They found that inexperienced service providers often experience lower job satisfaction and performance, negatively affecting customer perceptions Conversely, employees with control over service encounters—demonstrated through self-efficacy, job satisfaction, and adaptability—are more effective in satisfying customers Goldstein (2003) further identified three dimensions of service strategy in high-contact environments: work systems, staff education and training, and staff well-being, which collectively enhance employee motivation and organizational effectiveness.
Liao and Chuang (2004) explored the factors affecting employee service performance and customer outcomes, presenting a conceptual model to illustrate this relationship They highlighted the significant role of managerial practices and service climate in shaping customer perceptions of service quality and the financial performance of business units at the store level Their research connected employees' personalities to their service performance and proposed a multilevel framework, suggesting that employee service performance is influenced by both individual characteristics and the surrounding service environment.
Previous researches just focused on either organization- level or individual-level analysis
This pioneering study integrates both store-level (macro) and individual-level (micro) approaches to assess employee service performance However, it is limited by its focus on a single occupation within 25 restaurants in the U.S Midwest Consequently, this research builds on the findings of Liao and Chuang (2004) to identify factors influencing front-line service employees in retail banking.
Numerous studies have shown that individual personality traits significantly impact job performance across various sectors, including restaurants, hotels, banks, and hospitals To enhance this understanding, Costa and McCrae (1994) developed the Big Five model, which identifies five distinct personality factors: agreeableness, conscientiousness, extroversion, neuroticism, and openness Research by Liao and Chuang (2004) and Barrick and Mount (1993) indicates that four of these traits—conscientiousness, neuroticism, extraversion, and agreeableness—are linked to performance across all job types, especially in roles requiring interpersonal interactions, such as in service industries Notably, while conscientiousness, extroversion, and agreeableness positively influence employee performance in high-contact services, neuroticism does not Conscientiousness is characterized by dependability, responsibility, carefulness, and perseverance (Rhoades and Eisenberger, 2002), while extroverted individuals are described as energetic, communal, bold, confident, lively, and adventurous, often displaying friendliness and openness to others (Barrick, Stewart, and Piotrowski, 2002).
Agreeableness is characterized by a person's willingness to cooperate and maintain positive relationships with others, while neuroticism refers to an individual's difficulty in managing their emotions, often leading to feelings of hostility, anxiety, depression, and vulnerability.
Yavas, Karatepe, and Babakus (2009) emphasize the importance of shifting the focus from the basic personality traits of the Big Five model to specific traits that are more relevant for frontline service jobs They identify intrinsic motivation, competitiveness, and self-efficacy as key traits for frontline employees, who often work in stressful environments while maintaining a positive demeanor for customer interactions Their research reveals a significant connection between these personality traits and the job performance of frontline employees in various hotels in Ankara, Turkey's capital.
FRONTLINE EMPLOYEE PERFORMANCE
Frontline employees play a crucial role in banking by directly interacting with customers and observing their responses to the bank's products and services Their insights are vital in enhancing customer access to banking services, making them essential to the overall customer experience.
Frontline service employees play a crucial role in customer interactions, acting as the primary link between banks and their clients, as emphasized by Solomon et al (1985) Their performance directly influences customer retention and sales, highlighting the importance of investing in existing customer relationships rather than solely acquiring new ones Each interaction shapes public perception of the bank, making it essential for customers seeking information to engage with knowledgeable frontline staff Chase and Tansik (1983) assert that effective communication and decision-making skills are vital for employees to navigate unpredictable service encounters Additionally, Schneider and Bowen (1984) recognize frontline employees as valuable contributors to service innovation, providing insights that enhance service delivery and foster positive customer experiences.
Previous studies have explored the factors influencing employee performance in high contact services, where direct and prolonged interaction occurs between service providers and customers (Chase, 1981) Schlesinger and Heskett (1991) identified two essential elements of a service strategy for high contact organizations: human resources and service delivery systems Human resources encompass both tangible attributes, such as experience and education, and intangible qualities, including personal characteristics Service delivery systems refer to the processes and infrastructure utilized to provide services Harline and Ferrell (1996) emphasized that employee attitudes and behaviors significantly impact customer perceptions and judgments regarding service quality They noted that inexperienced service providers often experience lower job satisfaction and performance, negatively affecting perceived service quality Conversely, employees who possess self-efficacy, job satisfaction, and adaptability are better equipped to meet customer needs Goldstein (2003) further highlighted three dimensions of service strategy in high contact environments: work systems, staff education and training, and staff well-being, aligning with Schlesinger and Heskett's framework.
Liao and Chuang (2004) explored the factors affecting employee service performance and customer outcomes, proposing a conceptual model that highlights the significant role of managerial practices and service climate in shaping customer perceptions of service quality and financial performance at the store level Their research linked employees' personalities to their service performance and introduced a multilevel framework, examining employee service performance as a combined effect of individual characteristics and the service environment.
Previous researches just focused on either organization- level or individual-level analysis
This study is the first to integrate both macro and micro approaches to evaluate employee service performance However, it is limited by its focus on a single occupation within 25 restaurants in the U.S Midwest Building on the research of Liao and Chuang (2004), the study identifies key factors influencing front-line service employees in the retail banking sector.
PERSONALITY TRAITS
INTRINSIC MOTIVATION
Intrinsic motivation, as defined by Ryan and Deci (2000), refers to engaging in activities for the inherent satisfaction they provide, rather than for external rewards or pressures Oldham and Cummings (1996) further emphasize that intrinsic motivation reflects an employee's enthusiasm for their work, which varies by individual and task This type of motivation enhances creativity, work quality, and job performance, as individuals are driven by personal enjoyment, skill development, and self-esteem Specifically, in the banking sector, intrinsically motivated frontline employees exhibit greater creativity and a strong desire to excel, seeking positive evaluations from supervisors and customers They are also more likely to tackle challenges independently and explore innovative solutions (Amabile, Goldfarb, and Brackfield, 1990) Consequently, fostering intrinsic motivation among frontline employees is crucial for service enterprises, as it correlates with positive personality traits and overall performance.
Hypothesis 1a: There is a positive relationship between Intrinsic motivation and front line service performance.
TRAITS COMPETITIVENESS
Research indicates a positive correlation between competitiveness traits and job performance (Carsrud and Olm 1986; Brown and Peterson 1994; Brown, Cron, and Slocum 1998) Competitiveness is defined as an individual's internal drive to engage in activities involving interpersonal competition (Kohn 1992) This aligns with Spence and Helmreich’s (1983) notion that highly competitive individuals thrive on competition and possess a strong desire to excel over others Kohn (1992) further illustrates that competitive individuals continuously monitor their performance to ensure they outshine their peers, setting ambitious goals and exerting extra effort in their endeavors In the banking industry, frontline employees with high competitiveness are motivated by their aspiration to be professionals and their commitment to surpassing others, which drives them to set higher revenue targets and seek rapid promotions, ultimately leading to enhanced performance.
Hypothesis 1b: There is a positive relationship between Traits competitiveness and front line service performance.
SELF-EFFICACY
Albert Bandura is a renowned researcher in social cognitive theory, particularly known for his emphasis on self-efficacy, which he defines as an individual's belief in their ability to organize and execute the necessary actions to achieve specific goals (Bandura, 1977) This perspective is supported by Stajkovic and Luthans, who also recognize the importance of self-efficacy in personal achievement.
High self-efficacy empowers individuals to mobilize the motivation, cognitive resources, and actions necessary to successfully complete tasks within specific contexts Unlike self-confidence, which reflects a general sense of competence, and self-esteem, which relates to self-worth, self-efficacy significantly influences behavior changes and individual motivation It affects choices, goal-setting, emotional responses, effort, coping mechanisms, and persistence Individuals committed to their careers actively seek to enhance their skills and drive their performance Self-efficacy can evolve through learning experiences and feedback, while those who lack confidence often avoid challenging tasks, struggle to recover from failures, and may refrain from engaging in situations where they fear they will not succeed Consequently, individuals with low self-efficacy are less likely to embrace new challenges or recommend innovative products and services to customers.
Naturally, this leads to a passive manners and attitude of employees in working environment
Hypothesis 1c: There is a positive relationship between Self- efficacy and front line service performance.
HUMAN RESOURCE PRACTICES
EMPLOYEE INVOLVEMENT
Liao and Chuang (2004) identified participative decision-making as a key factor in employee involvement within organizations Numerous studies have explored this relationship and its implications for workplace dynamics.
According to Denison (1990), organizations that allow employees to participate in higher-level decision-making practices experience increased employee engagement and competitiveness Cascio et al (1997) further emphasized that employees who voluntarily engage in decision-making contribute
Involving empathetic frontline employees in the development and implementation of new services can ensure that the goals of enhancing productivity and efficiency do not overshadow the primary objective of fulfilling customer needs This approach, as highlighted by Schneider and Bowen, emphasizes the importance of aligning operational improvements with customer satisfaction.
Involving frontline employees in new service development enhances the technical quality of services, boosts the service climate, and elevates employee morale, ultimately leading to increased customer satisfaction Consequently, employee involvement directly influences overall employee performance.
Hypothesis 2a: There is a positive relationship between employee involvement and front line service performance
SERVICE TRAINING
Training is a systematic process aimed at enhancing employees' knowledge, skills, and abilities crucial for effective job performance (Swanson & Holton, 2001) It is designed by management to foster critical thinking, logical reasoning, and problem-solving skills, ensuring employees are equipped for both current and future roles in a rapidly evolving technological landscape Initial training for front-line service employees focuses on customer service expectations, complaint handling, and understanding products and services Research consistently demonstrates that employee training positively impacts performance and customer satisfaction, with Saks (1996) indicating a significant relationship between training, job satisfaction, and overall job performance Additionally, Schneider and Bowen (1985) emphasize the importance of formal training for new employees and general service training in achieving high-quality service and customer satisfaction.
Hypothesis 2b: There is a positive relationship between employee training and front line service performance
SERVICE CLIMATE
Organizational climate encompasses measurable aspects of the work environment that directly or indirectly impact employees' motivation and behavior (Litwin and Stringer, 1968) A lack of creativity and innovation within a company can hinder the development of a motivated organizational climate, ultimately diminishing employee performance and profitability Successful organizations effectively integrate creativity and innovation into their climate and management practices (Ismail, 2003) Additionally, supportive leadership, open communication, and adequate resources play a crucial role in fostering employee creativity (Martins and Terblanche, 2003; Enson, Pirrie, and Band, 2006).
However, service climate is a different definition in context of customer service
Service climate, as defined by Schneider et al (1985), refers to employees' collective perceptions of the policies, practices, and procedures that are endorsed and anticipated regarding customer service In a motivated organizational environment, employees are aware of the promotional opportunities available to them, which encourages them to perform at their best for customers and effectively handle challenging situations.
Hypothesis 3: There is a positive relationship between service climate and front line service performance
A conceptual model is depicted in Fig.1:
The third chapter report the methodology that author used to do the research
Simultaneously, this chapter also presents the measurement scales and their resources
The research conducted in private banks in Ho Chi Minh City, Vietnam, including Asia Commercial Bank (ACB), Military Bank (MB), Techcombank, and Sacombank, comprised two phases: a pilot survey followed by a main survey.
The study aims to investigate the factors influencing the performance of frontline employees in the banking sector, focusing on those who interact directly with customers, such as tellers, customer service representatives, and credit officers The research involves two groups: Group 1 consists of bank employees in customer-facing roles, while Group 2 includes customers in Ho Chi Minh City who utilize retail banking services To gather comprehensive data, the study employs two distinct questionnaires: one for employees assessing personality, HR practices, and service climate, and another for customers evaluating employee performance This approach ensures the collection of objective information from both groups, facilitating an accurate assessment of frontline employee performance.
Prior to conducting the pilot and main surveys, the author conducted in-depth interviews with five frontline employees who have over three years of customer service experience The purpose of these interviews was to assess their understanding of the survey scales and to gather insights from seasoned employees, ultimately selecting scales that are well-suited for the research.
Vietnamese thinking and cultures After that, the pilot testing of questionnaire with first 50 samples will be investigated to prepare for adjustments and revisions before the main survey
The result shows that all respondents could understand the questions and pilot data could be analyzed The main survey is undertaken by dispatch widespread through:
Relationship: friends, friends of friends, colleagues, acquaintance…
Banking website: ub.com.vn
This research requires a minimum sample size of 200 observations, achieved by collecting 200 responses from frontline employees and 200 responses from customers utilizing retail banking services in Ho Chi Minh City The primary aim of this survey is to validate the measurement tools and assess the conceptual model.
In a study by Yavas, Karatepe, and Babakus (2009), three key personality traits were assessed: intrinsic motivation (Low et al., 1999), competitiveness (Brown et al., 1998), and self-efficacy (Jones, 1986) Each trait was evaluated using four items, with employees rating their self-perception on a five-point Likert scale, ranging from 1 (very inaccurate) to 5 (very accurate).
The study utilizes the 5-item scale developed by Haynes et al (1999) to assess employee involvement in decision-making within health services By applying this scale, the research evaluates the extent of employee engagement in their banking institution Employees are asked to rate their involvement on a 5-point Likert scale, ranging from 1 ("not at all") to 5 ("a great deal").
We adapted the DINESERV tool, originally developed by Stevens, Knutson, and Patton (1995) for measuring restaurant service quality, to assess service training in the retail banking sector Out of the 13 items in the scale, we identified 10 that are applicable to banking, while two items—maintaining clean restrooms and providing services as ordered—were deemed less relevant Frontline employees evaluated their service training using a three-point Likert scale, ranging from 1 (not at all) to 3 (to a great extent).
Service Climate The quality of service climate is measured by 8 item global service scale determined by Schneider et al (1998) with 5 point Likert scale: 1- poor, 5- excellent
This scale provides a summary measure of service employees’ perception of their organization’s climate for service
Frontline Employee Performance The scales developed by Borucki and Burke
In 1999, a performance evaluation system was developed to assess frontline employees in the banking sector, tailored to Vietnamese culture This system includes 13 criteria, of which 7 are specifically designed for banking customers Customers rate the performance of the employees who served them using an 11-point Likert scale, ranging from 1 for complete dissatisfaction to 2 for extremely good service.
This study evaluated all elements of the conceptual model using a unified 5-point Likert scale, ranging from 1 for "strongly disagree" to 5 for "strongly agree." The accompanying table presents a comprehensive list of these components.
1 When I do work well, it gives me a feeling of accomplishment
2 I feel a great sense of personal satisfaction when I do my job well
3 When I perform my job well, it contributes to my personal growth and development
4 My job increases my feeling of self esteem
Brown et al (1998) 1 I enjoy working in situations involving competition with others
2 It is important to me to perform better than others on a task
3 I feel that winning is important in both work and games
4 I try harder when I am in competition with other people
1 My job is well within the scope of my abilities
2 I did not experience any problems in adjusting to work in this bank
3 I feel that I am overqualified for the job I am doing
4 I have all the technical knowledge I need to deal with my job, all I need now is practical experience
5 I feel confident that my skills and abilities equal or exceed those of my colleagues
6 My past experiences and accomplishments increase my confidence that I will perform successfully in this bank
7 I could have handled a more challenging job than the one I am doing
8 Professionally speaking, my job exactly satisfies my expectations of myself
1 I could influence what goes on in the work area as a whole
2 Manager asks for my opinions before making decisions affecting my work
3 I have the opportunity to contribute to meetings on new work developments
4 I am allowed to participate in decisions that affect me
5 I can resolve customer complaints on my own
1 Employees in this bank receive continued training to provide good service
2 Employees in this bank receive extensive customer service training before they come into contact with customers
3 Employees of this bank receive training on how to serve customers better
4 Employees in this bank receive training on how to deal with complaining customers
5 Employees of this bank receive training on dealing with customer problems
Service Climate Schneider et al
1 Rate the job knowledge and skills of employees in your bank to deliver superior quality work and service
2 Rate efforts to measure and track the quality of the work and service in your bank
3 Rate the recognition and rewards employees receive for the delivery of superior work and service
4 Rate the overall quality of service provided by your bank
5 Rate the leadership shown by management in your bank in supporting the service quality effort
6 Rate the effectiveness of your firms' communications efforts to employees and customers
7 Rate the tools, technology, and other resources provided to employees to support the delivery of superior quality work and service
1 Being friendly and helpful to customers
3 Asking good questions and listening to find out what a customer wants
4 Being able to help customers when needed
5 Pointing out and relating item features to a customer’s needs
6 Suggesting items customers might like but did not think of
7 Explaining an item’s features and benefits to overcome a customer’s objections
This chapter provides a comprehensive overview of the research methodology and the survey data collection process The author outlines the measurement scale used for the items, and the collected data was analyzed using SPSS 21, with additional support from Microsoft Excel.
This chapter presents a detailed analysis of the study's findings, beginning with the statistical data gathered from the survey It then assesses the reliability of the scales using Cronbach’s Alpha Reliability Test and examines their validity through Exploratory Factor Analysis After confirming all necessary assumptions, the authors conduct a multiple regression analysis to explore the relationships between the independent and dependent variables In conclusion, the authors provide insights to discuss the implications of the data analysis results.
A survey was conducted involving 200 employees from foreign and commercial banks in Vietnam, along with 200 customers who interacted with frontline staff in these banks The results of this survey are summarized in the table below.
Customer Service Relationship Credit officer
MB bank Techcombank Foreign banks Others
Year working at current positive
The survey primarily involved employees from ACB Bank, comprising 44% of the respondents, followed by staff from various commercial banks, excluding state-owned banks like Agribank, Vietcombank, Vietinbank, and BIDV The survey focused on teller positions, which represent a significant portion of bank staff and have frequent customer interactions, accounting for 62.5% of the responses, while other positions made up the remaining 37.5% Participants were required to have at least one year of experience in their current roles to ensure they had sufficient knowledge and experience to effectively serve customers Data collected from the survey was analyzed using SPSS software.
4.2 CRONBACH’S ALPHA COEFFICIENT OF RELIABILITY TEST
RESEARCH METHODOLOGY
SAMPLE
The research conducted in private banks in Ho Chi Minh City, Vietnam, including Asia Commercial Bank (ACB), Military Bank (MB), Techcombank, and Sacombank, involved two phases: a pilot survey followed by a main survey.
This study aims to investigate the factors influencing the performance of frontline employees in the banking sector, focusing on those who interact directly with customers, such as tellers, customer service representatives, and credit officers The research involves two groups: Group 1 comprises bank employees in customer-facing roles, while Group 2 consists of customers in Ho Chi Minh City who utilize retail banking services To gather comprehensive data, the study employs a two-part questionnaire: one designed for employees, assessing personality, HR practices, and service climate, and another for customers, evaluating employee performance This structured approach ensures the collection of objective information from both groups, facilitating an accurate assessment of frontline employee performance.
Prior to conducting the pilot and main surveys, the author conducted in-depth interviews with five frontline employees, each with over three years of customer service experience The purpose of these interviews was to assess their understanding of the survey scales and to gather additional insights from seasoned employees, ultimately selecting scales that are suitable for the study.
Vietnamese thinking and cultures After that, the pilot testing of questionnaire with first 50 samples will be investigated to prepare for adjustments and revisions before the main survey
The result shows that all respondents could understand the questions and pilot data could be analyzed The main survey is undertaken by dispatch widespread through:
Relationship: friends, friends of friends, colleagues, acquaintance…
Banking website: ub.com.vn
This research requires a minimum sample size of 200 observations, achieved by collecting responses from 200 frontline employees and 200 customers utilizing retail banking services in Ho Chi Minh City The primary aim of the survey is to validate the measurement tools and assess the proposed conceptual model.
MEASUREMENT SCALE
In a study conducted by Yavas, Karatepe, and Babakus (2009), three key personality traits were assessed: intrinsic motivation (Low et al., 1999), competitiveness (Brown et al., 1998), and self-efficacy (Jones, 1986) Each trait was evaluated using four specific items, and employees rated their own characteristics on a five-point Likert scale, ranging from 1 (very inaccurate) to 5 (very accurate).
This study utilizes Haynes et al.'s (1999) 5-item scale to assess employee involvement in decision-making within the health service sector By applying this scale to a banking context, the research evaluates the extent of employee engagement in their workplace Employees are asked to rate their involvement on a 5-point Likert scale, ranging from 1 (“not at all”) to 5 (“a great deal”).
In our study on service training within retail banking, we adapted the DINESERV tool developed by Stevens, Knutson, and Patton (1995) to assess service quality While the original tool includes 13 items, we identified 10 that are relevant to the banking sector The two items excluded pertained to maintaining restroom cleanliness and fulfilling service requests Frontline employees evaluated their service training using a three-point Likert scale, ranging from 1 (not at all) to 3 (to a great extent).
Service Climate The quality of service climate is measured by 8 item global service scale determined by Schneider et al (1998) with 5 point Likert scale: 1- poor, 5- excellent
This scale provides a summary measure of service employees’ perception of their organization’s climate for service
Frontline Employee Performance The scales developed by Borucki and Burke
In 1999, a performance evaluation system was developed to assess front line employees in the banking sector, specifically tailored to align with Vietnamese culture This system comprises 13 items, of which 7 are specifically designed for banking customers Customers evaluate the performance of the employees who served them using an 11-point Likert scale, ranging from 1 for complete dissatisfaction to 2 for extremely good service.
This study utilized a unified 5-point Likert scale, ranging from 1 ("strongly disagree") to 5 ("strongly agree"), to evaluate all components of the conceptual model The table below presents a comprehensive list of these components.
1 When I do work well, it gives me a feeling of accomplishment
2 I feel a great sense of personal satisfaction when I do my job well
3 When I perform my job well, it contributes to my personal growth and development
4 My job increases my feeling of self esteem
Brown et al (1998) 1 I enjoy working in situations involving competition with others
2 It is important to me to perform better than others on a task
3 I feel that winning is important in both work and games
4 I try harder when I am in competition with other people
1 My job is well within the scope of my abilities
2 I did not experience any problems in adjusting to work in this bank
3 I feel that I am overqualified for the job I am doing
4 I have all the technical knowledge I need to deal with my job, all I need now is practical experience
5 I feel confident that my skills and abilities equal or exceed those of my colleagues
6 My past experiences and accomplishments increase my confidence that I will perform successfully in this bank
7 I could have handled a more challenging job than the one I am doing
8 Professionally speaking, my job exactly satisfies my expectations of myself
1 I could influence what goes on in the work area as a whole
2 Manager asks for my opinions before making decisions affecting my work
3 I have the opportunity to contribute to meetings on new work developments
4 I am allowed to participate in decisions that affect me
5 I can resolve customer complaints on my own
1 Employees in this bank receive continued training to provide good service
2 Employees in this bank receive extensive customer service training before they come into contact with customers
3 Employees of this bank receive training on how to serve customers better
4 Employees in this bank receive training on how to deal with complaining customers
5 Employees of this bank receive training on dealing with customer problems
Service Climate Schneider et al
1 Rate the job knowledge and skills of employees in your bank to deliver superior quality work and service
2 Rate efforts to measure and track the quality of the work and service in your bank
3 Rate the recognition and rewards employees receive for the delivery of superior work and service
4 Rate the overall quality of service provided by your bank
5 Rate the leadership shown by management in your bank in supporting the service quality effort
6 Rate the effectiveness of your firms' communications efforts to employees and customers
7 Rate the tools, technology, and other resources provided to employees to support the delivery of superior quality work and service
1 Being friendly and helpful to customers
3 Asking good questions and listening to find out what a customer wants
4 Being able to help customers when needed
5 Pointing out and relating item features to a customer’s needs
6 Suggesting items customers might like but did not think of
7 Explaining an item’s features and benefits to overcome a customer’s objections
This chapter provides a comprehensive overview of the research methodology and the survey data collection process The author also specifies the measurement scale used for the items The collected data was analyzed using SPSS 21, with additional support from Microsoft Excel.
This chapter presents a detailed analysis of the study's findings, beginning with the statistical data collected from the survey The author then assesses the reliability of the scales using Cronbach’s Alpha Reliability Test and evaluates their validity through Exploratory Factor Analysis Following these checks, multiple regression analysis is conducted to explore the relationship between independent and dependent variables Finally, the author offers insights and discussions based on the results of the data analysis.
CRONBACH’S ALPHA COEFFICIENT OF REABILITY TEST
to two parts: Sample and Measurement Scale
Chapter 4 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 synthesizes the research findings and discussions, highlighting their significance to the thesis The author also outlines practical implications for real-world applications, while addressing limitations and suggesting avenues for further research to enhance the overall thesis.
CHAPTER 2: LITERATURE REVIEW AND HYPOTHESES
In this chapter, the literature that concerned to frontline employees will be provided and hypotheses will be suggested:
Frontline employees play a crucial role in the banking sector by directly interacting with customers and observing their responses to various products and services Their insights significantly enhance customers' access to the bank's offerings, making them vital to the overall customer experience.
Frontline service employees are crucial in service encounters, acting as the primary link between customers and the organization, as highlighted by Solomon et al (1985) Their performance directly influences customer retention and sales, yet many banks prioritize acquiring new customers over retaining existing ones Each interaction with these employees shapes public perception of the bank, making their role essential in providing information and creating positive first impressions Chase and Tansik (1983) emphasize the need for skilled frontline employees who can navigate unpredictable situations and make informed decisions during service encounters Furthermore, Schneider and Bowen (1984) note that these employees are not only vital for delivering services but also serve as valuable sources for new service ideas and implementation strategies that enhance customer satisfaction.
Previous studies have investigated the factors influencing employee performance in high-contact services, where direct and prolonged interactions occur between service providers and customers (Chase, 1981) Schlesinger and Heskett (1991) identified two key elements of a service strategy for such organizations: human resources and service delivery systems Human resources encompass both tangible aspects, like experience and education, and intangibles, such as personal characteristics Service delivery systems refer to the processes and infrastructure used to provide services Harline and Ferrell (1996) emphasized that employee attitudes and behaviors significantly impact customer perceptions and service quality, noting that inexperienced service providers often experience lower job satisfaction and performance, negatively affecting perceived service quality Conversely, employees who have control over service encounters—through factors like self-efficacy and adaptability—tend to enhance customer satisfaction Goldstein (2003) further elaborated on service strategy dimensions in high-contact environments, highlighting work systems, staff education and training, and staff well-being as essential components for organizational success.
Liao and Chuang (2004) explored the factors affecting employee service performance and customer outcomes, proposing a conceptual model to illustrate this relationship They highlighted the significant role of managerial practices and service climate in shaping customer perceptions of service quality and financial performance at the store level Additionally, they connected employees' personalities to their service performance and introduced a multilevel framework that considers both individual employee characteristics and the service environment as joint determinants of service performance.
Previous researches just focused on either organization- level or individual-level analysis
This study is the first to integrate both macro and micro approaches to assess employee service performance However, it is limited by its focus on a single occupation within 25 restaurants in the U.S Midwest Drawing on research by Liao and Chuang (2004), the study identifies key factors influencing front-line service employees in retail banking.
Numerous studies have shown that individual personality traits significantly impact work performance across various industries, including restaurants, hotels, banks, and hospitals To further explore this concept, Costa and McCrae (1994) developed the Big Five model, which evaluates five distinct personality traits—agreeableness, conscientiousness, extroversion, neuroticism, and openness—without overlap, serving as a valuable observational tool Research by Liao and Chuang (2004) and Barrick and Mount (1993) indicates that four of these traits—conscientiousness, neuroticism, extraversion, and agreeableness—are linked to job performance, particularly in roles involving interpersonal interactions, such as in service contexts Notably, conscientiousness, characterized by dependability, responsibility, carefulness, and perseverance (Rhoades and Eisenberger, 2002), along with extroversion traits like energy, confidence, and sociability (Barrick, Stewart, and Piotrowski, 2002), positively influence employee performance in high-contact service environments, while neuroticism tends to have a negative association.
Agreeableness is a personality trait that indicates a person's willingness to cooperate and get along with others In contrast, neuroticism is characterized by difficulty in managing emotions, often leading to feelings of hostility, anxiety, depression, and vulnerability.
Yavas, Karatepe, and Babakus (2009) emphasize the importance of shifting focus from the basic personality traits of the Big Five model to specific traits that are crucial for frontline service jobs They identify intrinsic motivation, competitiveness, and self-efficacy as key traits that influence job performance among frontline employees, who often work under stressful conditions while maintaining a positive demeanor when interacting with customers Their research reveals a significant connection between these personality traits and the job performance of frontline employees in various hotels in Ankara, Turkey's capital.
Intrinsic motivation is defined as engaging in activities for the inherent satisfaction they bring, rather than for external rewards (Ryan & Deci, 2000) Oldham and Cummings (1996) further emphasized that this motivation reflects an employee's enthusiasm for their work, driven by the enjoyment of the task itself This internal drive significantly enhances creativity, work quality, and job performance, as individuals pursue tasks that bring them pleasure, foster skill development, and boost self-esteem In the banking sector, intrinsically motivated frontline employees demonstrate greater creativity and a strong desire to excel, actively seeking solutions to challenges they encounter (Amabile, Goldfarb, & Brackfield, 1990) Consequently, fostering intrinsic motivation among service employees is crucial, as it correlates with positive personality traits and improved performance.
Hypothesis 1a: There is a positive relationship between Intrinsic motivation and front line service performance
Research indicates a positive correlation between competitiveness traits and job performance (Carsrud and Olm, 1986; Brown and Peterson, 1994; Brown, Cron, and Slocum, 1998) Competitiveness is defined as an internal, intentional desire to engage in activities involving interpersonal competition (Kohn, 1992) This aligns with Spence and Helmreich’s (1983) view that highly competitive individuals thrive in competitive situations and possess a strong desire to win Kohn (1992) further notes that these individuals consistently monitor their performance to ensure they outshine their peers, setting ambitious goals and exerting extra effort in their preparation and execution In the banking industry, highly competitive frontline employees are driven by a commitment to professionalism and the aspiration to surpass others, motivating them to target higher revenue and seek faster promotions while maintaining a high level of effort to achieve winning performance.
Hypothesis 1b: There is a positive relationship between Traits competitiveness and front line service performance
Albert Bandura, a renowned researcher in social cognitive theory, emphasizes the importance of self-efficacy, which he defines as an individual's belief in their ability to organize and execute the actions necessary to achieve specific goals (Bandura, 1977) This perspective is supported by Stajkovic and Luthans, who also recognize the significance of self-efficacy in personal and professional success.
High self-efficacy enables individuals to mobilize the necessary motivation, cognitive resources, and actions to successfully complete tasks in specific contexts (Bandura, 1998) It is distinct from self-confidence, which is a general feeling of competence, and self-esteem, which reflects one’s self-worth (Bandura, 1977) Self-efficacy significantly influences behavior, affecting choices, goals, emotional responses, effort, coping strategies, and persistence (Gist & Mitchell, 1992) Individuals committed to their careers actively seek to enhance their skills and self-motivate to perform well Moreover, self-efficacy can evolve through learning experiences and feedback Conversely, employees who lack confidence in their abilities tend to avoid challenging tasks, give up easily, and struggle to regain their confidence after failures When frontline employees doubt their competence, they may refrain from attempting their jobs and avoid situations where they fear failure Those with low self-efficacy are often hesitant to embrace new challenges, leading them to miss opportunities to recommend new products, services, and solutions to customers.
Naturally, this leads to a passive manners and attitude of employees in working environment
Hypothesis 1c: There is a positive relationship between Self- efficacy and front line service performance
Effective human resource management is crucial for the sustainability and growth of organizations As noted by Storey (1995), it involves both top and line management implementing practices that enhance employee capabilities and foster commitment, ultimately providing a competitive edge In human resource management policies, employees are viewed as valuable assets, with the right to make decisions that contribute to long-term profitability.
EXPLORATORY FACTOR ANALYSIS (EFA)
the relationship between a set of variables and group related items in to different components
Williams, Onsman, and Brown (2010) highlight key objectives of Exploratory Factor Analysis (EFA), which include the reduction of numerous variables into a more manageable subset and the identification of underlying dimensions among measured variables and latent constructs This process not only simplifies data analysis but also facilitates the development and refinement of theoretical frameworks.
The study provides evidence of construct validity for self-reporting scales through exploratory factor analysis (EFA) conducted on a 40-item measurement scale Initial results indicated 12 components, surpassing the 7 components noted in the literature review, prompting the author to remove 9 items with low factor loadings (below 0.5) from the Rotated Component Matrix The deleted items included IM1, EP1, EP3, TC4, SC6, SC7, ST3, ST4, and EI3 Upon re-evaluating EFA, the cumulative variance accounted for by the remaining seven factors reached 54.68% Reliability was confirmed with Cronbach’s Alpha coefficients exceeding 0.6 and Item-Total Correlation values above 0.3, indicating that all scales met the reliability criteria The newly defined seven components, characterized by high loadings, are summarized in Table 2.
Extraction Method: Principal Component Analysis
Rotation Method: Varimax with Kaiser Normalization a Rotation converged in 7 iterations
In Exploratory Factor Analysis (EFA), the Kaiser-Meyer-Olkin (KMO) measure assesses the adequacy of sampling by comparing the correlation coefficients among independent and dependent variables to their partial correlations Bartlett’s test of sphericity evaluates whether the correlation matrix is an identity matrix With a KMO value of 0.766, which exceeds the threshold of 0.70, it indicates that there are sufficient items for each factor Additionally, Bartlett’s test results show significance at less than 5 percent, confirming that the variables are correlated with one another (Table 3).
Table 3: KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .766 Bartlett's Test of Sphericity
DISCUSSION OF DATA RESULTS
to two parts: Sample and Measurement Scale
Chapter 4 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.
CONCLUSIONS, IMPLICATIONS, LIMITATIONS AND
CONCLUSIONS
This study examines the performance of frontline employees in Vietnam's retail banking sector, identifying key factors that influence their effectiveness Notably, a positive service climate (Beta, 0.303) and self-efficacy (Beta, 0.222) enhance employee performance, whereas employee involvement (Beta, -0.164) detracts from performance perceptions The research also highlights that other factors discussed in the literature review were not supported by data analysis Moreover, it compares these findings with global research, acknowledging cultural differences in perceptions The insights gained can guide bank managers in re-evaluating human resource practices to better meet staff needs, fostering innovative HR strategies that align with profit goals and contribute to the growth of the Vietnamese banking industry on a global scale.
IMPLICATIONS
Understanding the crucial role of frontline employees in banking services, this study's findings can assist managers, supervisors, and directors in recognizing the specific needs of these employees during strategic human resource planning By addressing these needs, banks can enhance employee performance across various dimensions, including productivity, quality, and financial results Given that the influence of each factor varies, it is essential for managers to prioritize strategies that significantly impact the performance of frontline employees.
Service climate is a crucial factor for managers aiming to enhance employee performance in banks Improved environmental conditions lead to more effective employee output, making it essential for managers to understand how to support their staff in performing tasks efficiently Engaging with frontline employees and experiencing the work environment firsthand allows managers to identify challenges and limitations faced by their teams To foster a positive service climate in the banking sector, managers should consider key strategies that address these issues while implementing policies aimed at performance improvement.
Customers demand banking services that are not only high-quality but also fast and accurate To meet these expectations, employees must have access to the right resources, including tools, equipment, and technical systems, which enable them to perform their tasks more efficiently and effectively.
Effective recognition and reward systems foster fairness among employees by setting clear service-related goals that motivate performance improvement Managers play a crucial role in acknowledging and rewarding exemplary service, while also offering constructive feedback when tasks are not completed successfully.
Self-efficacy is a crucial factor that drives the performance of frontline employees, as it affects their choices, goals, effort, and emotional responses Employees with higher self-efficacy tend to excel and embrace challenges To foster this trait, managers should prioritize recruiting candidates with strong self-efficacy by utilizing targeted interview questions Additionally, it is essential for managers to align job demands with employees' abilities to prevent overwhelming them Providing clear task definitions and detailed explanations can help employees navigate complex responsibilities more effectively Furthermore, implementing professional training and coaching, alongside team-building activities or competitions, can enhance skills and motivation Managers should also communicate the technical skills necessary for success and encourage ambitious performance goals among 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.
LIMITATIONS AND FURTHER RESEARCHES
This research may face certain limitations While Ho Chi Minh City is a major urban center in Vietnam, the findings may not fully represent the views of all customers across the country Additionally, the selection of different banks introduces varying workplace cultures, leading to a lack of a specific sample for the study To enhance the research depth, it would be beneficial to focus on a particular bank and survey its branches or transaction offices Finally, the study is limited to employees in the banking sector, and expanding the model to other industries could provide further insights.
Future research would greatly benefit from comparing different industries, utilizing more advanced methodologies While current techniques remain straightforward, incorporating methods such as Confirmatory Factor Analysis could enhance the reliability of the findings.
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APPENDIX Appendix 1: Questionnaire –English version
A QUESTIONNAIR FOR FRONTLINE EMPLOYEE IN RETAIL
COMMERCIAL BANKING IN HO CHI MINH CITY
Nguyen Huu Minh Phuong, a student at ISB - University of Economics Ho Chi Minh City, is conducting research on the factors influencing frontline service performance in Vietnam's retail banking sector To support this study, he kindly requests your participation in completing a questionnaire that captures your insights on this topic.
I appreciate your time in answering the following question, as your responses are crucial for this research Rest assured, all your information will be kept confidential and used solely for research purposes If you require additional information, please feel free to reach out to me via email at minhphuongnh1911@yahoo.com Thank you for your kindness!
Which bank are you working at?
How long do you work at the current position?
Over 1 year 1 year to 2 year Over 2 year What is your current position in the bank?
Teller CRS Credit Staff Others
There is no True or False answer Each question has5 levels: 1- Completely disagree, 2-
Disagree, 3- Neutral, 4- Agree, 5- Completely Agree
You assess your personalities by yourself in working:
1 When I do work well, it gives me a feeling of accomplishment
2 I feel a great sense of personal satisfaction when I do my job well
3 When I perform my job well, it contributes to my personal growth and development
4 My job increases my feeling of self- esteem
5 I enjoy working in situations involving competition with others
6 It is important to me to perform better than others on a task
7 I feel that winning is important in both work and games
8 I try harder when I am in competition with other people
9 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:
1 I could influence what goes on in the work area as a whole
2 Manager asks for my opinions before making decisions affecting my work
3 I have the opportunity to contribute to meetings on new work developments
4 I am allowed to participate in decisions that affect me
5 I can resolve customer complaints on my own
Your assessment about service training policies in the bank:
I and my colleagues are trained (by)…
1 Continued training to provide good service
2 Extensive customer service training before coming into contact with customers
3 How to serve customers better
4 How to deal with complaining customers
5 How to deal with customer problems
1 Job knowledge and skills of employees in your bank to deliver superior quality work and service
2 Efforts to measure and track the quality of the work and service in your bank
3 The recognition and rewards employees receive for the delivery of superior work and service
4 The overall quality of service provided by your bank
5 The leadership shown by management in your bank in supporting the service quality effort
6 The effectiveness of your firms' communications efforts to employees and customers
7 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
Nguyen Huu Minh Phuong, a student at ISB - University of Economics Ho Chi Minh City, is conducting research on the factors influencing frontline employee performance in Vietnam's retail banking sector To support this study, he requests your participation in completing a questionnaire that explores your insights on these important issues.
I appreciate your time in answering the following question, as your feedback is crucial for this research Rest assured, all your information will be kept confidential and used solely for research purposes For any inquiries or additional information, please feel free to reach out to me via email at minhphuongnh1911@yahoo.com Thank you for your kindness!
Which bank do you transact most frequently?
How long do you use this bank’s products and services?
Over 1 year 1 year to 2 year Over 2 year
What products/services you used of this bank (you can select multiple choices):
Credit/ Debit Card Savings Loans Others
There is no True or False answer Each question has5 levels: 1- Completely disagree, 2-
Disagree, 3- Neutral, 4- Agree, 5- Completely Agree
Your assessment about employees who served you in this bank:
1 Being friendly and helpful to customers
3 Asking good questions and listening to find out what a customer wants
4 Being able to help customers when needed
5 Pointing out and relating item features to a customer’s needs
6 Suggesting items customers might like but did not think of
7 Explaining an item’s features and benefits to overcome a customer’s objections
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
Nguyễn Hữu Minh Phương, học viên của Viện đào tạo quốc tế ISB thuộc trường Đại học Kinh tế TP HCM, đang nghiên cứu đề tài “Những tác nhân ảnh hưởng đến hiệu suất của nhân viên chăm sóc khách hàng trong dịch vụ ngân hàng bán lẻ tại Việt Nam.” Để thu thập thông tin, tôi tiến hành một cuộc khảo sát nhằm tìm hiểu ý kiến của quý vị về vấn đề này.
Chúng tôi rất mong Anh/Chị dành chút thời gian để trả lời một số câu hỏi dưới đây, vì ý kiến của Anh/Chị rất quý giá cho nghiên cứu này Chúng tôi cam kết bảo mật mọi thông tin của Anh/Chị và chỉ sử dụng cho mục đích nghiên cứu Nếu cần thêm thông tin liên quan đến đề tài, xin vui lòng liên hệ qua email minhphuongnh1911@yahoo.com.
Xin chân thành cám ơn sự giúp đỡ của anh/chị!
Anh/ chị làm việc tại Ngân Hàng:
Thời gian anh/ chị công tác tại ngân hàng ở vị trí hiện tại:
= 2 năm
Vị trí công việc anh/ chị hiện đang công tác:
Giao dịch viên Nhân viên dịch vụ khách hàng Nhân viên tín dụng
Mỗi câu hỏi trong bài khảo sát sẽ được đánh giá theo 5 mức độ khác nhau, từ 1 - Hoàn toàn không đồng ý đến 5 - Hoàn toàn đồng ý, nhằm phản ánh ý kiến cá nhân của bạn.
Anh/ Chị tự đánh giá về tính cách cá nhân trong công việc:
8 Tôi cảm giác được sự thành tựu khi tôi hoàn thành tốt công việc của mình
9 Tôi cảm thấy hài lòng với bản thân khi tôi làm tốt công việc của mình
10 Thực hiện tốt công việc sẽ giúp tôi góp phần vào sự trưởng thành và phát triển của cá nhân
11 Công việc hiện tại khiến tôi thấy tự tin vào khả năng và giá trị của bản thân
12 Tôi thích làm việc trong các tình huống liên quan đến cạnh tranh với những người khác
13 Điều quan trọng với tôi là thể hiện công việc tốt hơn so với những người khác
14 Tôi thấy rằng chiến thắng là quan trọng trong cả công việc lẫn trò chơi
15 Tôi cố gắng nhiều hơn nữa khi tôi cạnh tranh với những người khác
16 Công việc hiện tại nằm trong khả năng của tôi
17 Tôi đã không gặp bất kỳ khó khăn nào trong việc thích nghi để làm việc trong ngân hàng này
18 Tôi cho rằng tôi thừa năng lực cho vị trí hiện tại
19 Tôi có tất cả các kiến thức chuyên ngành để giải quyết công việc, tất cả tôi cần bây giờ là kinh nghiệm thực tế
20 Tôi tự tin khả năng và kỹ năng của mình ngang bằng hoặc hơn những đồng nghiệp
21 Kinh nghiệm và thành tích trong quá khứ làm tăng sự tự tin của tôi trong việc biểu hiện bản thân
22 Tôi có thể xử lý một công việc khó khăn hơn so với công việc tôi đang làm
23 Công việc của tôi đáp ứng mong đợi của tôi về bản thân mình
Anh/ chị đánh giá về sự tham gia của nhân viên trong những quyết định của công ty
1 Tôi có thể chi phối những gì đang diễn ra trong khu vực làm việc nói chung
2 Người quản lý hỏi ý kiến tôi trước khi ra những quyết định ảnh hưởng đến công việc của tôi
3 Tôi có cơ hội đóng góp trong các cuộc họp về phát triển công việc mới
4 Tôi được phép tham gia trong các quyết định ảnh hưởng đến tôi
5 Tôi có thể tự mình giải quyết những khiếu nại của khách hàng
Anh/ Chị nhận xét về chính sách đào tạo của ngân hàng a/c đang công tác:
Nhân viên ngân hàng tôi được đào tạo…
1 Liên tục để phục vụ tốt cho khách hàng
2 Toàn diện trước khi giao dịch với khách hàng
3 Làm cách nào để phục vụ khách hàng tốt hơn
4 Làm cách nào để giải đáp những than phiền của khách hàng
5 Làm cách nào để xử lý những vấn đề của khách hàng
Anh/ Chị hãy đánh giá:
1 Kỹ năng và trình độ chuyên môn của nhân viên trong ngân hàng bạn
2 Các nổ lực để đánh giá và theo dõi chất lượng của công việc và dịch vụ trong ngân hàng của bạn
3 Sự thừa nhận và khen thưởng mà nhân viên nhận được khi thực hiện tốt công việc
4 Chất lượng tổng thể của dịch vụ do ngân hàng bạn cung cấp
5 Sự lãnh đạo thể hiện qua sự quản lý trong ngân hàng của bạn trong việc hỗ trợ nâng cao chất lượng dịch vụ
6 Hiệu quả của các nổ lực truyền thông của ngân hàng đến nhân viên và khách hàng
7 Công cụ, công nghệ và các nguồn lực khác được cung cấp cho nhân viên để thực hiện 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
Tôi là Nguyễn Hữu Minh Phương, học viên tại Viện đào tạo quốc tế ISB thuộc trường Đại học Kinh tế TP HCM Hiện tôi đang nghiên cứu đề tài về các tác nhân ảnh hưởng đến hiệu suất của nhân viên chăm sóc khách hàng trong dịch vụ ngân hàng bán lẻ tại Việt Nam Để thu thập thông tin cho nghiên cứu, tôi tiến hành một cuộc khảo sát nhằm tìm hiểu ý kiến của quý vị về vấn đề này.
Chúng tôi rất mong Anh/Chị dành ít thời gian để trả lời một số câu hỏi dưới đây Ý kiến của Anh/Chị rất quan trọng cho nghiên cứu này Chúng tôi cam kết bảo mật mọi thông tin và chỉ sử dụng cho mục đích nghiên cứu Mọi thắc mắc liên quan đến đề tài, xin vui lòng liên hệ qua email minhphuongnh1911@yahoo.com.
Xin chân thành cám ơn sự giúp đỡ của anh/chị!
Anh/ chị sử dụng dịch vụ ngân nào thường xuyên nhất:
Thời gian anh/chị sử dụng dịch vụ tại ngân hàng này
= 2 năm Các sản phẩm/ dịch vụ ngân hàng nào anh/ chị đã sử dụng qua:
Thẻ Tiết kiệm Vay vốn Khác
Mỗi câu hỏi trong bài khảo sát sẽ có 5 mức độ đánh giá, từ 1 - Hoàn toàn không đồng ý đến 5 - Hoàn toàn đồng ý, nhằm phản ánh ý kiến cá nhân của bạn Không có câu trả lời đúng hay sai, mà chỉ có sự thể hiện quan điểm của mỗi người.
Anh/ Chị đánh giá về những biểu hiện của nhân viên phục vụ trong ngân hàng này:
1 Thân thiện và sẵn sàng giúp đỡ khách hàng
2 Tiếp cận khách hàng nhanh chóng
3 Đặt câu hỏi lịch sự và lắng nghe để biết được khách hàng muốn gì
4 Phải có khả năng giúp đỡ khách hàng khi cần thiết
5 Chỉ rõ và liên kết các tính năng của sản phẩm và dịch vụ với nhu cầu của khách hàng
6 Gợi ý những sản phẩm, dịch vụ khách hàng có thể thích nhưng không nghĩ đến
7 Giải thích những tính năng và lợi ích của sản phẩm, dịch vụ để hóa giải sự phản đối của khách hàng
Appendix 3: Cronbach’s Alpha After Deleted Items
Cronbach's Alpha if Item Deleted