(Luận văn) factors afecting frontline employy performance in vietnam retail banking sector

1 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business t to - ng hi ep w n lo ad NGUYEN HUU MINH PHUONG y th ju FACTORS AFFECTING FRONTLINE yi pl n ua al EMPLOYEE PERFORMANCE IN VIETNAM n va RETAIL BANKING SECTOR ll fu oi m at nh z z ht vb k jm om l.c SUPERVISOR: Dr Vo Thi Ngoc Thuy gm MASTER OF BUSINESS (Honours) n a Lu n va y te re Ho Chi Minh City – Year 2014 TABLE OF CONTENTS t to ng hi ep ABSTRACT CHAPTER1: INTRODUCTION 1.1 RESEARCH BACKGROUND 1.2 RESEARCH OBJECTIVES 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 2.3HUMAN 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 w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re LIST OF TABLES t to Table 1: Cronbach’s Alpha ng hi ep Table 2: Rotated Component Matrix Table 3: KMO and Bartlett’s Test w n lo Table 4: Model Summary ad ju y th Table 5: ANOVA Table 6: Coefficents yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re Abstract t to ng This study empirical examined quality of frontline employee performance to satisfy hi ep customers in the Vietnam retail banking Based on the model of multilevel investigation of w factors influencing employee service performance and customer outcomes by Liao and n lo Chuang (2004), this study identified three factors that influencing direct to front line ad ju y th performance as followed: personality characteristics, human resource practices and service yi climate A quality method survey based on a sample of 200 people working in banks and pl using banking service in HCM City to test the concept model was given The result of this ua al research shows the positive influence of service climate of banking environment and self- n va n efficacy of frontline employees and the negative impact of employee involvement element to fu ll their performance The finding of this study could suggest some practical implications for m oi mangers to improve their employees’ performance as well as competitive advantage in at nh Vietnam retail banking sector z z ht vb k jm om l.c gm n a Lu n va y te re CHAPTER 1: INTRODUCTION t to ng 1.1 RESEARCH BACKGROUND hi ep 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 w n lo market In terms of slowdown credit growth in recent years, investment in developing a ad ju y th 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 yi pl will have bigger market and have an ability to reduce risks in business Vietnam market with ua al a population of nearly 90 million people and growing level of income is considered as a n va potential retail market of commercial banks In addition, SMEs (small and medium n fu ll enterprises) also tend to develop and expand the scale of business; hence this market will m oi flourish in the future due to growth of income and all kinds of businesses Retail banking nh at could be understood that is the provision of banking services to private individuals and SMEs z z through a network of bank or customers could access directly through means of technology, vb ht electronics, internet and telecommunications Services offered include saving and transaction jm k accounts, mortgages, personal loans, debit cards, credit cards and online banking gm om l.c 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 a Lu customers Until April 2012, the number of cards circulating is 44.6million cards (up to 12 n n va times compared to end of 2006) In addition, more 13,700 ATMs and 83,000 POS were the State Bank of Vietnam, while there were only banks which were deploying online y Business Intelligence Unit).The next is the continued growth of online banking According to te re installed and almost 32,000 POS is connected (from IDG- International Data Group and BIU- banking services in 2004, this number was increasing to 25 banks in 2008 and continually t to rising to 40 banks in the quarter 3/2012 with the main service is to provide information, bill ng hi payments and transfer periodic cash in the system And finally, the associated financial ep products (banking services in conjunction with insurance, securities, gold) are being deployed w more and more An example of this type of products is the "bancassurance" (selling insurance n lo ad through banks) that makes there venues for banks, develop customer market and create more ju y th diverse utilities to attract deposits, insurance premiums and payments via ATM cards yi The expansion of the banking market lead to competitions in retail banking is pl al n ua inevitable Banks are constantly improving the quality of service that not only effective but n va also improve the business position and brand for the banks to pursue retail banking model, ll fu cultivate clients and build close relationships between bank and customers Banks tend to oi m have prestige clients in the service commitment to eliminate the risks on the path towards at nh sustainable retail banking According to a survey of 18,000 retail customers in 35 countries z by Capgemini Group- an international information technology group, the rate of customers z ht vb who intend to change products and banking services in 2012 increased to 79% (up 12% jm compared to 2011) In Vietnam, 69% of customers would not sure to be faithful to current k gm bank The reason of this psychological is due to the quality of services, interest rates and fees om l.c 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 y All customers need is relatedness, assurance, empathy and reliability from employees and te re organizations to customers (Harline and Ferrell, 1996; Schneider, Wheeler and Cox, 1992) n quality of service operations, since these employees present the face and the voice of their va Some previous studies proved that frontline employee performance significantly influence the n a Lu increase positive perceptions service quality (Brady and Cronin, 2001) Consequently, to improve service quality, bank t to need frontline employees who have good performance to attract customers using their service ng hi and high knowledge and experience to consult appreciate services/products, introduce new ep services and solve customer problems Therefore, frontline employee performance w enhancement is becoming a concerned subject of managers and economists n lo ad 1.2 RESEARCH OBJECTIVES ju y th In order to solving problems that mentioned above, the study specify the following yi pl objectives: ua al n -Figure out the most important factors that contribute to change frontline employee’s va n performance to customers in Vietnam retail banking sector ll fu oi m -Examine the extent of each factor influence on frontline employees’ performance nh The remainder of the paper presents the literature review and hypotheses and articulates the at z research method z vb ht 1.3 RESEARCH METHODOLOGY AND RESEARCH SCOPE k jm gm This study based on literature and concerned researches and develop a questionnaire om l.c 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 a Lu reference and amendment The questionnaire would be tested in the pilot study with 50 n n va responses The aim of the pilot study is checking certain issues before undertaking large-scale websites y face interview and 2- online survey on Google drive sent to social networks and banking te re study After that, the completed questionnaire was distributed through two ways: 1- face to The sample has been chosen to conduct in Ho Chi Minh City- a biggest and crowded t to city with a population of nearly millions The total observations must be at least 200 ng hi frontline employees and 200 customers ep After gathering up full data, SPSS software was used to analyze multiple regressions w n linear The initial steps of this method are testing Cronbach’s alpha (the reliability of the lo ad measurement scale) and Exploratory Factor Analysis (the validity of the measurement scale) y th ju would be executed Finally, multiple regressions is analyzed after assumptions had been yi tested pl ua al 1.4 STRUCTURE OF THE RESEARCH n va n This research includes five chapters: ll fu oi m Chapter 1: Introduction nh at The first chapter presents the background and purpose of the study through following z z part: Research Background, Research Objectives, Research Methodology and Scope ht vb k jm Chapter 2: Literature review and Hypotheses gm In this chapter, the previous related researches are conducted to prove and supplement l.c for hypotheses The author provides literature and recognized result of last researches in om author also figures out evidences of positive impact of three main factors on frontline n y te re organization climate On that basic, hypotheses and concept model are established and tested va employee performance: personality characteristics, human resource practices and n a Lu different fields and over the world that connecting to frontline employee performance The in Vietnam retail banking Chapter 3: Research Methodology This next chapter describes the method that research applies and the processes that t to author conduct the survey such as: identifying target populations, choosing sampling ng hi technique, data collection procedure and measurement scale for items The chapter divided in ep to two parts: Sample and Measurement Scale w n Chapter 4: Data Analysis lo ad ju y th 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 yi pl database such as: Cronbach’s Alpha Coefficient of Reliability Test, Exploratory Factor ua al Analysis and Multiple Regression Analysis n va n Chapter 5: Conclusions, Implications, Limitations and Further Research ll fu oi m The final chapter present the conclusions unify research results and discussion and nh elaborate on their significance to thesis Then the author gives some practical implication in at z real working environment Limitations and Further research are also given to complete thesis z ht vb k jm om l.c gm n a Lu n va y te re 10 CHAPTER 2: LITERATURE REVIEW AND HYPOTHESES t to ng In this chapter, the literature that concerned to frontline employees will be provided hi ep and hypotheses will be suggested: w 2.1 FRONTLINE EMPLOYEE PERFORMANCE n lo ad No one can deny the important role of frontline employees who the most y th interacting with customers and observes customers’ responses about bank’s products or ju yi services then contribute significantly to the customers’ access to the services of the bank pl ua al Solomon, Suprenant, Czepiel, &Gutman (1985) emphasized that frontline service employees n play a pivotal role in services encounters and have a connection with customers and va n organization services and represent an organization to its customers, which often involve fu ll dyadic interactions between customers and service employees The employees’ performance oi m at nh 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 z z ht vb spend retaining the customers they have And every interaction between frontline employees k jm and their customers has a direct impact on the publics’ opinion of the bank due to these gm employees are the primary connection between the banks and customers Some customers om l.c 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 a Lu customers want to approach and persuade customers to use its services caused by the great n n va first impression through the performance of the customer service representatives Agreeing communication because unpredictable situations creates a need for employees who can make y knowledge and skills are needed where customers and employees have high level of te re with this point of view, Chase and Tansik (1983) argued that greater frontline employee 43 that, managers should consult with frontline employees as well as penetrate in reality work t to by themselves to identify difficult situations or limitations in daily work of employees The ng hi following list is a key that manager should keep in mind while executing policies that ep improve service climate in banking environment: Customers require a banking services not only high quality but also fast and high w - n lo ad accuracy For this reason, employees need have the appreciate resources to deliver ju y th services which meet customers’ expectations Those are tools, equipments, work yi related or technical systems to support employees in completing their tasks better and ua al Recognition and reward systems are clearly and fair between employees Managers n - pl faster va n establish service-related goals to encourage employees improve their job performance fu ll and provide recognition and rewards for providing good service Obviously, advices oi m and criticisms should be applied when employees could not complete their tasks nh at Self-efficacy is the next important factor that motivates frontline employee’s performances It z z influences employees’ choices, goals, effort, and emotional reactions Employees who have ht vb jm higher self-efficacy could perform better and willing to confront challenges Therefore, k managers should recruit applicants with high self-efficacy by asking some specific interview gm l.c questions In order to improving this characteristic of current employees, managers must om ensure that job demand of their employee is compatible with her/ him to make sure that job is a Lu not over her/his ability Besides, the frontline employees should be provided with relevant y te re bank Managers should explain employees about the technical skills required for successful n coaching should be applied by combining with team work games or competitions within va would help employees deal with the complex tasks Moreover, professional training and n details of the tasks assigned to them The exact definitions and detail explanations of the tasks 44 performance and encourage higher performance goals from high self-efficacy employees t to This will lead to higher levels of job performance from frontline employees, which is critical ng hi for many banks in an era of high competition ep 5.3 LIMITATIONS AND FURTHER RESEARCHES w Some limitations, however, possibly will exist in this research Although Ho Chi Minh is one n lo ad of the big cities of Vietnam will be to conduct the research, it may not represent for all ju y th customers in Viet Nam Secondly, due to choosing difference banks mean difference cultures yi in working environment, this study did not give a specific sample for research For a deeper pl ua al research, a specific should be chosen and the sample was survey between its branches or n transaction offices And finally, the research will only investigate the employees in banking va n sector It will be more add more understanding if the model can be tested in other industries fu ll For further research, the comparison between two industries or different industries will be oi m high appreciated The method of doing this research is still in simple technique In further nh at research, other method should be applied, for example, Confirmatory Factor Analysis for its z z ht vb higher reliability k jm om l.c gm n a Lu n va y te re 45 REFERENCES t to Amabile, T.M., Goldfarb, P., & Brackfield, S.C (1990) Social Influences on Creativity: ng hi Evaluation, Coaction, and Surveillance Creativity Research Journal, 3, 6–21 ep Barrick, M.R., Stewart, G.L., & Piotrowski, M (2002) Personality and job performance: w n Test of mediating effects of motivation among sales representatives Journal of Apply lo ad Psychology, 87, 43-51 ju y th yi Bandura, A (1977) Self-efficacy: Toward a unifying theory of behavioral change pl n ua al Psychological Review, 84(2), 191-215 n va Barrick, M.R., & Mount, M.K (1993) Autonomy as a moderator of the relationships ll fu between the Big Five personality dimensions and job performance Journal of Applied oi m Psychology, 78(1), 111-118 at nh Borucki, C C., & Burke, M J (1999) An examination of service-related antecedents to retail z z ht vb store performance Journal of Organizational Behavior, 20, 943–962 jm Brown, S P., & Peterson, R A (1994) The effect of effort on sales performance and job k l.c gm satisfaction Journal of Marketing, 58(2), 70–80 om Carsrud, A L., & Olm, K W (1986) The success of male and female entrepreneurs: A a Lu comparative 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characteristics for health services research: Test of a measurement te re Haynes, C E., Wall, T D., Bolden, R I., Stride, C., & Rick, J E 1999 Measures of 47 Iaffaldano, M.T., and Muchinsky, P.M (1985) Job Satisfaction and Job Performance: A t to Meta-Analysis Psychological Bulletin,97, 251–273 ng hi ep Ismail, M (2003) Creative climate and learning organization factors: their contribution towards innovation Leadership & Organization Development Journal, 26(8), 639- w n 654 lo ad ju y th Johnson, J.W., (1996) Linking employee perceptions of service climate to customer yi satisfaction Personnel Psychology, 49, 831–851 pl al n ua Liao, H., & Chuang, A., (2004) A multilevel investigation of factors influencing employee ll fu 47(1), 41–58 n va service performance and customers outcomes Academy of Management Journal, oi m Low, G.S., Cravens, D.W., Grant, K & Moncrief, W.C., (2001) Antecedents and at nh Consequences of Salesperson Burnout European Journal of Marketing, 35, 587-611 z z vb ht Martins, E.C., & Terblanche, F (2003) Building Organizational Culture that Stimulates jm Creativity and Innovation European Journal of Innovation Management, 6(1), 64-67 k gm om factors at work Academy of Management Journal, 39, 607-634 l.c Oldham, G R., & Cummings, A (1996) Employee creativity: Personal and contextual n y te re 83, 150–163 va perceptions of service quality: Test of a causal model Journal of Applied Psychology, n a Lu Schneider, B., White, S S., & Paul, M C (1998) Linking service climate and customer 48 Schneider, B., Wheeler, J.K., & Cox, J.K (1992) A Passion for Service: Using Content t to Analysis to Explicate Service Climate Themes Journal of Applied Psychology, 83(1), ng hi 150-163 ep Schlesinger, L & Heskett, J (1991) Breaking the cycle of failure in service Sloan w n Management Review, 17–28 lo ad ju y th Solomon, M.R., Surprenant, J.A., & Gutman E.G.(1985) A Role Theory Perspective on yi Dyadic Interactions: The Service Encounter Journal of Marketing, 49, 99-111 pl al n ua Stajkovic, A D., & Luthans, F (1988) Self-efficacy and work-related performance: A meta- n va analysis Psychological Bulletin,124(2), 240-261 fu ll Schneider, B & Bowen, D E (1985) Employee and customer perceptions of service in oi m banks: Replication and extension Journal of Applied Psychology, 70(3), 1985, 423- at nh 433 z z vb ht Saks, A M (1996) The relationship between the amount and helpfulness of entry training k jm and work outcomes Human Relations, 49, 429 – 451 gm om Francisco, CA: Berrett- Koehler l.c Swanson, R A & Holton, E F (2001) Foundations of human resource development San n va Replication and extension Journal of Applied Psychology, 70, 423-433 n a Lu Schneider, B., & Bowen, D (1985) Employee and customer perceptions of service in banks: y te re 49 Stevens, P., Knutson, B., & Patton, M (1995) DINESERV: A tool for measuring service t to quality in restaurants Cornell Hotel and Restaurant Administration Quarterly, 36(2), ng hi 56–60 ep Spence, J T & Helmreich, R L (1983) Achievement Related Motive and Behavior w n Achievement and Achievement Motives: Psychological and Sociological Dimensions lo ad San Francisco, CA: Freeman, 7-74 ju y th yi Ryan, R M & Deci, E L (2000) Intrinsic and extrinsic motivations: Classic Definitions and pl n ua al New Directions Contemporary Educational Psychology, 25, 54–67 n va Rhoades, L, & Eisenberger, R (2002) Perceived organizational support: A Review of the ll fu Literature Journal of Applied Psychology, 87, 698-714 oi m Yavas, U., Babakus, E., & Karatepe, O.M (2009) Relative efficacy of organizational support at nh and Personality Traits in Predicting Service Recovery and Job Performances: A study z z ht vb of Frontline Employees in Turkey Tourism Review, 65(3):70-83 k jm om l.c gm n a Lu n va y te re 50 APPENDIX t to Appendix 1: Questionnaire –English version ng hi A QUESTIONNAIR FOR FRONTLINE EMPLOYEE IN RETAIL COMMERCIAL BANKING IN HO CHI MINH CITY ep Dear Sir/ Madam, w n lo 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 service performance in Vietnam retail banking sector” For this purpose, I kindly request you to complete the following questionnaire regarding your ideas about these issues ad ju y th yi 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 pl n ua al ll fu I Personal Information Which bank are you working at? n va Thank you for your kindness! oi m  Over year ht vb Credit Staff jm CRS z  Teller z How long you work at the current position? Over year 1 year to year What is your current position in the bank? at nh Commercial Bank:………… Foreign Bank:……… Others:………  Others k II Questionnaire There is no True or False answer Each question has5 levels: 1- Completely disagree, 2Disagree, 3- Neutral, 4- Agree, 5- Completely Agree om     a Lu l.c gm                                    You assess your personalities by yourself in working:  n n va y te re 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 t to ng hi                                                                                                   ep 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 w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm                         n a Lu  om l.c  gm  n va y te re 52 B QUESTIONNAIR FOR CUSTOMERS USING SERVICES IN RETAIL COMMERCIAL BANKING IN HO CHI MINH CITY t to ng Dear Sir/ Madam, hi ep 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 w n lo ad 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 ju y th yi pl Thank you for your kindness! al n ua I Personal Information Which bank you transact most frequently? n va ll fu m Commercial Bank:………… Foreign Bank:……… Others:……… oi How long you use this bank’s products and services? Over year 1 year to year at nh  Over year Savings Loans  Others z  Credit/ Debit Card z What products/services you used of this bank (you can select multiple choices): ht vb III Questionnaire There is no True or False answer Each question has5 levels: 1- Completely disagree, 2Disagree, 3- Neutral, 4- Agree, 5- Completely Agree k jm Being friendly and helpful to customers   Approaching customers quickly   om        a Lu gm l.c 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        n n va y te re Appendix 2: Questionnaire –Vietnamese version Your assessment about employees who served you in this bank: 53 t to 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 ng hi Kính chào Anh/ Chị, ep 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 w n lo ad ju y th 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 yi pl n va I Thông tin cá nhân Anh/ chị làm việc Ngân Hàng: n ua al Xin chân thành cám ơn giúp đỡ anh/chị! ll fu oi m Thương mại cổ phần:………… 100% vốn nước ngồi:……… Khác:……… at nh Thời gian anh/ chị cơng tác ngân hàng vị trí tại: = năm Vị trí cơng việc anh/ chị cơng tác: z Nhân viên dịch vụ khách hàng z Nhân viên tín dụng ht vb  Giao dịch viên Khác k jm 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                              n n y te re Tôi 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 Tôi thích làm việc tình liên quan đến cạnh tranh với người khác 13 Điều quan trọng với thể công việc tốt so với om va  a Lu l.c gm Anh/ Chị tự đánh giá tính cách cá nhân công việc: 54 t to ng hi ep người khác 14 Tôi thấy chiến thắng quan trọng cơng việc lẫn trị chơi 15 Tôi cố gắng nhiều cạnh tranh với người khác 16 Công việc nằm khả 17 Tôi khơng gặp khó khăn việc thích nghi để làm việc ngân hàng 18 Tôi cho tơi thừa lực cho vị trí 19 Tơi có tất kiến thức chun 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 tơi việc biểu thân 22 Tơi xử lý cơng việc khó khăn so với công việc làm 23 Công việc đáp ứng mong đợi thân Anh/ chị đánh giá tham gia nhân viên định công ty Tơi chi phối diễn khu vực làm việc nói chung Người quản lý hỏi ý kiến trước định ảnh hưởng đến công việc Tôi có hội đóng góp họp phát triển công việc Tôi phép tham gia định ảnh hưởng đến 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 chun mơn 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 w                                                                                               n  lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb jm k gm om l.c          a Lu                           n n va y te re 55 t to viên khách hàng Công cụ, công nghệ nguồn lực khác cung cấp cho nhân viên để thực tốt công việc      ng hi ep B PHIẾU KHẢO SÁT DÀNH CHO KHÁCH HÀNG SỬ DUNG DỊCH VỤ BÁN LẺ TRONG KHỐI NGÂN HÀNG THƯƠNG MẠI CỔ PHẦN TP.HCM w n lo Kính chào Anh/ Chị, ad ju y th Tơi 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 yi pl n ua al 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 thơng tin liên quan đến đề tài này, xin liên hệ địa email minhphuongnh1911@yahoo.com n va ll fu Xin chân thành cám ơn giúp đỡ anh/chị! m oi I Thông tin cá nhân Anh/ chị sử dụng dịch vụ ngân thường xuyên nhất: at nh z z vb Thương mại cổ phần:………… 100% vốn nước ngoài:……… Khác:……… ht Thời gian anh/chị sử dụng dịch vụ ngân hàng = năm Các sản phẩm/ dịch vụ ngân hàng anh/ chị sử dụng qua: gm Tiết kiệm k jm  Thẻ Vay vốn Khác om l.c 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 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      n Anh/ Chị đánh giá biểu nhân viên phục vụ va n a Lu y te re ngân hàng này: 56 t to ng hi      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                ep Phải có khả giúp đỡ khách hàng cần thiết w n lo ad (After EFA) Correlated Item-Total Correlation Cronbach's Alpha if Item Deleted IM2 0.519 0.588 IM3 0.557 0.536 0.453 0.669 0.549 0.583 0.518 0.621 Remaining Items yi pl Factor fu ju y th Appendix 3: Cronbach’s Alpha After Deleted Items n n va 0.693 ua al Intrinsic Motivation ll IM4 z 0.505 0.638 z TC3 at TC2 nh 0.706 oi TC1 m Trait Competitiveness vb 0.422 0.802 SE2 0.577 SE3 0.583 SE4 0.531 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 ht SE1 jm 0.780 k 0.787 om l.c 0.809 gm Self- Efficacy 0.779 n a Lu n va y te re 57 t to ng hi 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 0.401 0.683 0.507 0.641 0.459 0.661 ep Service Training 0.689 w n lo ad y th Service Climate ju yi 0.737 pl n ua al n va ll fu EP4 Employee Perfomance at nh EP7 oi EP6 m EP5 0.709 0.507 0.643 z z ht vb k jm om l.c gm n a Lu n va y te re