I. TITLE
"PERU: MOTIVATION AND PRODUCTIVITY - RELEVANT FACTORS IN THE EFFECTIVENESS OF A BANKING ENTITY'S CUSTOMER SERVICE"
II. GRADUATING NAME
III. PLACE WHERE THE THESIS WILL BE DEVELOPED
LIMA PERU
IV. PROJECT DESCRIPTION
4.1 BIBLIOGRAPHIC BACKGROUND
The existence of the following bibliographic information has been determined:
1) Fernández (2005). Business management and customer service. In this work, the author develops the management process of commercial companies and then describes customer service, emphasizing various forms, from the most domestic to the most technical.
2) Peña (2006). Corporate management with benchmarking, for the competitiveness of the state bank. In this document, among several points that are discussed, reference is made to customer service, as a fundamental element for the bank to achieve competitiveness.
3) Pérez (2004). Quality of customer service. Evaluation and application. In this work, the author develops the activity of commerce and commercial management; the elements and characteristics; the approach to the different alternatives in the conceptualization and modeling of perceived quality; the operationalization and evaluation of the perceived quality in the service companies; development of measuring instruments.
4) Rázuri (2004). The motivational systems their relationship with the expectations of their workers. This document develops all the motivational factors of the staff and their incidence with the customer service of the department stores.
5) Vega (2004). Customer satisfaction through service quality strategies implemented in commercial banks in Santo Domingo 2000-2003.This document mentions that the banking of the new millennium brings with it new challenges and structural changes, because the large number of competitors in the sector makes it impossible to create products and / or services to differentiate one entity from another. This is due to the fact that the banking products and / or services are essentially the same, which is why, today the only differentiating element in banking entities is the quality with which the products and services are provided. For this, it is necessary to define quality in the sense of the customer. A Client perceives quality in services when she receives the product that satisfies her need and exceeds it, at the time, place and with the most appropriate resources.
6) Palomino (2004). An approach to work motivation in Cuba today. This document addresses the main needs of workers in the area of Tourism in the province of Holguín as well as the factors that affect work motivation in two moments: initial and current. It is based on a materialist-dialectic position where Labor motivation is extrapolated from Human motivation. The methodology is supported by a descriptive study with qualitative and quantitative methods.
4.2 PROBLEM STATEMENT
Despite the fact that Banco Continental is perceived as modern and with great projection; however it also has its problems like any other entity. In the bank the problems are related to the services and products and especially in the customer service.
Professional, technical and auxiliary personnel work at Banco Continental to support the administrative and operational processes that take place in each of the dependencies. Said personnel is affected by various factors that affect their work efficiency, some of them are the different leadership styles and the changes that occur; Another aspect is the poor use of communication, it does not flow in all the cardinal points of the bank; high staff turnover without prior notice; the clash between the entity's values and individual values; and others. All of this generates dissatisfaction that logically affects work environments, developing ambiguous, tense and authoritarian work climates that reduce the effectiveness of customer service.
The situation is sometimes complicated until it reaches critical points, due to the clashes between the appointed and hired personnel, which causes organizational subcultures to develop. The same occurs in relation to the social class of the workers, those who come from the upper middle classes do not look favorably on the participation of the popular class personnel who are facilitated by the bank to carry out work as a worker or intern; All these elements are demotivating of the personnel and influence in the low productivity and therefore in the effectiveness of the service of attention to the client.
Another factor is the different educational level of the staff, which makes various customs adopted by them difficult to change, such as the spread of rumors and gossip, the presence of individualism before teamwork, figureism, etc. all of which affect motivation, productivity and therefore the effectiveness of customer service.
Deficiencies in the treatment, operation of the systems, culture of services and other elements, cause complaints from customers and the community that resorts to the bank.
The queues that users make or the prolonged time sitting looking at the monitors waiting for their turn, the grim and unpleasant face of the staff, makes customers discourage and lose confidence in the bank.
On the other hand, the belief and even the reality that the bank does nothing in favor of the clients if it does not take their money, it makes the clients and even the community have a bad impression of the bank workers and if this is accompanied by the lack of motivation of these staff to treat users nicely, the situation is complicated. The workers are the ones who face the community, therefore the lack of motivation is a fundamental element for the proper treatment and the impression that the people of the entity can take.
The strategic plan of a bank, which is its chart of navigation, is full of good intentions and good intentions. The corporate vision and mission pose "ideal" situations that in many cases are not met. One of the aspects in which there are more gaps, between what the strategic plan says and reality, is customer service. We all know that phrases like the following are popular in strategic missions, shareholders' meetings, and boards of directors: "Our clients are the foundation of our growth," "We work for them," "They are the driving force behind us. »… But we also know that this is rarely 100% true.
In Banco Continental, as in other types of entities, the so-called ten commandments of customer service are not fully complied with. So, for example, the customer is not necessarily above everything. It is said that there is nothing impossible when you want to satisfy the customer, all of which is merely declarative. The bank does not fulfill what it promises to its clients, thus, for example, it offers a good deal, low costs and they end up doing the opposite. It is said that there is only one way to satisfy the customer, to give him more than he expects, this would be achieved by knowing the customers very well and focusing on their needs and desires, which is not done in practice.
It is said that for the client you make a difference, at this point the people who have direct contact with clients have a great responsibility, they can make a client return or never want to return, they make a difference. Everything "behind the scenes" may work like a charm, but if a clerk fails, the customer's image of the entire bank is likely to be poor.
In the banking field, failing at one point means failing at everything. As expressed in the previous point, everything may work perfectly, that we have everything under control, but what happens if we fail in the delivery time, if the money is counterfeited or if at the time of payment we do it with a lower amount and when we collect we do the opposite. Customer experiences are currently not entirely satisfactory.
Banco Continental must repair that a dissatisfied employee generates dissatisfied customers. Own employees are the bank's "first customer", if they are not satisfied, how do you expect to satisfy external customers, so human resources policies must go hand in hand with marketing strategies. This is not being fulfilled
Banco Continental must take into account that the judgment on the quality of service is made by the customer. Although there are management indicators developed within the bank to measure the quality of the service, the only truth is that it is the customers who, in their minds and feelings, who qualify, if it is good they return and they do not return if it is not. The Bank does not take into account the feeling and current of the client.
Banco Continental must consider that no matter how good a service is, it can always be improved. Although the proposed goals of service and customer satisfaction have been achieved, it is necessary to set new objectives, the competition does not give up. This is not taken into account at the moment, it is not lived day to day and less the prospect and competitiveness.
Banco Continental must understand that when it comes to customer satisfaction, we are all a team. The work teams must not only function to detect failures or to propose solutions and strategies, when required, all the people of the bank must be willing to work towards customer satisfaction, be it a complaint, a request or of any other matter. Currently there is a lack of synergy between agencies, between workers and especially with customers who are the real reason for the bank.
4.2.1. PROBLEM FORMULATION
What factors may be relevant to facilitate the effectiveness of Banco Continental's customer service?
4.2.2. SYSTEMATIZATION OF THE PROBLEM
1. How can Banco Continental's financial services and products be improved in such a way that they can facilitate efficient customer service?
2. How can the continuous improvement of Banco Continental's customer service be achieved?
4.3 THEORETICAL AND CONCEPTUAL FRAMEWORK
4.3.1. THEORETICAL FRAMEWORK
According to Zornoza Luis (2006), motivation is the impulse that initiates, guides and maintains the behavior, until the desired goal or objective is reached. This author makes reference to several theorists, such as: Frederick Herzberg, who says: "Motivation tells me to do something because it is very important for me to do it"; Dessler views motivation as a reflection of "a person's desire to satisfy certain needs"; Kelly states that: "It has something to do with the forces that maintain and alter the direction, quality and intensity of behavior"; Jones has defined it as something related to: "The way in which the behavior is started, energized, sustained, directed, stopped, and with the type of subjective reaction that is present in the organization while all this happens";Stephen Robbins publishes the following definition of motivation: "Willingness to make great efforts to achieve organizational goals, conditioned by the ability to exert effort to satisfy some individual need."
Analyzing Zornoza (2006); There are several models of motivation: Expectations Model, which maintains that individuals, as thinking and reasonable beings, have beliefs and have hopes and expectations regarding future events in their lives. Therefore, to analyze motivation, it is necessary to know what people are looking for from the organization and how they believe they can obtain it; the Porter and Lawler Model, which mentions that effort or motivation for work is a result of how attractive the reward is and the way the person perceives the relationship between effort and reward; the Integrative Motivation Model,the same that combines everything that is known about the important and complex phenomenon of motivation: needs, impulse to achieve, hygiene factors, expectation, motivation, performance and satisfaction.
Interpreting Chiavenato (2004) and López (2006); There are 2 types of work motivation theories, those focused on content, and those focused on the process; those focused on content are: Maslow's Hierarchy of Needs; that starts from the assumption that all individuals have five basic needs that they wish to satisfy; physiological, protective, social, considerate and esteemed, and self-development; McClelland Learned Needs; which investigates three needs that drive human behavior; achievement, power and affiliation; the hierarchical model of Alderfer; who bases his research on Maslow's model, basic needs are encompassed in three levels; of existence, relationship, growth or personal development; Herzberg's two factor theory: Environmental and motivators. Those focused on the process: Adams' Theory of Equity; argues that in the work environment, individuals make comparisons between the contributions they make to the company (inputs) and the remuneration they receive from the company (outputs); Vroom's theory of expectations; It is based on two premises: people know what they want from their work, and they understand that it depends on their performance whether or not they get the desired rewards; and, there is a relationship between the effort that is made and the execution or performance of work; Skinner's stress theory; It is based on three central variables; stimulus, response, reward; Goal setting theory, the subject must be aware of the goal, and must accept that the goal is something they want to work towards.
According to López (2003), motivation can be: Intrinsic and extrinsic motivation. Intrinsic motivation: arises within the subject, obeys internal motives; and, extrinsic motivation : It is stimulated from the outside by offering reward
Comparing Yoder (2006); and, Jiménez, Castro and Brenes (2006); productivity can be defined as the ratio between the quantity of goods and services produced and the quantity of resources used. In a bank, productivity is used to evaluate the performance of dependencies, computers, work teams and employees. Productivity in terms of bank employees is synonymous with performance . In a systematic approachWe say that something or someone is productive with a quantity of resources (Inputs) in a given period of time, the maximum number of products is obtained. Productivity in a bank's equipment is given as part of its technical characteristics. Not so with human resources or workers. Influencing factors must be considered. In addition to the ratio of quantity produced by resources used, other very important aspects come into play in productivity, such as: Quality: Quality is the speed at which goods and services are produced especially per unit of labor or work. Productivity = Output / Inputs . Inputs: Labor, supplies, equipment, Energy, Capital. Outputs: Banking products.
What is sustained by Reyes (2004), is coincident with Martínez (2006), in this sense they establish that productivity is defined as the relationship between inputs and products, while efficiency represents the cost per unit of product. For example: In the case of banking services, the productivity measure would be given by the relationship between the number of services granted per hour / worker. Productivity would be measured from the product, which would be integrated not only by the time spent by the worker, but also by all the other inputs involved in that particular event, such as printing materials, delay time, etc. In companies that measure their productivity, the formula most frequently used is: Productivity: Number of services provided / resources used.Other companies measure their productivity based on the commercial value of the products. All measurements are quantitative and the qualitative aspect of production is not considered in them (a product should be done well the first time and respond to the needs of the customers). Any additional costs (restarts, replacement, after-sale repair) should be included in the productivity measure. A product can also have beneficial or negative consequences on the other products of the company. Indeed, if a product satisfies the customer, they will be inclined to buy other products of the same brand; If the customer has been dissatisfied with a product, they will be inclined not to buy other products of the same brand again.All measurements are quantitative and the qualitative aspect of production is not considered in them (a product should be done well the first time and respond to the needs of the customers). Any additional costs (restarts, replacement, after-sale repair) should be included in the productivity measure. A product can also have beneficial or negative consequences on the other products of the company. Indeed, if a product satisfies the customer, they will be inclined to buy other products of the same brand; If the customer has been dissatisfied with a product, they will be inclined not to buy other products of the same brand again.All measurements are quantitative and the qualitative aspect of production is not considered in them (a product should be done well the first time and respond to the needs of the customers). Any additional costs (restarts, replacement, after-sale repair) should be included in the productivity measure. A product can also have beneficial or negative consequences on the other products of the company. Indeed, if a product satisfies the customer, they will be inclined to buy other products of the same brand; If the customer has been dissatisfied with a product, they will be inclined not to buy other products of the same brand again.
According to Levit (2005), the cost related to the company's image and quality should be included in the productivity measure. In order to measure productivity progress, the PRODUCTIVITY INDEX (P) is generally used: = 100 * (Observed Productivity) / (Productivity Standard). Observed productivity is the productivity measured during a defined period (day, week, month, year) in a known system (branch agency, parent, economic sector, department, labor, energy, country). The productivity standard is the base or previous productivity that serves as a reference. With the above we see that we can obtain different productivity measures, evaluate different systems, departments, companies, resources such as raw materials, energy, among others.But the most important thing is to define the trend through the use of productivity indexes over time in our companies, make the necessary corrections in order to increase efficiency and be more profitable. Important elements to consider to increase the productivity of the company are human capital as the investment made by the organization to train and educate its members and the instructor of the working population, which are the knowledge and skills that are directly related to the results of the job.Important elements to consider to increase the productivity of the company are human capital as the investment made by the organization to train and educate its members and the instructor of the working population, which are the knowledge and skills that are directly related to the results of the job.Important elements to consider to increase the productivity of the company are human capital as the investment made by the organization to train and educate its members and the instructor of the working population, which are the knowledge and skills that are directly related to the results of the job.
According to Encarnación (2004) in recent times, and mainly due to the growing importance that has been given to the evaluation of customer satisfaction in the 2000 revision of the ISO 9000 standard and the Excellence models(EFQM, Malcolm Baldrige, Premio Deming, etc.), the number of organizations that do evaluations of customer satisfaction has emerged. It is clear that it is very important to know customer satisfaction since there is a direct relationship between customer satisfaction and loyalty, and therefore, with the income of the organization. Obviously, if customers are more satisfied, they will be more loyal and therefore they will give us higher income and for a longer period of time. Efficiency consists of carrying out a job or an activity at the lowest possible cost and in the shortest time, without wasting financial, material and human resources; but at the same time it implies quality by doing well what is done.
However, in banks it is not enough to be only efficient, modern banks seek something more than that, and that is efficiency. Continuous service improvement is achieved by being more interested in customers. To achieve and continuously improve the quality provided to customers, it is necessary to establish effective channels of internal and external communication, which allow the organization with the participation of all not only to capture their satisfaction, but also to measure the degree of satisfaction (section 8.2.1 ISO 9001 and 9004: 2000). The change in focus on the treatment of the interface with the client would go unnoticed if the interrelation of the quality principles on which quality management is based is not taken into account, according to the ISO 9000 standards in its version of the year 2000.
Interpreting Ruiz and Díaz (2006), at present, to obtain a competitive position, banks need to orient themselves towards an organizational change, which directed towards continuous improvement radiates towards all levels of the organizational structure, thus requiring a new vision from manager to manager. who every day faces the challenge of improving their productivity standards. The manager is now considered as a promoter of change that, establishing a relationship of mutual benefit with those who expect something from the company such as employees, suppliers, customers, bank officials and government agencies among others, that allows a progressive and continuous improvement of the organization. As a company, you must focus on knowing the needs of your internal and external customers,Since the change in their needs is very dynamic, practices must be developed that make this change a valuable opportunity to improve towards competitive positions. Currently, not only specialized workers must be developed, but human resources need amulti-functional performance with broad capabilities that allow them to participate and impact the process of change and improvement in the company. There is no doubt that training can improve productivity, but essentially a joint commitment to participate in a continuous process of improvement must be introduced into the organization, involving both management and workers. The philosophy of continuous improvement assumes that our way of life in the work, social and family environment deserves to be constantly improved, since at any time and place that improvements are made in performance standards, these in the long run They will lead to improvements in quality and productivity.
According to Beas (2006), when a manager achieves the goals or objectives imposed by the bank, we say that he is effective. So effectiveness refers to the results in relation to the goals and fulfillment of the organizational objectives, so to be effective you must prioritize the tasks and carry out in order of precedence those that contribute to achieving your objectives and planned goals, so you must to make sure that what you do is worth it and leads to an end.
4.3.2. CONCEPTUAL FRAMEWORK
4.3.2.1 CONTINENTAL BANK (BBVA)
Banco Continental (BBVA) is a solid financial group, with high solvency and a large dimension with a common objective :unite all the strengths to establish lasting relationships with increasingly satisfied customers. Although in practice the relationship with customers is flexible, it is volatile and therefore requires permanent reinforcement. BBVA indicates that it maintains a long-term relationship of trust and mutual value with its clients. This is a relevant statement, however in such a competitive world it is not possible to speak of a long-term relationship of trust, since any detail that affects the client will break this precept. On the other hand, when the bank talks about this relationship, it only does so thinking about external clients, leaving aside external clients, that is, the staff of workers, who need to be permanently motivated, to facilitate the long-standing relationship mentioned..
The Continental Bank indicates that it offers a service of the highest quality and the solutions, advice and products that best suit your needs. Our entire organization works for the client. Therefore, all the entities of the Group and all the areas that constitute them indicate that they assume the commitment to develop criteria of social responsibility in our work.
Banco Continental declares it is aware of how each of its staff participates in the result of the banking business. And, he adds, that your commitment will be vital to continue… forward . Undoubtedly, the commitment is important, but so is the treatment, training, remuneration, promotion for the workers, otherwise everything will be truncated, because the client relates to the workers, therefore having a motivated worker with high productivity indicators should be a point to consider in this financial institution.
BANKING PRODUCTS AND SERVICES FOR NATURAL PERSONS:
DEPOSITS: At BBVA Banco Continental offers different types of accounts to choose the alternative to save money. Additionally, you will be able to participate in numerous raffles and you will have the opportunity to win substantial prizes, and all this just by opening your account in the Bank.
CARDS: BBVA Banco Continental cards have multiple advantages that open the doors of thousands and thousands of establishments around the world, offering great benefits for daily purchases and those special purchases. In addition, there is an exclusive system of points and discounts that allow you to enjoy twice as much, paying less for everything you like and accumulating points to achieve what you want most.
LOANS: The commitment is to fulfill each of people's dreams. You only need to think about what you want: a computer, a new car, your own house, starting a business… and the bank will make it happen.
INSURANCE: Everything about insurance is provided: Life Insurance, Cancer Insurance and Continental Protection. Without a doubt the best way to show your love for your family.
MUTUAL FUNDS: Continental Funds offers the alternatives that the client needs so that their money can obtain high profits according to their liking. You can choose the one you want the most. The bank invites you to witness the best combination of profitability and security.
CONTINENTAL BOLSA: The client does not need to be an experienced investor to participate in the stock market, now Continental Bolsa offers the possibility of participating in the market in an agile, simple and very effective way: buying and selling securities through the Internet. In addition, information with periodic reports to make the decision to invest in the best alternatives for stocks and bonds.
OTHER MEANS OF PAYMENT: Service that the Bank offers to its clients for the management of their payment orders, money transfers, money orders, etc. with the solvency and backing of the BBVA Group.
ELECTRONIC BANKING: The client and the community in general to do their operations in seconds and without leaving your home or office are in your hands. And is that just by entering Internet Banking, you can enjoy the convenience of making transfers, view your balances, pay your services, all with a simple movement of your fingers, totally free. You can also do it by Telephone Banking by calling 595-0000. Likewise, the bank has made its B24 ATM Network available nationwide.
BANKING PRODUCTS AND SERVICES FOR COMPANIES:
BBVA Banco Continental makes available options that allow you to carry out your financing, obtain information on your cards, learn about and use electronic banking through our Website and without the need to approach the Bank.
FINANCING: Whether to finance Sales, Working Capital or to acquire Machinery, Equipment, Commercial or Industrial Premises, BBVA Banco Continental has the perfect solution to business needs.
CARD: BBVA Banco Continental business cards are the safest and most comfortable way to buy in thousands of establishments affiliated to VISA in Peru and the world. They are intended for companies in order to provide a means of payment for Travel and Representation Expenses as well as other general expenses. You just have to choose the card that best suits your needs. The bank is the best saving and investment alternative for your money. Only here will you find the perfect alternative to earn more for your money
INVESTMENT: The bank offers many investment alternatives for companies.
ELECTRONIC BANKING: The bank offers a fast, reliable and secure way to attend all its operations through tools designed according to the needs of your company, which will allow you to manage the treasury, manage all the account information, as well as carry out a diversity of banking transactions. All of this with the maximum security and reliability of BBVA Banco Continental's Electronic Banking.
INTERNATIONAL TRADE: The bank has a highly qualified Foreign Department that allows it to offer an agile, reliable and quality service. Both through its Account Executive and the Foreign Department, in this way the company will receive in a fast and timely manner, all the information it requires for its International Trade businesses, whether on means of payment or financing.
BANKING: The bank offers everything the company wants to know about the Financial Transaction Tax, as well as the forms to submit to request its exemption.
MUTUAL FUNDS: The Continental Funds product offers the alternatives that the company needs for the money to obtain high profits according to taste. You can choose the one you want the most. The bank invites you to witness the best combination of profitability and security.
4.3.2.2.MOTIVATION
As defined by Webster's dictionary motivation derives from the word "motive" and defines it: "Something like a need or desire that causes the person to act." Due to the ambiguity of the definition, we can see that motivation, as such, has psychological aspects and is emotional in nature. At the same time, the environment and tangible circumstances influence to motivate or demotivate, which is manifested in what is known as a “state of mind”. Another aspect to consider is that in order to motivate we have to be motivated (self-motivation). Our professional efforts are closely linked to how we feel about personal situations or circumstances. Consequently, if we are not happy in our individual reality, we cannot expect to be motivated or motivated in the work environment.
It is difficult to define what or which are the key elements when seeking the maximum motivation of human talent in a company. Some think that money can do everything, others think it is better to emphasize organizational culture and values. Each organization defends its system. If you are looking to offer quality services and products, with satisfied customers and whose expectations have been exceeded, then one of the elements necessary to achieve this is to keep your team motivated. To all bank staff. Motivation is not only given through financial incentives, although it is true that it is a strong incentive, but it is more durable and creates greater loyalty to the company if a permanent recognition program is established. There is also the process, very helpful,to name the employee of the month based on efficiency, productivity, and even punctuality; But what happens to all the other employees who do not achieve this recognition? Are they really motivated to achieve that recognition? Every month there is a winner and all the others are not, even when it is not a competition, the most common is to treat motivation as such. The reality is that the habit of always scolding and almost never rewarding is dominant and even so we want there to be less staff turnover, greater loyalty, better quality and more commitment. So we must start with the true motivation.Will they really be motivated to achieve that recognition? Every month there is a winner and all the others are not, even when it is not a competition, the most common is to treat motivation as such. The reality is that the habit of always scolding and almost never rewarding is dominant and even so we want there to be less staff turnover, greater loyalty, better quality and more commitment. So we must start with the true motivation.Will they really be motivated to achieve that recognition? Every month there is a winner and all the others are not, even when it is not a competition, the most common is to treat motivation as such. The reality is that the habit of always scolding and almost never rewarding is dominant and even so we want there to be less staff turnover, greater loyalty, better quality and more commitment. So we must start with the true motivation.
PRODUCTIVITY
Analyzing Jiménez, Castro and Brenes (2006), it is determined that productivity (also known as efficiency) has two basic concepts: as labor productivity and as total factor productivity (TFP). Productivity is the measure of performance that includes efficiency and effectiveness. Productivity is indicative of the use and benefit obtained from each production factor. Quantified result of dividing the achievements of an activity by the resources used for that activity. Productivity is the amount of products obtained per unit of a factor used. Increases in productivity are derived from the efficient use of these factors. Productivity,It is the relationship that exists between the amount of resources used and the amount of goods and services produced. In terms of employees, it is synonymous with performance. In a systematic approach we say that something or someone is productive with a quantity of resources (Inputs) in a period of time, given the maximum number of products is obtained. The only way for Banco Continental to grow and increase its profitability (or profits) is by increasing its productivity. And the fundamental instrument that causes greater productivity is the use of methods, the study of time and a system of payment of wages. Of the total cost to be covered in a bank, 65% is for direct labor, 35% for general expenses. It must be remembered that the philosophies and techniques of methods,Time study and salary payment systems are equally applicable in banks. For example: Service sectors such as banks. Productivity is, above all, an attitude of the mind. She seeks to continually improve everything that exists. It is based on the conviction that one can do better today than yesterday and better tomorrow than today. Furthermore, she requires endless efforts to adapt economic activities to changing conditions by applying new theories and methods.it requires endless efforts to adapt economic activities to changing conditions by applying new theories and methods.it requires endless efforts to adapt economic activities to changing conditions by applying new theories and methods.
4.3.2.3 CUSTOMER SERVICE
Analyzing López (2003), Customer Service is the set of interrelated activities offered by the bank in order for the customer to obtain the product at the right time and place and ensure its correct use. Customer service is a powerful marketing tool. To determine what services the customer demands, periodic surveys should be carried out to identify the possible services to offer, and the importance that the consumer gives to each one must be established. You should try to compare with the closest competitor banks, thus detecting real opportunities to get ahead and be the best. When you already know what services your customers require, you now have to detect the quantity and quality that they want, to do so,You can use several elements, including; comparison shopping, periodic consumer surveys, suggestion boxes, and complaints and claims systems. You must decide on the price and supply of the service. Customer service includes the following elements: Face-to-face contact, customer relationship, correspondence; claims and compliments; facilities, etc.
Good customer service can be a promotional item for sales as powerful as discounts, advertising, or personal selling. Attracting a new customer is approximately six times more expensive than keeping one.
4.3.2.4 EFFICIENCY OF THE CUSTOMER SERVICE SERVICE
According to Porter (1996), one of the most effective tools used by companies to differentiate themselves from their competition and develop a sustainable competitive advantage is customer service. When developing a customer service strategy, three basic decisions must be faced, what services will be offered, what level of service should be offered and what is the best way to offer services.
Interpreting Beas (2006), efficiency and effectiveness are interrelated, but the lack of effectiveness cannot be compensated by Efficiency, no matter how great, since there is nothing more useless than doing efficiently, something that has no value and that it does not contribute anything to the organization. That is why it is necessary to ask whether what is done is worth anything. For example, a person can spend all day at work, sitting at her desk, but this does not mean that she is Efficient or Effective, even more so when her work is not productive and she is engaged in indiscriminately using the resources available to her Organization. It is necessary to specify that currently companies go through a series of problems due to the lack of resources, in the same way all of them want to offer a good product or a good service at low cost,For this reason, once the goal we want to reach has been defined, then we must seek improvement in Efficiency. Man's contribution is a very important factor in the success of your Organization. Peter Drucker, one of the most prestigious authors in management, says that "A LEADER SHOULD BE PERFORMING EFFICIENT AND EFFECTIVE AT THE SAME TIME, BUT EVEN IF EFFICIENCY IS IMPORTANT, EFFICIENCY IS EVEN MORE DECISIVE", in the same way that The key to the success of an organization is effectiveness.BUT ALTHOUGH EFFICIENCY IS IMPORTANT, EFFICIENCY IS EVEN MORE DECISIVE.BUT ALTHOUGH EFFICIENCY IS IMPORTANT, EFFICIENCY IS EVEN MORE DECISIVE.
4.3.2.5. COMMUNITY TRUST
Banco Continental has to earn customer loyalty. You have to earn the trust of customers. The bank must be attracted to having loyal and constant clients, this gives them solidity and security in their businesses, allowing them to think about the present and the future with optimism.
Technology helps build loyalty, but before we can apply it, we must have laid the foundations for this customer orientation within the bank. The bank must devote a great effort to implement a series of elements to gain the trust of customers, such as corporate websites, but then they forget to combine this service with communication actions via email. There are media that increasingly offer alert services, with very specific and targeted information that often transcends the personal computer and even reaches mobile phones.
4.3.2.6. CONTINUOUS IMPROVEMENT OF THE CUSTOMER SERVICE
According to Gómez (2006), talking about Continuous Improvement is talking about quality; And to speak of quality is to speak of science, education and paradigms or the way we see things. Science has laid the foundations of our knowledge and therefore of our education. In this way it has also been the generator of several of our paradigms by pointing out various facts as absolute truths. Understanding this process means understanding the fact that there are no single solutions to problems, but several, all of which can be improved. This principle applies to both individuals and organizations where they work. The activities that we carry out in our daily lives, both personally and organizationally, can be enhanced to create more competitive individuals and organizations in all possible fields.Speaking in the sense of organizations, whether public or private, it can no longer be said that perhaps they could implement the continuous improvement process, but that they should apply it as soon as possible if they want to continue competing in a globalized world, with each There are fewer and fewer commercial borders, with more and more competition and where society demands more and more quality services and products, at a low cost and in a short time.at a low cost and in a short time.at a low cost and in a short time.
Continuous improvement allows, among other advantages, to reduce costs, reduce waste, reduce waiting times, increase customer satisfaction rates, make the most of the intellectual capacity of all employees, keeping them motivated and committed to the organization at the same time, etc.
4.3.2.7 COMPETITIVE ADVANTAGE
In marketing and strategic management, competitive advantageit is an advantage that a bank has over other competing banks. According to Michael Porter (1998), it can be said that a company has competitive advantages over its competitors, if its profitability is above the average profitability of the sector in which it operates. To be truly effective, a competitive advantage must be: difficult to imitate, unique, possible to maintain, clearly superior to the competition, applicable to various situations. Examples of bank characteristics that can constitute a competitive advantage are: customer orientation, customer life value; superior product quality; accumulated brand equity and good reputation; low-cost production techniques, cost leadership; highly qualified professional team
Competitive strategy is what a bank is doing to try to disarm rival banks and gain a competitive advantage. A bank's strategy can be basically offensive or defensive, changing from one position to another according to market conditions. Banks in the world have tried to follow every conceivable approach to beat their rivals and gain an advantage in the market.
4.4 JUSTIFICATION AND IMPORTANCE OF THE WORK
4.4.1. JUSTIFICATION OF WORK
4.4.1.1 THEORETICAL JUSTIFICATION
The essence of a bank is customer service. If this fails, we close the door and the entity's life is over. Now, the attention service is not for a day, nor for a month, nor only for a year, it is forever.
Therefore the entity can never say I have solved this and we go to other points. It's not like that. Customer service has to be constantly being analyzed, adjusted, regularized. Customer service has no limit, there is no ceiling. Any contribution in this sense is fully justified, because ultimately it is the reason for the entity's existence.
On the other hand, interpreting Chiavenato (2004), a bank only exists when it works for its clients, to cooperate with them and achieve common objectives that cannot be achieved through individual initiatives. Following the indicated guidelines, the achievement of common actions, objectives and mission can only be achieved if the people who interact in the dependencies have adequate motivation that allows them to function; acting in harmony with the norms, values, communication and leadership styles, behavior, beliefs, languages and symbols of the organization.
Staff motivation is an issue of great importance today for almost all organizations, which seek continuous improvement, in order to achieve increased productivity and the effectiveness of customer service.
4.4.1.2 METHODOLOGICAL JUSTIFICATION
This work uses generally accepted scientific research methodology. Part of the identification of the problem, on this basis it formulates solution proposals and instruments through which said solution will be feasible.
The generally accepted methodology has also made it possible to define the type of research, level of research, applied methods, research design, use of the population and sample; the application of generally accepted techniques and instruments.
All these elements will make it possible to obtain a final product in the best conditions.
4.4.1.3.PRACTICAL JUSTIFICATION
This work is justified because based on the theoretical and practical guidelines, the continental bank is given to understand and understand that the client is above all, that there is nothing impossible when you want to do something in favor of the clients, that fulfill all that it promises to its clients; that only what can be fulfilled should be promised to avoid creating false illusions in customers that will later have repercussions against the bank; that there is only one way to satisfy the customer, give them more than they expect.
In order for Banco Continental to be able to comply with everything that the client asks for and demands, it is necessary to have motivated workers with high productivity indicators.
4.4.2. IMPORTANCE OF WORK
This work is important because it allows the use of different theories to motivate Banco Continental workers, to obtain high indicators of staff productivity; and, based on these factors, achieve the effectiveness of customer service.
This work can be used by the bank to motivate its staff, increase productivity and translate these factors into the efficiency and effectiveness of customer service. It could also be used by other banks and companies in general; because ultimately, everyone is interested in customer service.
The same University could use this work to motivate its workers and thus have more productivity and then translate it to the full benefit of the university community.
5. OBJECTIVES
The purposes that this research seeks are the following:
5.1 GENERAL OBJECTIVE
Propose a program of permanent motivation and increase in staff productivity, in such a way as to allow the efficiency of Banco Continental's customer service to be achieved.
5.2 SPECIFIC OBJECTIVES
- Identify the motivating factors that lead to Banco Continental staff providing the best banking services and products Identify the elements that will facilitate the increase in staff productivity, which will allow continuous improvement of Banco Continental's customer service.
6. FORMULATION OF HYPOTHESIS
The hypotheses are the answers formulated a priori in relation to the institutional problem. In this regard, the following hypotheses are had:
6.1 MAIN HYPOTHESIS
The efficiency of Banco Continental's customer service will be facilitated by developing permanent motivation and raising the productivity levels of said entity's personnel.
6.2 SPECIFIC HYPOTHESES
1. The efficiency required by Banco Continental's customer service will be achieved by applying permanent motivation to the staff, thereby obtaining the best banking products and services.
2. Continuous improvement of Banco Continental's customer service will be facilitated by increasing the productivity of the entity's staff.
6.3 VARIABLES AND INDICATORS
7. METHODOLOGY
7.1 TYPE OF INVESTIGATION
This research work will be of the basic or pure type, since all aspects are theorized, although its scope will be practical to the extent that they are applied by Banco Continental.
7.2 LEVEL OF INVESTIGATION
The research to be carried out will be of the descriptive-explanatory level, since the problems experienced by the customer service area will be described and then it will be explained that through motivation and greater productivity if it is possible to achieve efficiency in the customer service of the Continental Bank.
7.3 METHODS OF THE INVESTIGATION
The following methods will be used in this investigation:
1) Descriptive.- Inasmuch as the entire theoretical framework of motivation, productivity, efficiency, effectiveness and customer service of a banking entity will be specified
2) Inductive.- To infer the information of the sample in the population and determine the conclusions that the investigation merits. Information on motivation and productivity will be inferred in the effectiveness of Banco Continental's customer service.
7.4 DESIGN OF THE INVESTIGATION
In this research work, in the first place the problems have been identified, on the basis of which the corresponding solutions have been proposed through the hypotheses, also the objectives pursued by the research have been proposed; establishing in this way a direct interrelation between these three methodological elements based on the research variables.
Then the theoretical approach will be developed and the results of the investigation will be obtained, the specific objectives will be contrasted, which will allow to contrast and verify the general objective of the investigation. The specific verified and verified objectives will be the basis for the formulation of the partial conclusions; The same that will constitute the partial results of the investigation and therefore will be the basis for issuing the general conclusion of the work.
Then an interrelation will be established between the general objective contrasted and verified with the general result represented by the general conclusion; the one that will be contrasted with the main hypothesis of the research, confirming it or not as valid on the basis of the development of the theoretical approaches, the interviews and surveys that will be carried out.
7.5 POPULATION OF THE RESEARCH
The population will be made up of Banco Continental staff, bank clients and the bank's potential client community.
7.6.SAMPLE OF THE INVESTIGATION
The sample will be made up of Banco Continental staff, bank customers and the community; all corresponding to Metropolitan Lima.
Formula for determining the sample size:
To define the sample size, the methodological formula for finite populations has been applied:
Where:
| n | It is the size of the sample to be taken into account for the field work. It is the variable that you want to determine. |
| P and q | They represent the probability of the population to be included or not in the sample. According to the doctrine, when this probability is not known from statistical studies, it is assumed that p and q have a value of 0.5 each. |
| Z | Represents the standard deviation units that in the normal curve define an error probability = 0.05, which is equivalent to a 95% confidence interval in the sample estimate, therefore the Z value = 1.96 |
| N | The total population. This case 620 people. |
| EE | Represents the standard error of the estimate, according to the doctrine, it must be 0.10 or less. In this case 0.09 has been taken |
Substituting:
n = (0.5 x 0.5 x (1.96) 2 x 620) / (((0.09) 2 x 619) + (0.5 x 0.5 x (1.96) 2))
n = 100
SAMPLE STRATIFICATION
| COMPONENTS | INTERVIEW | POLL | TOTAL |
| Bank Directors | 5 | 0 | 5 |
| Bank managers | 10 | 0 | 10 |
| Heads of Dependencies | 5 | 0 | 5 |
| Operational Personnel | 0 | twenty | twenty |
| Bank clients | 0 | fifty | fifty |
| Community | 0 | 10 | 10 |
| TOTAL | twenty | 80 | 100 |
Source: self made.
7.7 DATA COLLECTION TECHNIQUES
The techniques that will be used in the investigation will be the following:
1) Interviews.- This technique will be applied to directors, managers and heads, in order to gather information about the investigation.
2) Surveys.- It will be applied to workers, clients and the community, in order to gather information on the investigation.
3) Documentary analysis.- This technique will be used to analyze the norms, bibliographic information and other aspects related to the investigation.
7.8 DATA COLLECTION INSTRUMENTS
The instruments that will be used in the investigation are the following:
1) Interview guide.- This instrument will serve as a roadmap for the development of the interview.
2) Survey questionnaire.- This instrument will be applied to carry out the survey.
3) Document analysis guide.- This instrument will be useful to record information from standards, books, magazines, the Internet and other sources
7.9 ANALYSIS TECHNIQUES
The following techniques will be applied:
1) Document analysis.- This technique will allow to know, understand, analyze and interpret each of the standards, magazines, texts, books, Internet articles and other documentary sources.
2) Inquiry.- This technique will facilitate the availability of qualitative and quantitative data of a certain level of reasonableness.
3) Data reconciliation.- The data of some authors will be reconciled with other sources, so that they are taken into account.
4) Tabulation of tables with quantities and percentages.- The quantitative information will be arranged in tables that indicate concepts, quantities, percentages and other useful details for the investigation.
5) Understanding graphics.- Graphics will be used to present information and to understand the evolution of information between periods, between elements and other aspects.
6) Others.- The use of instruments, techniques, methods and other elements is not limiting, it is merely referential; therefore, as necessary, other types will be used.
7.10. DATA PROCESSING TECHNIQUES
The following data processing techniques will be applied:
1) Ordering and classification.- This technique will be applied to treat qualitative and quantitative information in an orderly manner, in order to interpret it and get the most out of it.
2) Manual registration.- This technique will be applied to enter the information from the different sources.
3) Computerized process with Excel.- To determine various mathematical and statistical calculations useful for research.
4) Computerized process with SPSS.- To enter, process and analyze company data and determine average, association and other indicators.
TENTATIVE SCHEME OF THE THESIS
Title of the project
Author's name
Famous words
Dedication
Gratitude
Summary
Abstract
Introduction
Chapter I: Methodological Approach
Bibliographic background
Problem Statement
Justification importance
goals
Hypothesis
Methodology
Chapter II: Theoretical Approach
Continental Bank
v Banking products and services
v Customer service analysis
Staff motivation and productivity
v Motivational factors
v Elements of productivity
Customer service effectiveness
v Efficiency of customer service
v Continuous improvement of customer service
Chapter III: Results
Presentation, analysis and results of the survey carried out
Verification of objectives
Hypothesis testing
Conclusions and recommendations
Bibliography
Annexes
8. SCHEDULE
| ACTIVITIES | JAN | FEB | SEA | APR | MAY | JUN | JUL |
| THESIS PLAN: | |||||||
| Collection of
data |
X | ||||||
| Formulation | X | ||||||
| Presentation | X | ||||||
| Approval | X | ||||||
| THESIS: | |||||||
| Recopilation of
data |
X | X | X | X | X | ||
| Organization of
information |
X | X | |||||
| Process of
information |
X | X | |||||
| Drafting of the
thesis |
X | X | |||||
| Presentation | X | ||||||
| Lift | X | ||||||
| APPROVAL | X |
9. BUDGET
| ITEMS | QTY | UNIT | UNIT PRICE. | SUBTOTAL | TOTAL ITEM |
| I. ASSETS: | 1,720.00 | ||||
| Goods | two | Thousand | 25 | 50.00 | |
| Pencils | 5 | Dozens | 10 | 50.00 | |
| Computer ink | 10 | Units | 30 | 300.00 | |
| Floppy | 3 | Dozen | twenty | 60.00 | |
| CD | one | Dozen | 60 | 60.00 | |
| Other assets | 1, 200.00 | ||||
| II. SERVICES | 3,480.00 | ||||
| Specialized advice | 1,500.00 | ||||
| Secretarial support | 500.00 | ||||
| Mobility | 300.00 | ||||
| Viaticals | 500.00 | ||||
| Telephone | 200.00 | ||||
| Impressions | 180.00 | ||||
| Photocopies | 100.00 | ||||
| Various | 200.00 | ||||
| TOTAL | 5,200.00 | ||||
10. BIBLIOGRAPHIC REFERENCES
1. Beas Aranda José Luis (2006) Efficiency Vs Efficacy. Bogotá. Editorial Norma.
2. Bunge, Mario (2003) Science, its method and its philosophy. Buenos Aires. XXI Century Editions.
3. Bunge, Mario (2000) Scientific research. Barcelona. Editorial Ariel.
4. Cegarra Sánchez José (2004) Methodology of Scientific and Technological Research. Madrid. Editorial Diaz de Santos.
5. Chiavenato Idalberto (1998) Introduction to the General Theory of Administration. Mexico. Mc Graw Hill.
6. Chiavenato Idalberto (2004) Human Resources Administration. Mexico. Mc Graw Hill.
7. Drucker Peter F. (2004) Management in the Future Society. Bogotá. Norma Editorial Group.
8. Encarnación Gabín, María Amparo (2004) Commercial Management and Customer Service. Madrid. Autonomous University of Madrid.
9. García Avilés Alfredo (1996) Introduction to the Methodology of Scientific Research. Barcelona. Plaza y Valdez Editores.
10. Gómez Bravo, Luis (2006) Continuous Improvement. Havana. University of Havana -Cuba.
11. Hernández Sampieri, C. Roberto; Fernández Collado, Carlos; and Baptista Lucio, Pilar (2003) Research Methodology. Mexico. Mc Graw Hill.
12. Jáuregui Ana (2006) Strategy and Competitive Advantage. Bogotá. Editorial Norma
13. Jiménez Jeannette, Castro Adrián and Brenes Cristian (2006) Productivity. Saint Joseph. Costa Rica university.
14. Johnson, Gerry & Scholes, Kevan (1999) Strategic Management: Analysis of the Strategy of Organizations. Barcelona. Closas Orcoyen SL
15. Koontz, Harold & O´Donnell, Cyril (2003) Modern Administration Course-An Analysis of Systems and Contingencies of Administrative Functions. Mexico. Litográfica Ingramex SA.
16. Levitt Theodore (2005) Creative Marketing (the Marketing Imagination). Mexico. Compañía Editorial Continental SA de CV.
17. López Mas, Julio (2006) Labor motivation and Human Resources Management in the Theory of Frederick Herzberg. Mexico. LIMUSA Editorial.
18. López García Socorro (2003) Reception and customer service. Valencia Spain. University of Valencia.
19. Martínez Luis (2006) Organizational Climate. Mexico. National Autonomous University of Mexico.
20. Martínez de Ita María Eugenia (2006) The concept of productivity in economic analysis. Madrid. Complutense University.
21. Porter Michael (1996) Competitive Advantage: Creating and Sustaining Superior Performance. Mexico. Compañía Editorial Continental, SA. From CV.
22. Porter Michael (1997) Competitive Strategy: Techniques for the Analysis of Industrial Sectors and Competition. Mexico. Compañía Editorial Continental, SA. From CV.
23. Reyes Ponce, Agustín (2004) Personnel Administration. Mexico. LIMUSA Editorial.
24. Ruiz Villar María Cristina and Díaz Cerón Ana María (2006) Continuous improvement and productivity. Mexico. National Autonomous University of Mexico.
25. Saravia Gallardo Marcelo Andrés (2007) Methodological guidance for the preparation of research projects and reports .
26. Stoner, Freeman Gilbert (2000) Administration. Mexico. Compañía Editorial Continental SA. From CV.
27. Terry George (1990) Principles of Management. Mexico. Compañía Editorial Continental SA. From CV.
28. Yoder, Dale (2006) Personnel Management and Industrial Relations. Mexico. LIMUSA Editorial.
29. Zornoza Luis (2006) Labor Motivation. Barcelona. University of Barcelona Virtual.
Fernández Monrroy, Alfredo (2005) Thesis: “Business management and customer service”. National University of San Marcos. Presented to opt for the Master's Degree in Administration
Peña Wong María Felícita (2006). Thesis “Corporate management with benchmarking, for the competitiveness of the state bank”. Federico Villarreal National University. Presented to opt for the Degree of Doctor of Administration.
Pérez Reyes Fiorela (2004). Thesis “Quality of customer service. Evaluation and application. National University of San Marcos. Presented to opt for the Master's Degree in Administration.
Rázuri Laguna, Mario (2004). Thesis "Motivational systems their relationship with the expectations of their workers." San Martín de Porres University. Presented to qualify for the Master's Degree in Administration
Vega Ramírez, Mario (2004) Thesis: "Customer satisfaction through quality of service strategies implemented in commercial banks in Santo Domingo 2000-2003". University of Santo Domingo, presented to opt for the Master's Degree in Administration.
Palomino Céspedes, Domingo (2004). Thesis: “An approach to work motivation in Cuba today”. University of Havana. Presented to qualify for the Master of Administration degree.
Zornoza Luis (2006) Labor Motivation. Barcelona. University of Barcelona Virtual.
Ibid
Chiavenato Idalberto (2004) Human Resources Administration. Mexico. Mc Graw Hill.
López Mas, Julio (2006) Labor Motivation and Human Resource Management in Frederick Herzberb's Theory. Mexico. Editorial LIMUSA.
López García Socorro (2003) Reception and customer service. Valencia Spain. University of Valencia.
Yoder, Dale (2006) Personnel management and industrial relations. Mexico. Editorial LIMUSA.
Jiménez Jeannette, Castro Adrián and Brenes Cristian (2006) Productivity. Saint Joseph. Costa Rica university
Reyes Ponce, Agustín (2004) Personnel administration. Mexico. Editorial LIMUSA.
Martínez de Ita María Eugenia (2006) The concept of productivity in economic analysis. Madrid. Complutense University of Madrid.
Levit Theodore (2005) Creative Marketing. Mexico Compañía Editorial Continental SA de CV.
Encarnación Gabín, María Amparo (2004) Commercial Management and Customer Service. Madrid. Autonomous University of Madrid.
Ruiz Villar María Cristina and Díaz Cerón Ana María (2006) Continuous improvement and productivity. Mexico. National Autonomous University of Mexico.
Beas Aranda José Luis (2006) Efficiency Vs efficacy. Bogotá. Editorial Norma.
www.bancocontinental.com
www.bancocontinental.com
Jiménez Jeannette, Adrián Castro and Cristian Brenes (2006) Productivity. Saint Joseph. Costa Rica university.
López García, Socorro (2003) Reception and customer service. Valencia Spain. University of Valencia.
Porter Michael (1996) Competitive Advantage: Creating and sustaining superior performance. Mexico. Compañía Editorial Continental, SA. of CV.
Ibid.
Gómez Bravo, Luis (2006) Continuous Improvement. Havana. University of Havana- Cuba.
Porter Michael (1998) competitive advantage. Mexico. Limusa.
Chiavenato Idalberto (2004) Human resources administration. Bogotá. Editorial Presencia Ltda.
