The Impact of Staff Customer Relationships on Organizational Image (A Case Study of United Bank for Africa (UBA) Plc)
Chapter One
Research Objectives
The general objective or main objective of this study is to examine the impact of staff customer relationship on organizational image by using selected UBA Plc around Ikeja Local Government Area, Lagos State, as a case study. The specific objectives are:
- To study the contributions of staff customer relationship on organizational image UBA Plc.
- To understand the strategies used by the management of UBA Plc for staff customer relationship in protecting their organizational image.
- To examine the prevalence of staff customer relationship on organizational image of UBA Plc.
CHAPTER TWO
REVIEW OF RELATED LITERATURE
Corporate Image and Reputation
Corporate image and reputation is considered to be a critical factor in the overall evaluation of any organization (Bitner, 1990, 1991; Gronroos, 1984; Gummesson and Gronroos, 1998; Andreassen and Lanseng, 1997; Andreassen and Lindestad, 1998; Kandampully and Hu, 2007; Sarstedt et al., 2012) because of the strength that lies in the customers’ perception and mind when hearing the name of the organization (Fombrun, 1996; Hatch et al., 2003; Nguyen, 2006; Bravo et al., 2009). Thus, continuous research on corporate image and reputation is a must for those organizations that want to successfully differentiate their positioning in the market. Kandampully and Hu (2007) stated that corporate image consisted of two main components; the first is functional such as the tangible characteristics that can be measured and evaluated easily. The second is emotional such as feelings, attitudes and beliefs the one have towards the organization. These emotional components are consequences from accumulative experiences the customer have with the passage of time with the organization. Although service quality as “perceived by customers” (Zeithaml et al., 1990:19), but the service provider is the one who create and deliver the service. Service providers are the organization’s ambassadors; because they hod the ultimate balance of quality in service in the customers’ mind (Surprenant and Solomon, 1987). In fact they act as a boundary-spanning that links commercial organizations from inside and outside by obtaining information and disseminating this information to all parties; this is also known as “Discretionary behaviour”, or “Travelling the extra mile for the customer beyond the call of duty” (Chung and Schneider, 2002; Solent, 2006; Slatten, 2008). For example, Vodafone, which is an international communication company that operates in Egypt mission statement, is “the world is in between your hands” communicates a strong service “image” to both its internal as well as external customers simultaneously. To Vodafone both parties are essential not only to the organization’s success, but also to maintain an excellent superior service image in the market. Without developing corporate philosophy, culture and adequate, co-ordinate, effective and efficient management, building a superior excellence corporate image and reputation will not be an easy task to achieve.
Gronroos (1984, 1990) and Little and Little (2009) stated that customers evaluate service quality based on perceptions of two-dimensional service quality concept, a technical quality or outcome of the service act dimension, (what is delivered) or how well the service performs as expected and as promised or what the customer receives in the end or what is delivered (Opoku et al., 2008) and the functional quality, or process-related dimension (how it is delivered), i.e., their perception of the manner in which the service is delivered (Opoku et al., 2008). They believe that the “how” of service delivery is critical to perceptions of service quality. Grönroos (1984: 38) states that “this is another quality dimension, which is very much related to how the moments of truth of the buyer-seller interactions themselves are taken care of and how the service provider functions, therefore, it is called the functional quality of the process”.
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
RESEARCH DESIGN
Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled. According to Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using questionnaires with numerically rated items), qualitative research strategies (e.g., using open-ended questions), or both strategies (i.e., mixed methods). As it is often used to describe and explore human behaviour, surveys are therefore frequently used in social and psychological research.
POPULATION OF THE STUDY
According to Udoyen (2019), a study population is a group of elements or individuals as the case may be, who share similar characteristics. These similar features can include location, gender, age, sex or specific interest. The emphasis on study population is that it constitutes of individuals or elements that are homogeneous in description.
This study was carried to examine the impact of staff customer relationships on organizational image. UBA in Lagos form the population of the study.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain the impact of staff customer relationships on organizational image. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of the impact of staff customer relationships on organizational image
Summary
This study was on the impact of staff customer relationships on organizational image. Three objectives were raised which included: To study the contributions of staff customer relationship on organizational image UBA Plc, to understand the strategies used by the management of UBA Plc for staff customer relationship in protecting their organizational image and to examine the prevalence of staff customer relationship on organizational image of UBA Plc. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from selected UBA in Lagos. Hypothesis was tested using Chi-Square statistical tool (SPSS).
Conclusion
The research work concluded that trust, bonding, communication, satisfaction and commitment jointly and independently predicted perceived organizational image. This means that these variables were predictors of perceived organizational image. The test conducted indicated a significant difference between bonding and perceived organizational image. There was a strong association between trust and perceived organizational image. The study also concluded that there was main and interaction effect of communication and trust on perceived organizational performance.
Recommendation
That there is a need for organizations especially banks to have a good relationship with their customers so as to sustain competitive advantage. That organizations should take cognizance of their organizational structure to attract and retain qualified employees that can contribute positively to bank performance and that bring about strong and positive relationship. That training and development that are directed at building enduring customer relationship should be periodically given to all employees.
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