Critical factors affecting performance of customer service staff - the case of VP bank Vietnam

Pham Thu Huong1,, Tran Thi Lien2
1 Foreign Trade University
2 VP Bank, Vietnam

Main Article Content

Abstract

Internationalization in society and economy has raised promptly the competition in many sectors of economy including banking. This study develops the model to access main factors affecting performance of customer service staff. The main factors include job motivation, leadership, organizational structure, organizational culture, training, technology.


The investigation on data collected from 224 customer service staffs of VPBank shows that job motivation, organizational culture, training, technology have positive relationship with the performance of customer service staffs meanwhile there is not enough evidence to prove the impact of leadership and organizational structure. The results are appropriate to the previous researches and characteristics of customer service staff (front-line staffs).


The paper propose some suggestion aiming to improvement of performance of customer service staffs in banking including creating job motivation, good working environment, appropriate training programs and advance technologies.

Article Details

References

1. Aguinis, H. (2009). Performance management: Pearson Prentice Hall Upper Saddle River, NJ.
2. Al-Rfou, A., & Trawneh, K. (2009). Achieve Competitive Advantage through Job Motivation. J Soc Sci, 20(2), 105-107.
3. Armstrong, M., & Baron, A. (2000). Performance management. Human resource management, 69.
4. Bartol, K. M., & Martin, D. (1998). Management. Int. Edition: Irwin, New York. McGraw-Hill.
5. Dobre, O.-I. (2013). Employee Motivation and orgaizational performance.
6. Dwivedi, R. (1995). Organizational culture and performance: MD Publications Pvt. Ltd.
7. Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. European Journal of Business and Management, 5(4), 137-147.
8. English, F. W. (2007). The art of educational leadership: Balancing performance and accountability: Sage
9. Field, A. (2011). Discovering Statistics Using SPSS. London SAGE Pulication Ltd.
10. Hoang, N. N. (2016). Putting Vietnam’s banks on the map. Vietnam Investment Review,, 1.
11. Hollenbeck, G. P., & Hall, D. T. (2004). Self-confidence and leader performance. Organizational dynamics, 33(3), 254-269.
12. Imola Drigă, C. D. (2013). The financial sector and the role of banks in economic development. Financial Stability Report, 1-6.
13. Jain, M. K. S. a. S. (2013). Leadership Management: Principles, Models and Theories. Global Journal of Management and Business Studies., 3, 309-318.
14. Lindner, J. R. (1998). Understanding employee motivation. Journal of extension, 36(3), 1-8.
15. Muhammad Imran (2014) Impact of Technological Advancement on Employee performance in banking sector, International Journal of Human Resource Studies, Vol. 4, No.1.
16. Parker, S. (1998). Role breadth self-efficacy: Relationship with work enrichment and other organizational practices. Journal of Applied Psychology, 83(6), 835-852.
17. Raja Abdul Ghafoor Khan, F. A. K., Dr. Muhammad Aslam Khan (July 2011). Impact of Training and Development on Organizational Performance. Global Journal of Management and Business Research, 11(7 Version 1.0).
18. Schein, E. H. (2010). Organizational culture and leadership (Vol. 2): John Wiley & Sons.
19. Whitmore, J. (2010). Coaching for performance: growing human potential and purpose: the principles and practice of coaching and leadership: Nicholas brealey publishing.