IMPACT OF STAFF CUSTOMER RELATIONSHIP ON ORGANIZATIONAL IMAGE
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IMPACT OF STAFF CUSTOMER RELATIONSHIP ON ORGANIZATIONAL IMAGE
CHAPITRE ONE
BACKGROUND OF THE STUDY
The staff-customer relationship is a legally binding contract. Staff are the most crucial communication route. The outsider’s perception of the organisation will be almost entirely based on the employees he knows or encounters, and if the employee is inefficient or rude, so will his (i.e. customers’) image of the organisation.
In contrast, in any business where products or services are sold or given, the customer is the key to success. Many years ago, one of America’s finest the whole concepts of customer relation in a nutshell, the customer is always right.
Customers can make or break a business; if they are pleased with what they buy and pleased with their treatment, they will continue to buy and tell their friends; if the product, service, or treatment is unsatisfactory, the customer will not only stop buying but will also tell their friends and acquaintances about the unpleasant experience.
Staff-customer relations are frequently as much a management issue as they are a public officer problem, because every organisation seeks to develop an image for itself.
It is difficult to draw a line between good staff-customer relationships because personnel has recurrent contracts with the public. The contact is the most effective technique of two-way communication.
They allow for an interchange of questions and responses, providing an opportunity to explain and persuade. They also make it feasible to offend or make mistakes.
The general public expected that by now, the picture of the staff-customer relationship, particularly in the banking sector, would be pretty and pleasant to behold, at least in terms of service attitude to work and, more importantly, in the upholding and improvement of the contract relationship’s basic daily practises.
Oral and written data appears to point to a continuing decline in the standard of staff-customer relationships and their impact on the organization’s image.
It is to assess the extent to which the system has met expectations in their system and other related areas that prompted me to do research.
The United Bank for Africa Limited (UBA), on which this research is based, evolved from the French Bank Limited, which itself evolved from the BNCL Paris (Banque Nationale de Commerce et Industrie) created in 1982. The bank officially opened its doors in December 1949, with a staff of twelve.
In 1960, the bank became public in accordance with the French owner’s objective and plan to sell some of their shares to Nigerians. On February 3, 1961, the United Bank for Africa Limited was founded to take over the assets and liabilities of the British and French banks, and on October 3, 1961, it was officially opened for business under the new name.
1.2 STATEMENT OF THE PROBLEM
There appears to be more proof concerning the less friendly staff-customer connection than the public outcry about the terrible service provided in the banking industry. What is particularly troubling is that the uproar continues to grow as the years pass.
In light of the incident, the researcher is compelled to identify and make the following attempt to determine why bank staff process nonchalant and carefree attitude towards their customers counters service of the banks is not only delaying and frustrating but also lacks courtesy, orderliness, and human relations.
To discover the cause of prejudice, favouritism, and dishonesty, as well as why banks have inadequate infrastructure. Learn why the average Nigerian bank customer is not only negligent, but also always in a hurry, and why forgery and fraud have become the article and trade of commercial banks (U.BA).
1.3 OBJECTIVE OF THE STUDY
The study’s primary goals are as follows:
To discover or identify the significant point of departure between the fundamental standards and ethics in the actual practise of the staff-customer relationship at UBA.
To discover issues encountered during staff customer contracts and transactions.
To assess the extent to which these issues have hampered improvements in the staff-customer interaction.
To examine the physical impediments to the effective realisation of the bank staff-customer interaction.
To assess the extent to which commercial banks have been successful in providing their services to their customers.
To determine the extent to which the bank staff-customer interaction has improved in the state, and specifically at UBA.
To recommend routes and techniques for improving the identified problems, and therefore to gain a better understanding of this area of our economy for future use of professionally competent and expertly trained personnel in advancing the bank’s staff client connection.
1.4 OBJECTIVES OF THE STUDY
This study, titled the impact of staff customer relationships on organisational image a case study of United Bank for Africa Limited, could have been expanded to cover the entire country and beyond, but due to the short time frame in which the study would be completed and people’s attitudes, it was not.
It is common knowledge that top executives in most Nigerian organisations do not readily answer crucial questions due to secrecy. As a result, the researcher anticipates some type of unhealthy ingress to provide all of the necessary answers that will be requested from query the project researcher is constrained to light the scope of the investigation to UBA ltd Enugu.
Furthermore, the researcher chose Enugu as the state capital and location of the headquarters. Enugu will see a huge turnout of clients in their branches for this reason.
1.5 RESEARCH QUESTIONS
The research questions have been developed. What are the most significant differences between the fundamental standards and ethics in staff practise?
Is there a problem with the personnel, customers, contractors, or transactions?
To what extent had these issues hampered the effective realisation of the bank staff-customer relationship?
Is there a way or ways to improve the highlighted problem?
1.6 RESEARCH HYPOTHESIS
Based on the problem statement, the researcher develops the following hypothesis, which will be investigated throughout the study.
There are no issues with poor counter services. Management is the cause of the bank’s poor performance Management is not the cause of the bank’s poor performance.
1.7 THE SIGNIFICANCE OF THE STUDY
According to the statement that the ultimate goal of any organisation is to achieve success by achieving its objectives, there is a need for organisational growth and order in our commercial banks, particularly (UBA LTD), which has been described as the product of the relationship between staff and customers.
This contractual relationship that exists between staff and customers has some issues that at times impede the performance of the bank staff, and this research work will significantly solve these issues in a properly identified and understood manner, which will go a long way towards reducing areas of conflict and tension between the staff and customers.
1.8 LIMITATIONS OF THE STUDY
The research looks at the impact of staff-customer relationships on organisational image. To achieve the goal of this research, United Bank for Africa Ltd will be investigated.
The following are the major limitations of this study.
COST
It costs money to create and distribute questionnaires. This mode of transportation to UBA headquarters is prohibitively expensive, and money is always required for stationery for typing and binding the project.
TIME
A task of this sort requires time, thus more time is required for a deeper understanding of the work if a full research is to be conducted.
1.9 THE DEFINITION OF A TERM
Bank
Definition of the concept
Establishment for the safekeeping of money and valuables
Definition of operations
United Bank for Africa Limited is a safe haven for significant money.
Staff
Definition
a group of helpers I work in a firm or organisation and am accountable to a boss or other person in authority.
Customer
Definition
Any person who does business or receives service at a location or time.
Relationship
Definition
Relationship between one thing (person, idea, etc.) and another.
Image
Definition
W.P marquis described “mage” in an essay in the (July/August 1997) issue of Harvard Business Review as “the perception of the company by these publics.” Also, the image in the mind of the company’s audience is determined by all of the company’s actions.
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