The Impact of Organisational Structure of Commercial Bank on Efficient Customer Service
Chapter One
Objectives of the Study
This research were grouped into two objectives which are general objectives and specific objectives
General Objective
This research seeks to examine the Organizational structures of Access Bank, Uyo and how it impacts workers performance.
Specific Objectives
- To assess the structures and systems of Access Bank of Uyo
- To assess the influence of structures and systems on Customer Service in the Organization
- To assess the effect of structures and systems on service quality of Access Bank, Uyo.
- To identify the human resource systems effect on service quality of the Organization
- To analyse Customer Service on the quality of service at Access Bank
CHAPTER TWO
LITERATURE REVIEW
The Concept of Organizational Structure
Prominent authors of Management have talked about Organizational structure and varied ways. Taylor’s (1911) talked about Organizational structure in prescriptions for scientific management, Gulick and Urwick’s (1937) viewed Organizational structure through the discussion of specialization, unity of command, span of control, and the like, and Weber(1946), ideal–typical model of bureaucracy. In the knowledge economy, an effective structure has to provide a means of producing knowledge for the Organization and transforming knowledge into Organizational performance (Bierly, Kessler & Christensen, 2000)
The section would look at the history, definitions types, merits and demerits of the types of structure.
History of Organizational Structure
Taylor et al : cited in Mohr (n.d) the early theorists of Organizational structure realised structure is important for efficiency and effectiveness. They assumed Organizational members would function accordingly irrespective of the type of structure they have. Before the 1930s, when rebellion began, organizational structure was considered a matter of choice. When the rebellion started, it got to be known as human relations theory, and there was still no denial that structure was seen as an artefact rather an advocacy of the creation of a different sort of structure, one in which the required, knowledge, and views of employees might be given greater recognition.
In 1960s however, a different view came up, recommending that the organizational structure is “an externally caused phenomenon, an outcome rather than an artefact.” Organizational theorists Lim et al (2010), in the 21st century, are once again suggesting that organizational structure development is very much dependent on the expression of the strategies and behaviour of the management and the workers as constrained by the power distribution between them, and influenced by their environment and the outcome.
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Definitions for Organizational Structure
Various definitions have been given for Organizational structure and a few are outlined here. Robbins & Coulter, (2009, p.201) defines Organizational structure as the formal arrangement of jobs within an Organization. The above definition implies that an Organization in order to prevent chaos in duty and also to ensure that employees work together mostly in their area of specialization to achieve its goals lay down a hierarchical structure to formalise employees duty.
Jacobide (2007) sees an Organizational structure as the viewing glass or perspective through which individuals see their organization and its environment. This definition implies that an individual in an Organization perception or view about their Organization and its environment is based on the its structure. They determine what is expected from them looking at the structure.
Jones and George(2005) have defined Organization structure as the formal system of task and reporting relationships that controls, coordinates and motivates employees so that they cooperate and work together to achieve an Organization’s goals. Organizational structure is the way in which organization’s activities are divided, organized and coordinated. The definitions given by Jones and George (2005) connotes the accepted limit an individual can go with Organizational duties and how motivated they get with respect to the Organizational structure. Interdependence of various sections and or departments within an Organization, according to these three also reflects in the Organization’s structure.
From the above, a hierarchical structure representing how an Organization seeks to achieve its goals through its employees which reflects control and coordination of activities within the Organization is an Organizational structure. This means an Organizational structure is very important especially where varied activities need to be undertaken to yield a final results. An Organization with a good structure as seen as very efficient and effective in its operation.
CHAPTER THREE
RESEARCH METHODOLOGY
Research Design
Research design according to Sheppard and Greene (2003), is the “overall plan for collecting data in order to answer the researcher’s questions and also the specific data analyses techniques and methods that the researcher intends to use”. Case study was adopted by the researcher as the research design method for this research. This approach is used when questions being asked about current set of events of which a researcher has minute or none control over is either ‘how’ or ‘why’ (Yin, 1994). They can be used for exploratory, descriptive, or explanatory purposes (Yin, 1993)
Population and Sample Size
Population is the total collection of elements about which one wishes to make some inferences, Cooper and Schindler (2000). A research population is generally a large collection of individuals or objects that is the main focus of a scientific query. The population for this study was the customers and staff of the Access Bank.
CHAPTER FOUR
ANALYSIS AND DISCUSSION OF RESULTS
Demographic Information of Staff
Demographic data of the respondents with respect to the staff included gender, age, education, employment contract, years of work with the Organization, job title/position, and the department of respondents. It is important to assess the staff with respect to their educational background, years of work, department, average hours of work per day and employment contract in order to ascertain the validity of information provided for this research work. This helps in ensuring that data is gathered from the appropriate respondents.
From table 4.1 below, it has been demonstrated that gender stands the percentage of approximately 48 and 52 for male and female respectively. Greater percentage of staff is in the first degree level with a percentage of 53, followed by HND holders with percentage of 34. About 7 percent holds master’s degree and few percent holding below HND. As per the findings, a greater percentage of the staff have tertiary education hence are likely to react to job satisfaction unlike their colleagues with high school education, consequently affecting service delivery and quality. This also has the tendency to affect the cognisance given to the Organizational structure most especially in situations where subordinates hold higher levels of education than superiors and much knowledgeable and skilful than them.
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
Summary of Findings
For the purpose of assessing the impact of Organizational structures on Customer Service, this research was conducted. The general objective of this research was to examine the Organizational structures of Access Bank, Uyo and how it impacts Customer Service. On the other hand, the specific objectives were to assess the structures and systems of Access bank Uyo, to assess the influence of Access bank Uyo structures and systems on the nature of Customer Service in the Organization, to assess the influence of Access bank Uyo structures and systems on service quality, to access the influence of the human resource systems on service quality and to analyse the influence of Customer Service on the quality of service quality at Access bank Uyo
Organizational structures
George and Jones (2005) have defined Organization structure as the formal system of task and reporting relationships that controls, coordinates and motivates employees so that they cooperate and work together to achieve an Organization’s goals. Robbins and Coulter (2009) define system as a set of interrelated and interdependent parts arranged in manner that produces a unified whole. Organizations are composed of systems that come together to make them function effectively and efficiently and these systems are the HR Systems and Measurement Systems. The response gathered from the data collected indicated that staff of Access bank Uyo give higher recognition to their Systems than its structure as the mean score of Organizational systems are 20.08 and 53.06 respectively. The mean score of structures is
20.08. It can be deduced from the respondents that structures and systems are highly recognised in Access bank Uyo.
The influence of the Access Bank structures s on the nature of Customer Service in the Organization
From the findings, structure and Organizational systems are two independent variables used to predict Customer Service. It has been observed that, there is significant relationship between structure and Customer Service with the coefficient of correlation 0.585 showing strong positive correlation. This is in support of Ryall and Craig (2003) believes that organizational structure exercises within an organizational culture, but it is interrelated and Masters and Shorka (2023) who found that organizational structure and organizational culture have a dependent relationship with one another. The significant value is 0.000 and is less than the benchmark
0.05. It can be deduced that a greater percentage of the respondents agreed that the structures and systems have greater impact on the Customer Service of Access bank Uyo.
The influence of the Access Bank structures and systems on service quality
A clearly defined customer-based business model that offers a reliable and readily accessible system is the definition given for service delivery. Although Ladhari (2009) recommended that SERVQUAL model is good when used in measuring service quality which has dimensions like tangibles, empathy and assurance of services, the findings indicate that there is weak negative correlation between structure and service quality. The coefficient of correlation between the two variables is -0.197, showing weak relationship. However, Organizational system and service quality shows slightly significant relationship, where the sig. value is 0.049 which is closed to the benchmark (level of significance 0.05).
Conclusion
It could be concluded from this study, that the quality of service rendered to customers of Access Bank cannot be attributed to the structures, systems and the Customer Service the Organization have due to the relation generated in the correlation and regression analysis. The quality of empathy and responsiveness are directly linked to staff contribution to service quality but the study proved that a majority of Access Bank staff attest to the fact that it has better systems in place. Human Resource systems are seen to be the motivating factor for employees at the work place.
Also, a change in structures does not necessarily guarantee any significant change in service delivery with regards to tangibility and accessibility. However, structures and systems have significant influence on the work conclude from the result generated but not on service delivery.
Recommendations
With the findings of the study as the basis, the recommendations made to fill the academic gaps are as follows;
High cognisance to Organizational structures become hindrance to delivery of quality service hence the need to introduce negotiated order in Access Bank so as to allow other departments aid in attending to customers when the need arises
Also, Access Bank use of the hierarchical structures also adopt the use of the hierarchical culture also known as control culture which is highly formal thereby preventing departments from helping others in times of need. It is therefore recommended that an appropriate culture be employed at different times to help deliver satisfactory service to customers of the scheme.
Last but not the least, Access Bank in order to achieve service quality must upgrade their Human resource systems to boost employee morale.
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