Customer Satisfaction and Effective HRM Policies: Customer and Employee Satisfaction
Authors: S. Anastasiou, C. Nathanailides
Abstract:
The purpose of this study is to examine the possible link between employee and customer satisfaction. The service provided by employees, help to build a good relationship with customers and can help at increasing their loyalty. Published data for job satisfaction and indicators of customer services of banks were gathered from relevant published works which included data from five different countries. The scores of customers and employees satisfaction of the different published works were transformed and normalized to the scale of 1 to 100. The data were analyzed and a regression analysis of the two parameters was used to describe the link between employee’s satisfaction and customer’s satisfaction. Assuming that employee satisfaction has a significant influence on customer’s service and the resulting customer satisfaction, the reviewed data indicate that employee’s satisfaction contributes significantly on the level of customer satisfaction in the Banking sector. There was a significant correlation between the two parameters (Pearson correlation R2=0.52 P<0.05). The reviewed data indicate that published data support the hypothesis that practical evidence link these two parameters. During the recent global economic crisis, the financial services sector was affected severely and job security, remuneration and recruitment of personnel of banks was in many countries, including Greece, significantly reduced. Nevertheless, modern organizations should always consider their personnel as a capital, which is the driving force for success in the future. Appropriate human resource management policies can increase the level of job satisfaction of the personnel with positive consequences for the level of customer’s satisfaction.
Keywords: Job satisfaction, job performance, customer service, banks, human resources management.
Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1098146
Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 5126References:
[1] Moynahan LM, Gardner TM, Park HJ, Wright PM. HR practices and customer satisfaction: The mediating link of commitment. CAHRS Working Paper 01-14. NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies; 2001.
[2] Voudouris I. The use of flexible employment arrangements: some new evidence from Greek firms. International Journal of Human Resource Management. 2004; 15(1):131-146.
[3] Wright PM, Gardner T, Moyniham LM, Allen M. The HR performance relationship: Examining causal direction. Personnel Psychology. 2005; 58(2):409–446.
[4] Boselie P, Dietz G, Boon C. Commonalities and contradictions in HRM and performance research. Human Resource Management Journal. 2005; 15(3):67–94.
[5] Katou AA. The impact of human resource development on organizational performance: Test of a causal model. Journal of Behavioral and Applied Management. 2009; 10(3):335-356.
[6] Swift G. Human Resource Service Delivery. In: Taylor S, Woodhams C, editors. Managing People and Organisations. London:CIPD; 2012.
[7] Boudreau JW. Organizational behavior, strategy, performance, and design. Management Science. 2004; 50(11): 1463-1476.
[8] Papakostantinou G, Anastasiou S. Principles of Human Resource Management. Athens, Gutenberg; 2013 (in Greek).
[9] Bellou V. Identifying employees' perceptions on organizational obligations: A comparison between the Greek public and private sector. International Journal of Public Sector Management. 2007;20(7):608 – 621.
[10] Burke RJ, Graham J, Smith FJ.. Putting The Customer Second: Case Study. The TQM Magazine. 2005; 17(1):85-91.
[11] Parasuraman A, Zeithaml V A, Berry LL. “SERVQUAL A Multiple- Item Scale for Measuring Consumer Perceptions of Service Quality”. 1998. Journal of Retailing; 64(1):12–40.
[12] Massad N Heckman N, Crowston K. Customer Satisfaction with Electronic Service Encounters. AMCIS 2004 Proceedings.3850-3860.
[13] Torres EN, Kline S. From satisfaction to delight: A model for the hotel industry. International Journal of Contemporary Hospitality Management. 2006;18(4):290-301.
[14] Homburg C, Stock R. The link between Salespeoples Job Satisfaction and Customer Satissfaction in a Business to Business context: A Dyadic Analysis. Journal of Academy of Marketing Science. 2004; 32(2):144- 158.
[15] Heskett J, Sasser W. E.Jr. Schlesinger L. The Service Profit Chain: How Leading Companies Link Profit and Growth to Loyalty, Satisfaction, and Value. New York, Free Press; 1997.
[16] Anastasiou S, Papakonstantinou G. Factors affecting job satisfaction, stress and work performance of secondary education teachers in Epirus, NW Greece. International Journal of Management in Education. 2014; 8(1):37-53.
[17] Singh J. Performance, productivity and quality of frontline employees in service organizations”, Journal of Marketing. 2000; 64(2):15-34.
[18] Anastasiou S, Panta M, Filippidis K, Siasiakos K. A Survey of Bank Customers’ Satisfaction in Greece. 2ndInternational Conference on Contemporary Marketing Issues (ICCMI). 2014: pp.246-253.
[19] Jamal A, Ananstasiadou K. Investigating the effects of service quality dimensions and expertise on loyalty”, European Journal of Marketing. 2009: 43(3/4):398-420.
[20] Mylonakis J. Bank satisfaction factors and loyalty; a syrvey of the Greek bank customers. Innovative Marketing. 2009; 5(1):16-25.
[21] Keisidou E, Sarigiannidis L, Maditinos D, Thalassinos E. Customer satisfaction, loyalty and financial performance: A holistic approach of the Greek banking sector. International Journal of Bank Marketing. 2013:31(4):259-288.
[22] Triantafyllou I. A quantitative study on measuring customer satisfaction in the greek banking System. 3rd International Conference: Quantitative and Qualitative Methodologies in the Economic & Administrative Sciences, 2013:386-392.
[23] Gazzoli G, Hancer M, Kim B.C. Explaining why employee-customer orientation influences customers' perceptions of the service encounter. Journal of Service Management. 2013; 24(4):382-400.
[24] Gounaris S, Boukis A. The role of employee job satisfaction in strengthening customer repurchase intentions. Journal of Services Marketing. 2013; 27(4):322-333.
[25] Gibbs T, Ashill N.J. The effects of high performance work practices on job outcomes: Evidence from frontline employees in russia. International Journal of Bank Marketing. 2013; 31(4):305-326.
[26] Yavas U, Babakus E. Relationships between organizational support, customer orientation, and work outcomes: A study of frontline bank employees. International Journal of Bank Marketing. 2010;28(3): 222- 238.
[27] Crossman A, Abou-Zaki B. Job satisfaction and employee performance of Lebanese banking staff. Journal of Managerial Psychology. 2003; 18(4):368-376.
[28] Karatepe O. M, Tekinkus M. The effects of work-family conflict, emotional exhaustion, and intrinsic motivation on job outcomes of frontline employees. International Journal of Bank Marketing. 2006; 24(3):173-193.
[29] Karatepe O.M, Aga M. Work engagement as a mediator of the effects of personality traits on job outcomes: A study of frontline employees. Services Marketing Quarterly. 2012; 33(4): 343-362.
[30] Katsaros K.K, Tsirikas A.N, Nicolaidis C S. Managers' workplace attitudes, tolerance of ambiguity and firm performance: The case of greek banking industry. Management Research. 2014.
[31] Wong M, Cheung R. Service improvement in hong kong retail banking through satisfied and committed employees. International Journal of Process Management and Benchmarking. 2014; 4(1) 3-21.
[32] Silvestro R. Dispelling the modern myth: Employee satisfaction and loyalty drive service profitability. International Journal of Operations & Production Management. 2002; 22(1):30-49.
[33] Way S.A, Sturman, M.C, Raab C. What matters more? Contrasting the effects of job satisfaction and service climate on hotel food and beverage managers’ job performance. Cornell Hospitality Quarterly. 2010.
[34] Dirani K.M, Kuchinke K.P.Job satisfaction and organizational commitment: Validating the arabic satisfaction and commitment questionnaire (ASCQ), testing the correlations, and investigating the effects of demographic variables in the lebanese banking sector. International Journal of Human Resource Management. 2011; 22(5): 1180-1202.
[35] Kaya N, Koc E, Topcu D. An exploratory analysis of the influence of human resource management activities and organizational climate on job satisfaction in turkish banks. International Journal of Human Resource Management. 2010; 21(11):2031-2051.
[36] Nik Ab N.M, Rahman S.S, Alam S.S. Relationship between Islamic HRM practices and employee commitment: An empirical study of islamic banks in bangladesh. Journal of Applied Sciences Research. 2011;7(8):1269-1278
[37] Oh J, Rutherford B.N, Park J. The interplay of salesperson's job performance and satisfaction in the financial services industry. Journal of Financial Services Marketing. 2014;19(2):104-117.
[38] Wu Y, Shang S.C. Do happier customers generate more profits? an analysis of customer contribution in a bank. Asia Pacific Management Review. 2013; 18(4):391-406.
[39] Rafique T, Butt F.S, Khawaja A.B, Akhtar N, Hussain A, Bashir M. Factors effecting job satisfaction of employees working in private organizations: A case of pakistan. Research Journal of Applied Sciences, Engineering and Technology. 2014; 7(7):1149-1157.
[40] Wright P.M, Gardner T, Moyniham L.M, Allen M. The HR performance relationship: Examining causal direction”, Personnel Psychology. 2005; 58: 409-446.
[41] Alcazar F.M, Fernandez P.M.R., Gardey G.S. Researching on SHRM: An analysis of the debate over the role played by human resources in firm success. Management Review. 2005; 16:213-241.
[42] Boselie P, Dietz G, Boon, C. Commonalities and contradictions in HRM and performance research. Human Resource Management Journal. 2005; 15:67-94.
[43] Nishii L. H, Lepak D.P, Schneider B. Employee attributions of the “why” of HR practices: Their effects on employee attitudes and ehaviors, and customer satisfaction. Personnel psychology, 2008; 61: 503-545.
[44] Adler D.A, McLaughlin T.J, Rogers W.H, Chang H, Lapitsky L, Lerner D. Job performance deficits due to depression. American Journal of Psychiatry. 2006; 163(9):1569-1576
[45] Anastasiou S, Karipoglou K, Nathanailides C. Participation in Decision Making, Productivity and Job Satisfaction among Managers of Fish Farms in Greece. International Business Research. 2014; 7(12): 92-97.
[46] Babin B.J, Boles J.S. The effects of Perceived Co-Worker Involvement and supervisor Support on Service Provider Role, Stress Performance and Job Satisfaction. Journal of Retailing. 1996; 72(1)::57-75.