A Theoretical Review of Improving Self Service Effectiveness Using Customer Feedback at Commercial Banks

Abstract: Commercial Banks have recorded customer interactions for many years; they have focused primarily on the actions of their officers, rather than on those of their customers. There has been an increase in awareness regarding the importance of front-line service employees and their role in creating customer satisfaction (Albrecht & Zemke, 1985). The feedback performance relationship is explained using five theories such as behavioural, control, Self Efficacy theory and Goal Setting theory and social cognitive. Unlike tangible products, customer service cannot be produced away from the eyes of the customer, stored, or inspected for quality after its production (Schneider & Bowen, 1995). The importance of customer service delivery is that the customer service employee needs to improve these employees’ performance. Five theories were compared and then integrated to create a framework interfacing with feedback and how it affects both the customer and the service provider. This framework has both theoretical and practical value.

Authors: Devinaga Rasiah, Teck Ming Tan
Year: 2010
Source: European Journal of Economics, Finance and Administrative Sciences
Volume: 23

Citation:
Devinaga R. & Tan T. M. (2010), “A theoretical review of improving self service effectiveness using customer feedback at commercial banks”, European Journal of Economics, Finance and Administrative Sciences, Vol. 23, pp. 149-160.

Full-text Article: A Theoretical Review of Improving Self Service Effectiveness Using Customer Feedback at Commercial Banks