The effects of total quality management on customer service management in the Nigerian banking industry: an empirical analysis

Abstract

This paper investigates the effectiveness of the critical success factors (CSFs) of total quality management (TQM) on customer service management (CSM) in the Nigerian banking industry. The empirical study was conducted via a survey on six, out of the 22 banks that have implemented TQM due to the 2004 consolidation exercise of the Central Bank of Nigeria (CBN). Using the Malcolm Baldrige National Quality Award (MBNQA) 2001 award framework, factors manifesting customer service management were regressed on the key factors manifesting successful TQM. The results posit that, for TQM to be successfully implemented, workers must be allowed to set goals and performance monitoring, effective communication, commitment and support from the top management, careful alignment of corporate strategy with TQM strategy, clear and compelling TQM vision, constant review of TQM implementations to align with plans and budgets, effective process review and controls, quality improvement measurement systems and IT infrastructures. The model provides predictive implications on improved CSM, given the activities of CSFs manifesting successful TQM. Hence, to improve CSM, banks could control their TQM programme.Reference to this paper should be made as follows: Awolusi, O.D. (2013) 'The effects of total quality management on customer service management in the Nigerian banking industry: an empirical analysis', Int.

Business Process Re-Engineering and Profitability in the Nigerian Oil and Gas Industry: The Mediating Influence of Operational Performance

“…The objective of the research reported in this paper was to operationalize a model of a successful BPR implementation, and to test the model, via modeling (using structural equation modeling-SEM) the CSFs of BPR on performance measures in the oil and gas industry. These objectives were achieved using the following procedures: factor analyses (exploratory factor analysis and confirmatory factor analysis) and Structural Equation Modelling (SEM) (Asikhia and Awolusi, 2015;Mustapha et al, 2014;Asika and Awolusi, 2013;Awolusi, 2013b;Awolusi, 2013c). Since the focus of this paper was the analysis of what was done after the development of the conceptual framework, consequently, additional analysis was conducted to determine the causal path analysis using the Pearson's product correlation coefficient (PPMC) and SEM.…”

“…On the other hand, organizational performance, a secondary measure, was initially represented by financial measures such as profitability, growth, productivity; and non-financial variables such as customer services and sustainable competitive advantage. However, many studies have established the link between various performance indices and BPR efforts (Asika and Awolusi, 2013;Awolusi, 2013b;Awolusi, 2013c;Ascari et al, 1995;Smith, 2003). These studies were aimed at helping firms improve their competitiveness, by improving operations and processes.…”

Policy and Non-Policy Factors: What Determines Foreign Direct Investments in Africa?

“…The resource-based theory views internal organizational factors as the determinants of FDI inflows (Steers & Nardon, 2006;Hill, 2013;Porter, 1990). The resource-based view suggests that valuable firm resources -comprising tangible and intangible elements -are usually scarce, imperfectly imitable, and lacking in direct substitutes (Asikhia and Awolusi, 2015;Awolusi, 2013b;Brouthers & Hennart, 2007). It is about producing the most value from one's existing capabilities and resources by combining these with others' sources of advantage, and, in this, ensuring that complementarity is paramount (Hill, 2013).…”

Efficacy appraisal model of TQM elements in auto industry in India

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