By : Md Pazmi Bin Paijan
Abstract
Business records management process consist of important way in processing the records from
the beginning until the end which is transferring to archival or dispose and destroy. There is also
a step of managing the business process of records management.
Keywords: Business records management, Records management process, records accession,
Introduction
Records management is the system used to control an organization's records from the creation of
the record until the record is archived or destroyed. A records management process is comprised
of identifying records, classifying records, and storing records, as well as coordinating internal
and external access.
Characteristics of a record are authenticity, reliability; integrity and usability are the
characteristics of a record. The purpose of any records management policy, practices, guidelines
and procedures is to ensure that records should have these characteristics, as follows;
Authenticity- an authentic record is one that can be proven
Reliability, a reliable record is one whose contents can be trusted as a full and accurate
representation of the transactions, activities or facts to which they attest and can be depended
upon in the course of subsequent transactions or activities;
Integrity the integrity of a record refers to its being complete and unaltered; and
Usability, a usable record is one that can be located, retrieved, presented and interpreted. It
should be capable of subsequent presentation as directly connected to the business activity or
transaction that produced it.
Records management process
The purpose of a recordkeeping system is to manage records throughout their life cycle, i.e. from
the creation or receipt of a record, through its useful life to its final disposal. The figure below
illustrates the life cycle of records. The records management processes in different stages of
records life cycle include records capture, access, registration, tracking, records classification;
records disposal and records storage. Although the processes described above are presented as if
in a sequence, it should be noted that in some recordkeeping systems, particularly electronic
recordkeeping systems, some of them may take place simultaneously (e.g. records capture,
registration and classification are often carried out as an integrated series of actions) or in a
different order (e.g. access control and tracking should be implemented for records during their
whole life) from that described (National Archive of Australia, n.d.).
An organization should determine which documents created or received during business
processes should be captured as records into a recordkeeping system, and how long they should
be maintained within the system, based on an analysis of the legal and regulatory environment,
business and accountability requirements and the risk of not capturing or retaining the records.
This will ensure adequate and necessary records are captured to meet business needs. This
process is also important since proper disposal of records facilitates easy retrieval of records in
active use and minimizes costs for maintaining and storing records (National Archive of
Australia, n.d.).
An organization should establish records retention and disposal schedules for its records to
ensure systematic planning and orderly implementation of records disposal after records have
been kept the right length of time. An organization should also review approved records
retention and disposal schedules regularly, say at least once every five years, to see whether
amendments are required in light of changing circumstances. Records retention and disposal
schedules are established and reviewed having regard to the values of the records (National
Archive of Australia, n.d.).
Establishment of records retention and disposal schedules can also facilitate identification of
records with archival value. If any records having potential archival value are identified, an
organization may contact PRO of GRS for assistance. The functions of PRO and the
arrangements for accepting archival records in the form of private donations from governmentowned
or funded statutory bodies. Records appraised as having archival value should be
permanently preserved in a secure and controlled environment (National Archive of Australia,
n.d.).
Capturing records
All records, regardless of format and technological environment in which they are collected,
created or generated, should be captured into and maintained in an identifiable and proper
recordkeeping system. The purpose of capturing a record into a recordkeeping system is to
establish a relationship between the record, the creator and the business context that originated it,
and to link it to other records. The captured records should be complete, and contain the content,
structure and contextual information which are necessary to document an official activity or
transaction as evidence of business. It should be possible to understand a record in the context of
the organizational process that produced it and of other linked records (National Archive of
Australia, n.d.).
Registering records
A record is registered when it is captured into the recordkeeping system, providing evidence that
it has been created or captured. In a paper-based system, a record captured into a file is registered
through entering such contextual information as the type of record (e.g. memo), date of record,
and name of originator/addressee(s) of the record on the file (National Archive of Australia,
n.d.).
Classifying records
To facilitate a wide range of records management activities, including identification, capturing
and retrieval of records, security and access control as well as disposal, records should be
systematically organized according to records classification schemes, which are plans for logical
arrangement of records according to one or more of the following: business functions, activities
and contents of the records. In general, a records classification scheme includes a coding system
expressed in symbols (e.g. alphabetical, numerical or alpha-numerical) to show the logical
relationship amongst the records. A records classification scheme should allow modifications
such as addition of new records series/groups to cater for changing circumstances (National
Archive of Australia, n.d.).
Storing records
Records should be stored in such a manner so as to facilitate user access and ensure that they are
protected from unauthorized access, use, disclosure, removal, deterioration, loss or destruction.
An organization should lay down guidelines on the storage of records including sensitive or
classified records. For records in paper form, organizations should note that paper deteriorates
rapidly in an environment of high temperature and humidity. Furthermore, mould growth on
paper can be a health hazard to staff (National Archive of Australia, n.d.).
Records accessing
An organization should ensure that timely access to records is provided to authorize users for
conducting business. On the other hand, to provide sensitive information with adequate
protection, records should be classified according to their level of sensitivity at a particular time.
An organization should also lay down guidelines on the protection, processing and transmission
of classified records. Public access to archival records transferred to GRS is managed through
the Public Records (Access) Rules 1996. Apart from government archival records, GRS
welcomes donations from non-government sources. Details of the arrangements for accepting
donations from government-owned or funded statutory bodies are set out (National Archive of
Australia, n.d.).
Appraisal
The word “appraisal” does not appear anywhere in the Standard or the Technical Report. This is
because we could not agree what it is or who can do it – a good example of differing national
traditions. One strongly held view was that appraisal is the assessment of the value of records (or
functions) for historical research with a view to determining which should be preserved
permanently. Another equally strongly held view was that it is an assessment of the value of
records (or functions) for operational and archival purposes with a view to determining which
records should be created and, once created, for how long they should be retained (which might
be one or many years or even permanently as archives). The solution: describe the concept and
omit the word. So, clause 9.1 (Determining documents to be captured into a records system) and
clause 9.2 (Determining how long to retain records) together contain useful and acceptable text
without mentioning the term. It was only some months after the text of the Standard had been
agreed that we realized some of us meant different things by the word “retention”
Having achieved consensus on the Standard at our meeting in Berlin in May 2000 we were able
to submit it to formal voting by NMBs as a DIS. To our relief it achieved a 100 per cent “yes”
vote, albeit with comments seeking some changes. ISO rules allow a chair to omit circulation of
a revised Standard as a FDIS and to proceed directly to publication if a DIS has received a 100
per cent “yes” vote. The chair of TC 46/SC 11 decided to follow this route and at the time of
writing (in August 2001) the Standard is being prepared for publication. A formal launch
ceremony will take place at the ARMA conference in Montreal on 3 October 2001. (Editor’s
note – The launch did take place with a live link to the UK PRO conference at Stratford upon
Avon.) The TR achieved consensus at the Stockholm meeting in November 2000 and, with some
agreed revisions, was issued for voting by NMBs in 2001. This was successful and, all going
well, the TR will be published towards the end of 2001. BSI will publish the UK edition as BSI
ISO 15489 later this year. The TR will be published also, and UK purchasers will have the
benefit of some useful appendices – model policy statements – omitted from the ISO edition.
(Editor’s note: the Standard and TR have now been published). BSI will be publishing also some
guides in its DISC series. Three are in hand already, dealing with business benefits of records
management (written by David Best), performance measurement (written by Sandra Parker), and
a guide to implementation (written by Julie McLeod). Others may follow, for example a
workbook has been suggested (Healy, 2010).
References
National Archives of Australia (http://www.naa.gov.au/records-management/index.aspx)
Business Process Management Implementation Methodology. (2005). Business Process
Management Systems. doi:10.1201/9781420031362.ch10
Dollar, Charles. Authentic Electronic Records: Strategies for Long‐Term Access. Chicago:
Cohasset Associates, Inc., 2002.
Susan Healy, (2010) "ISO 15489 Records Management: its development and significance",
Records Management Journal, Vol. 20 Issue: 1, pp.96-103.
Nigel Craig, James Sommerville, (2007) "Records management and information processing on
construction sites using digital pen and paper", Records Management Journal, Vol. 17 Issue: 3,
pp.201-215.
Steve Bailey, (2009) "Forget electronic records management, it's automated records management
that we desperately need", Records Management Journal, Vol. 19 Issue: 2, pp.91-97.
Catherine Hare, Graham Southwood, (1995) "Getting the records straight – developments in
records management", New Library World, Vol. 96 Issue: 1, pp.5-12
Stephen Harries, (2009) "Managing records, making knowledge and good governance", Records
Management Journal, Vol. 19 Issue: 1, pp.16-25
John McDonald, (2010) "Records management and data management: closing the gap", Records
Management Journal, Vol. 20 Issue: 1, pp.53-60
Cook, M. Records management at Liverpool: A commentary on an academic
approach to the subject. Records Management Bulletin, Feb 1988, 24, p. 5.
Showing posts with label Articles. Show all posts
Showing posts with label Articles. Show all posts
Education and training for records management professional
Bt : Md Pazmi Bin Paijan
Abstract
Education and training for records management professional is an important part of developing a
well manage of records center and archive. As world is revolutionized, so do the record in term
of conservation and preservation that need professional who can handle them with care.
Keywords: Records management professional, Education, Training
Introduction
Records itself mean a thing that constituting a piece of evidence about the past, especially an
account of an act or occurrence kept in writing or some other permanent form. When talk about
it, there must be someone who is professional in this area to manage all of the records. As result
all the records that well manage can be used as evidence as mentioned earlier. Not just that,
records that well managed have their own value and can be used for future reference. That is why
valuable records is the weapon in the future if it is manage well.
Education
Professional is the specialized of set knowledge, skills and attributes. Knowledge is acquired in
an education programme as they need to know how is about their profession. This is because
they need to know how to implementing the knowledge during their professional education.
Training and education is important to grow the knowledgeable professional in every area
including records management (Anderson, 2007).
Educations in definition in this discussion of records management professional are:
1. The systematic instruction, schooling or training given to the young in preparation for the
work of life; by extension, similar instruction or training obtained in adult age. Also, the
whole course of scholastic instruction which a person has received [emphasis added].
Often with limiting word denoting the nature of the predominant subject of the
instruction or kind of life for which it prepares, as classical, legal, medical, technical,
commercial, art education (original and added emphasis)
2. Culture or development of powers, formation of character, as contrasted with the
imparting of mere knowledge or skill. Often with limiting word, as intellectual, moral,
physical (original emphasis).
In education, it is encourage reflection and providing foundation knowledge, a problem solving
approach and learning habits that reflects which is transferable. This will be not remaining same
for three or four years in this rapid changing world. New approaches to knowledge we thought
we had mastered, new ways of working with new tools, undertaking courses or learning to work
with new technologies. Practicing professionals remain engaged by learning about new
developments in their profession. In short, like all professionals, records managers and archivists
are lifelong learners. Knowing how to go about gaining new knowledge and skills does not come
naturally, but without this knowledge, the individual and thus potentially our profession, is at
risk of stagnation. A major responsibility of professional educators is therefore to help students
learn to learn (see for example Anderson, 2006; Thomassen, 2001).
Training
Taking the three quotations together, we can see that the term “training” can cover a wide range
from instilling service orientation to task-based activities. Training programmes usually aim to
provide participants with a new skill quickly and are often very short: between half a day and
two days, sometimes extending to a week or more. The quote from Carpenter (1874) is by far the
least appropriate for application to professional training and trainers, but it does serve to
illustrate an extreme way in which “objectivist” approaches to training could be taken. The best
employing organizations also accept responsibility to nurture employees’ professional
development, providing an environment that encourages lifelong learning. Hoy (2004) describes
a range of processes and pathways for continuing professional development and sets them out in
a four-part model of learning outcomes and strategies: competency-based learning; workplace
learning; reflective learning and self-directed learning. The model is illustrated with descriptions
of the use of learning circles, reading groups, mentoring relationships, accredited formal studies,
communities of practice and other strategies within the National Archives of Australia (Hoy,
2004, pp. 13-15).
More recently, the Australian Society of Archivists and the Records Management Association of
Australasia have collaborated to produce a draft Statement of Professional Knowledge
(ASA/RMAA Joint Education Steering Committee, 2004), in order to create a benchmark for
course recognition process: an exercise made necessary by the downgrading of the revised
edition of the Competency Standard to vocational training qualifications. The document
distribution and use statement says:
It is expected that the document will be used by those developing, delivering and reviewing:
1. Recordkeeping education and training,
2. Recordkeeping programmes within organizations,
3. Recordkeeping role and duty statements, and
4. Professional recognition for recordkeeping and other professions (ASA/RMAA Joint
Education Steering Committee, 2004, p. 2).
A total of 33 fields of expertise, or necessary skills and 20 principal aptitudes are set out in the
EUROGUIDE LIS Competencies and Aptitudes for European Information Professionals (ECIA,
2004, p. 8). However, even the list of 33 necessary skills includes a range of communication,
technology and management skills that are not confined to the information professions. Beyond
the constrained situation of the Australian Records and Archives Competency Standard (National
Finance Industry Training Advisory Body, 1997), there is without doubt a range of both
competencies and capabilities or aptitudes that are acquired through education programmes.
With no mandatory obligations, it leads to inadequate and limited capacity to manage records in
the organization since the budget is not allocated, there is an absence of proper storage facilities,
absence of vital records and disaster preparedness and recovery plans and worse of all there are
no core competencies identified and assigned responsibilities to the right professionals. The role
of records managers, although virtually present in every type of organization, is assumed by
other administrative personnel. The role can range from one of a file clerk to the senior
information officer of an organization ( Johare, 2006).
Records management professionals (National Archives of Australia, 2002) are responsible for all
aspects of records management, including the design, implementation and maintenance of
recordkeeping systems and their operations, and for training users on records management and
recordkeeping systems operations as they affect individual practices. A records manager as
explained in one archival and records terminology glossary is a person “responsible for the
administration of programs for the efficient and economical handling, protecting and disposing
of records throughout their life-cycle.” An archivist on the other hand, is responsible for
“appraising, acquiring, arranging, describing, preserving and providing access to records of
enduring value according to the principles of provenance, original order and collective control to
protect the materials authenticity and context” (Pearce-Moses, n.d.)
Records education in Malaysia
In Malaysia, there should be enough records professionals produced by the local university i.e.
Universiti Teknologi MARA at the range of 80-100 students per year (Universiti Teknologi
MARA, 2008, 2009). The University through the Faculty of Information Management has
offered a Bachelor of Science in Information Studies with the specialization in Records
Management since 2001. The program balanced the many facets of managing records (including
specialized records particularly medical records management and legal records management) and
archives and focused on the usage and application of information technology in building records
systems. The Faculty has the foresight of the much-needed records and archival competencies in
dealing with the new generation of recordkeeping practices in organizations in order to ensure
the organizations’ business integrity and continuity (Universiti Teknologi MARA, 2001).
It must therefore be emphasized that there is a crucial need for the Malaysian records
professionals, especially the archivists at the National Archives of Malaysia, to reassume their
role – to make a shift in recordkeeping and records functional requirement. They should be
considering the idea of records audit strategies to enhance their justification for mandatory
existence in order to meet the challenges of the changing society. For those serving the National
Archives they have to visualize themselves as the manager of the nations’ records responsible for
the continuum value rather than permanent value to ensure the continuity of the “corporate
memory” of Malaysia. They have to change their “traditionally perceived archival mindset”
(Acland, 1992) to manage the records as organization information strategy especially in meeting
the legal and audit statutory demands.
In other countries
In developed countries, particularly the United Kingdom (UK) and the United States of America
(USA), the usefulness and benefit of systematic records management in business has promoted
companies to provide education and training for those engaged in records related activities
within their organizations. Wallace, Lee and Schubert point out that the most obvious way for
records managers to enhance their resourcefulness is through education. The training and
upgrading of skills can be achieved through workshops, vendor-sponsored programs,
professional seminars, and college or university-level courses (Zawiyah & Chell, 1998).
In the UK universities, records management is being offered either strictly as a separate
programme or as an individual module taught together with archives, or library and information
science. In some universities outside the UK, records management is offered together with either
management, business, computer science or history (Zawiyah & Chell, 1998).
In many countries, the present situation is characterized by a lack of local expertise and
experience, and education and training is being carried out by bringing in foreign experts.
Institutions, like the Malaysian Institute of Management, from time to time invite foreign
Certified Records Managers to conduct workshops and seminars, which are the only means of
providing in-service training. This situation implies that businesses are now becoming aware of
the need for proper management of their records, and that records management has become the
concern of everybody from the production worker to top level management. In the past, it has
been a common perception that records should be left to junior staff to handle (Zawiyah & Chell,
1998).
Records management is one area of training that, at present, is best provided for within the
universities world-wide, and universities, including those in Malaysia, should take the
opportunity that this offers to expand provision for records management courses. It is important
to re-emphasize that records management is a segment of information management that needs
prompt attention. A well planned and relevant curriculum is crucial. The curriculum must be as
comprehensive as possible, enabling the courses to produce competent and professional records
managers (Zawiyah & Chell, 1998).
Development continuity for professional
Even records managers possessing a postgraduate qualification in the subject will find that the
skills so diligently acquired may be forgotten or become outdated as the years go by. Professions
such as the law have dealt with this problem by introducing a formal requirement for its
practitioners to attend a certain number of training courses a year or be disbarred. A less tangible
need is to feel that there is an opportunity for career progression – that there is something further
to aim at once the entry level qualification has been gained. Librarians have for a long time had
the opportunity (although not the formal requirement) to become chartered, and the Society of
Archivists has recently introduced a scheme allowing its members to earn points towards
becoming registered by attending further training courses. Of perhaps even greater importance is
the need for the opportunity to think broadly and intellectually, through further study, about
one’s chosen specialism. Practitioners often find that in meeting the daily demands of their job,
they lose the time and opportunity to reflect on the more theoretical aspects of records
management which underpin their daily practice, and which may have drawn them to the
profession in the first place (Westwood, 1998).
Conclusion
This is important to have educated and well trained professional in records management because
to implement a correct way of conservation and preservation need someone that experienced to
handle records. This is because some records are valuable and can be evidence, sentimental value
and some can be a country heritage.
References
Karen Anderson, (2007) "Education and training for records professionals", Records
Management Journal, Vol. 17 Issue: 2, pp.94-106
Aliza Ismail, Adnan Jamaludin, (2011) "Records professionals: an invisible
profession in Malaysia", Records Management Journal, Vol. 21 Issue: 1, pp.69-75
Margaret Pember, (1998) "The rise of the ‘new age’ records management
professional: records management education and training in Australia", Records
Management Journal, Vol. 8 Issue: 3, pp.63-75
Zawiyah M Yusof, Robert W Chell, (1998) "Records Management Education and
Training World‐Wide: A General Overview of the Current Situation", Records
Management Journal, Vol. 8 Issue: 1, pp.25-54
Sarah Westwood, (1998) "Records management education and training at Liverpool:
a year of change at LUCAS", Records Management Journal, Vol. 8 Issue: 3, pp.39-
53
Abstract
Education and training for records management professional is an important part of developing a
well manage of records center and archive. As world is revolutionized, so do the record in term
of conservation and preservation that need professional who can handle them with care.
Keywords: Records management professional, Education, Training
Introduction
Records itself mean a thing that constituting a piece of evidence about the past, especially an
account of an act or occurrence kept in writing or some other permanent form. When talk about
it, there must be someone who is professional in this area to manage all of the records. As result
all the records that well manage can be used as evidence as mentioned earlier. Not just that,
records that well managed have their own value and can be used for future reference. That is why
valuable records is the weapon in the future if it is manage well.
Education
Professional is the specialized of set knowledge, skills and attributes. Knowledge is acquired in
an education programme as they need to know how is about their profession. This is because
they need to know how to implementing the knowledge during their professional education.
Training and education is important to grow the knowledgeable professional in every area
including records management (Anderson, 2007).
Educations in definition in this discussion of records management professional are:
1. The systematic instruction, schooling or training given to the young in preparation for the
work of life; by extension, similar instruction or training obtained in adult age. Also, the
whole course of scholastic instruction which a person has received [emphasis added].
Often with limiting word denoting the nature of the predominant subject of the
instruction or kind of life for which it prepares, as classical, legal, medical, technical,
commercial, art education (original and added emphasis)
2. Culture or development of powers, formation of character, as contrasted with the
imparting of mere knowledge or skill. Often with limiting word, as intellectual, moral,
physical (original emphasis).
In education, it is encourage reflection and providing foundation knowledge, a problem solving
approach and learning habits that reflects which is transferable. This will be not remaining same
for three or four years in this rapid changing world. New approaches to knowledge we thought
we had mastered, new ways of working with new tools, undertaking courses or learning to work
with new technologies. Practicing professionals remain engaged by learning about new
developments in their profession. In short, like all professionals, records managers and archivists
are lifelong learners. Knowing how to go about gaining new knowledge and skills does not come
naturally, but without this knowledge, the individual and thus potentially our profession, is at
risk of stagnation. A major responsibility of professional educators is therefore to help students
learn to learn (see for example Anderson, 2006; Thomassen, 2001).
Training
Taking the three quotations together, we can see that the term “training” can cover a wide range
from instilling service orientation to task-based activities. Training programmes usually aim to
provide participants with a new skill quickly and are often very short: between half a day and
two days, sometimes extending to a week or more. The quote from Carpenter (1874) is by far the
least appropriate for application to professional training and trainers, but it does serve to
illustrate an extreme way in which “objectivist” approaches to training could be taken. The best
employing organizations also accept responsibility to nurture employees’ professional
development, providing an environment that encourages lifelong learning. Hoy (2004) describes
a range of processes and pathways for continuing professional development and sets them out in
a four-part model of learning outcomes and strategies: competency-based learning; workplace
learning; reflective learning and self-directed learning. The model is illustrated with descriptions
of the use of learning circles, reading groups, mentoring relationships, accredited formal studies,
communities of practice and other strategies within the National Archives of Australia (Hoy,
2004, pp. 13-15).
More recently, the Australian Society of Archivists and the Records Management Association of
Australasia have collaborated to produce a draft Statement of Professional Knowledge
(ASA/RMAA Joint Education Steering Committee, 2004), in order to create a benchmark for
course recognition process: an exercise made necessary by the downgrading of the revised
edition of the Competency Standard to vocational training qualifications. The document
distribution and use statement says:
It is expected that the document will be used by those developing, delivering and reviewing:
1. Recordkeeping education and training,
2. Recordkeeping programmes within organizations,
3. Recordkeeping role and duty statements, and
4. Professional recognition for recordkeeping and other professions (ASA/RMAA Joint
Education Steering Committee, 2004, p. 2).
A total of 33 fields of expertise, or necessary skills and 20 principal aptitudes are set out in the
EUROGUIDE LIS Competencies and Aptitudes for European Information Professionals (ECIA,
2004, p. 8). However, even the list of 33 necessary skills includes a range of communication,
technology and management skills that are not confined to the information professions. Beyond
the constrained situation of the Australian Records and Archives Competency Standard (National
Finance Industry Training Advisory Body, 1997), there is without doubt a range of both
competencies and capabilities or aptitudes that are acquired through education programmes.
With no mandatory obligations, it leads to inadequate and limited capacity to manage records in
the organization since the budget is not allocated, there is an absence of proper storage facilities,
absence of vital records and disaster preparedness and recovery plans and worse of all there are
no core competencies identified and assigned responsibilities to the right professionals. The role
of records managers, although virtually present in every type of organization, is assumed by
other administrative personnel. The role can range from one of a file clerk to the senior
information officer of an organization ( Johare, 2006).
Records management professionals (National Archives of Australia, 2002) are responsible for all
aspects of records management, including the design, implementation and maintenance of
recordkeeping systems and their operations, and for training users on records management and
recordkeeping systems operations as they affect individual practices. A records manager as
explained in one archival and records terminology glossary is a person “responsible for the
administration of programs for the efficient and economical handling, protecting and disposing
of records throughout their life-cycle.” An archivist on the other hand, is responsible for
“appraising, acquiring, arranging, describing, preserving and providing access to records of
enduring value according to the principles of provenance, original order and collective control to
protect the materials authenticity and context” (Pearce-Moses, n.d.)
Records education in Malaysia
In Malaysia, there should be enough records professionals produced by the local university i.e.
Universiti Teknologi MARA at the range of 80-100 students per year (Universiti Teknologi
MARA, 2008, 2009). The University through the Faculty of Information Management has
offered a Bachelor of Science in Information Studies with the specialization in Records
Management since 2001. The program balanced the many facets of managing records (including
specialized records particularly medical records management and legal records management) and
archives and focused on the usage and application of information technology in building records
systems. The Faculty has the foresight of the much-needed records and archival competencies in
dealing with the new generation of recordkeeping practices in organizations in order to ensure
the organizations’ business integrity and continuity (Universiti Teknologi MARA, 2001).
It must therefore be emphasized that there is a crucial need for the Malaysian records
professionals, especially the archivists at the National Archives of Malaysia, to reassume their
role – to make a shift in recordkeeping and records functional requirement. They should be
considering the idea of records audit strategies to enhance their justification for mandatory
existence in order to meet the challenges of the changing society. For those serving the National
Archives they have to visualize themselves as the manager of the nations’ records responsible for
the continuum value rather than permanent value to ensure the continuity of the “corporate
memory” of Malaysia. They have to change their “traditionally perceived archival mindset”
(Acland, 1992) to manage the records as organization information strategy especially in meeting
the legal and audit statutory demands.
In other countries
In developed countries, particularly the United Kingdom (UK) and the United States of America
(USA), the usefulness and benefit of systematic records management in business has promoted
companies to provide education and training for those engaged in records related activities
within their organizations. Wallace, Lee and Schubert point out that the most obvious way for
records managers to enhance their resourcefulness is through education. The training and
upgrading of skills can be achieved through workshops, vendor-sponsored programs,
professional seminars, and college or university-level courses (Zawiyah & Chell, 1998).
In the UK universities, records management is being offered either strictly as a separate
programme or as an individual module taught together with archives, or library and information
science. In some universities outside the UK, records management is offered together with either
management, business, computer science or history (Zawiyah & Chell, 1998).
In many countries, the present situation is characterized by a lack of local expertise and
experience, and education and training is being carried out by bringing in foreign experts.
Institutions, like the Malaysian Institute of Management, from time to time invite foreign
Certified Records Managers to conduct workshops and seminars, which are the only means of
providing in-service training. This situation implies that businesses are now becoming aware of
the need for proper management of their records, and that records management has become the
concern of everybody from the production worker to top level management. In the past, it has
been a common perception that records should be left to junior staff to handle (Zawiyah & Chell,
1998).
Records management is one area of training that, at present, is best provided for within the
universities world-wide, and universities, including those in Malaysia, should take the
opportunity that this offers to expand provision for records management courses. It is important
to re-emphasize that records management is a segment of information management that needs
prompt attention. A well planned and relevant curriculum is crucial. The curriculum must be as
comprehensive as possible, enabling the courses to produce competent and professional records
managers (Zawiyah & Chell, 1998).
Development continuity for professional
Even records managers possessing a postgraduate qualification in the subject will find that the
skills so diligently acquired may be forgotten or become outdated as the years go by. Professions
such as the law have dealt with this problem by introducing a formal requirement for its
practitioners to attend a certain number of training courses a year or be disbarred. A less tangible
need is to feel that there is an opportunity for career progression – that there is something further
to aim at once the entry level qualification has been gained. Librarians have for a long time had
the opportunity (although not the formal requirement) to become chartered, and the Society of
Archivists has recently introduced a scheme allowing its members to earn points towards
becoming registered by attending further training courses. Of perhaps even greater importance is
the need for the opportunity to think broadly and intellectually, through further study, about
one’s chosen specialism. Practitioners often find that in meeting the daily demands of their job,
they lose the time and opportunity to reflect on the more theoretical aspects of records
management which underpin their daily practice, and which may have drawn them to the
profession in the first place (Westwood, 1998).
Conclusion
This is important to have educated and well trained professional in records management because
to implement a correct way of conservation and preservation need someone that experienced to
handle records. This is because some records are valuable and can be evidence, sentimental value
and some can be a country heritage.
References
Karen Anderson, (2007) "Education and training for records professionals", Records
Management Journal, Vol. 17 Issue: 2, pp.94-106
Aliza Ismail, Adnan Jamaludin, (2011) "Records professionals: an invisible
profession in Malaysia", Records Management Journal, Vol. 21 Issue: 1, pp.69-75
Margaret Pember, (1998) "The rise of the ‘new age’ records management
professional: records management education and training in Australia", Records
Management Journal, Vol. 8 Issue: 3, pp.63-75
Zawiyah M Yusof, Robert W Chell, (1998) "Records Management Education and
Training World‐Wide: A General Overview of the Current Situation", Records
Management Journal, Vol. 8 Issue: 1, pp.25-54
Sarah Westwood, (1998) "Records management education and training at Liverpool:
a year of change at LUCAS", Records Management Journal, Vol. 8 Issue: 3, pp.39-
53
Quality of Customer Service
By : Marhaini Binti Abd. Hamid
Abstract
Customer
service is a key component in the success of any organization. Service quality and
customer satisfaction are very important concepts that companies or
organization must understand if they want to remain competitive and grow.This writing is to describe and explain how
service employees create services through improving the customer’s experience
by being proactive in their work and continuously running the service
interaction.
Keywords: customer service, quality service,
business organization
Introduction
Nowadays, business organizations are
challenged by rapid changes due to globalization. They also increasingly
engaging in international trade as to gain competitive advantage. Customer
service which is the ability of an organization to fulfil or meet customers’
expectations and needs, is seen very crucial to almost all businesses. The
excellent quality of customer service is preferable and important because it
can offer many advantages and benefits to an organization such as customer
satisfaction and loyalty, subsequently widening customer base as well as
increasing profits, sales or income. Although a number of firms realized and
invested much in customer service, there still some that do not take it very
seriously or ignoring a must for quality customer service which may then
results in several disadvantages, most obvious one is customer’s satisfaction
and loyalty. The quality in customer service is considered to be very important
it can affect or influence customer satisfaction and loyalty, subsequently
economic activities of a firm. It is therefore crucial for firms to provide
good quality of customer service which can be done in many ways and by
considering several things. Other than that, it is also significant to measure
the quality of customer service provided so that the firms know how well or bad
they are doing, specifically in customer service. There are few service quality
measurement tool which can be used to measure service quality. Therefore, this
paper highlights and discusses the topic of quality customer service by
discussing what customer service is, the importance of customer service
quality, suggesting ways on how good quality of service can be provided, and
the measurement of customer service quality.
Customer Service
A
customer is a person who buys or purchases goods or services. Customers are
viewed as a person with whom a business person must deal with in exchange of
value, on a regular basis. Meanwhile, a service is a contribution to the
well-being or interest of others. Customer service in this sense can be
understood as anything that is done for the customer which enhances the
customer experience. It is a relationship with people who are critical to the
business, meeting the customer’s expectations and needs and is used to create a
relationship with mutual benefit between the business and those it serves
(Fleming, 2002). It is the ability of an organization in supplying their
customer’s needs and wants. According to Kimando and Njogu (2012), customer
service involves task oriented activities other than proactive selling that
involves interactions with customer in person. The function of service should
be designed performed and communicated by focusing on both operational
efficiency and customer satisfaction.
Customers can be divided into two
types, internal and external customers. External customers are those who are in
need of service or help, while internal customers are the co-workers’ and
employees of other department in the organization. It is believed by quality
experts that increased efficiency, productivity and satisfaction can be
achieved when top-notch service provided for these internal customers (Fleming,
2002). Jahanshahi
et al. (2011) stated that customer service is one of the processes in
organization that companies perform in consideration of an increasing
competition and also to attract entrepreneurial opportunities for profit
advantage and better access to the market, besides increasing customer
satisfaction and their loyalty level.
The Importance of Quality in Customer Service
Service quality can be defined as “a
rationale of differences between expectation and competence along the important
quality dimensions” (Loke, Taiwo, Salim & Downe, 2011, p. 24). Kahn, Strong
and Wang (2002) defined customer service as fitness for use, or the extent to
which a product serves the purposes of consumers successfully. ISO 9000 (2005)
defined quality as the extent to which a group of inbuilt features meet the
requirements. Customer
service has been an important factor for an organization because with good
quality service, it can result in increasing quality of product, gaining
profitable opportunities and competitive advantage, as well as increasing sales
and income. Excellent quality of customer service lies not only on knowledge
and skills of individual but also depends on the organization as a whole, from
top management downwards, work together towards a same direction and presents a
clear, positive message to consumers.
Customer satisfaction is one of the
most key results to be achieved by business organizations and is achievable
through quality customer service. It is a personal feeling which ranging from
pleasure to disappointment as a result of evaluation of services provided by an
organization to a customer in relation to expectations. Customer satisfaction
is linked very closely to quality of customer service. Usually, service
providers put customer satisfaction as their first priority, as it is seen as a
precondition of customer retention. Additionally, high customer satisfaction
may lead to positive outcome of marketing activities such as repeat visitation
to store and product purchases, as well as promotion through word-of-mouth to
others. They often stays loyal to the firm longer and very likely to support
the firm in future. On the other hand, low unsatisfied customer may result in
complaining behaviour (Loke et al., 2011).
Moreover, customer service has also
been linked to customer loyalty which can be divided into two types;
attitudinal and behavioural loyalty. Attitudinal loyalty can be in terms of a
favourable evaluation which motivates and enhances a repeatedly favourable
response on a product or a store. The behavioural loyalty are in terms of
word-of-mouth communication, repurchase intentions, and recommendations of the
organization. Customers’ loyalty are determined by factors such as trust,
positive perception on relationship and positive customer emotional attachment
(Jahanshahi et al., 2011). Customer loyalty is a vital factor to the growth and
performance of companies. It allows repeat business in which a loyal customer
makes frequent purchase of a product or service from a particular provider. It
is significance to firms’ continued survival as well as strong future growth.
Highly satisfied customers are very likely to remain with the firm which then
leads to future revenue for the firm. Business theory that says customer
retention optimizes profitability is very widely accepted too. Therefore, it
can be said that firms, especially ones that provide services should aim at
satisfying their customers which can help to stimulated them to repeat and
retain their purchases (Angelova
& Zekiri, 2011).
Quality
customer service is also important because of negative consequences associated
with poor service that are not favourable to the firm. Fleming (2002) reviewed
that poor service resulted in almost half of all customers disconnected
relation with a company or in other words, they stopped doing business with a
company. It is therefore highly suggested that firms provide good quality of
customer service.
How to Provide Good Quality Customer Service
As we know, it is crucial to provide
good quality of customer service in order to gain various advantages. Thus,
firms should continuously improve customer service which requires them to make
commitment in learning what are their customers’ wants and needs, and
consequently develop action plans to meet the demands which also implement
customer friendly processes. The most obvious thing is that customers like to
be treated nice and well because they perceive that they deserve it in return
of payment they made. Therefore, the front-line service providers should be
competent and well trained for attending customers, solving their issues and
processing and completing their transactions. Efficient and sufficient training
should be provided to the staffs. Muniu (2015) proved in a study that staff
training influenced customer service delivery in a positive way in which the
study reveals that customer care training helped them to adjust to the
personality of the customers as well as facilitates them to deal with customer
using different attitudes and ways. In addition, such training also helps the
staffs to appreciate customers’ time and to tolerate with customers’ behaviours
and it also allows staffs to develop strategies that aim to sustain desirable
relationships with customers. Besides helping to improve service delivery,
training also helps staffs to improve their knowledge and problem solving
skills so that they can attend to customers’ queries faster and correctly which
in turn create a pleasant customer experience (Muniu, 2015). It is also
important to ensure that the service providers deliver services to customer in
friendly manner, they are courteous, knowledgeable, helpful and provide quick
service (Singh, 2006).
Besides the front-line service
providers, the company as a whole, should also has clear customer service
standards and goals that can guide the staffs towards achieving good quality of
customer service. With clear set of standards and goals, employees have
clarification on desired performance and indication of goals. The determination
of goals are best to base on empirical data that are gathered from the
customers themselves. In that way, the management team knows actual needs of
their customers, and standards and goals can be set based on these and not by
their intuition alone. It is also important that the goals are measurable and
verifiable because measuring and verifying performance in reaching the goal is
crucial to determine how far they have achieved their set goals. For example in
a banking industry, they may set 2 minutes as a standard waiting time and it is
their time goal for each customer served.
Loke et al. (2011) include five
dimensions of service quality including tangibility, reliability,
responsiveness, assurance and empathy, originated from Parasuraman et al.,
(1988). Quality dimension of tangibles is defined as the physical facilities,
appearance of personnel, and equipment. Reliability quality dimension defined
as the ability in performing service accurately and dependably. Responsiveness
service quality is defined as the willingness to help customers and provide
prompt services. Assurance quality dimension can be understood as knowledge and
courtesy of staffs and their ability to inspire confidence and trust. Meanwhile
empathy can be defined as caring, individualized attention provided to
customers by the firm (Parasuraman, et al., 1988). These are summarized and can
be found in Figure 1 below.
Figure 1 Definition of quality dimension
Source: Karnstedt and Winter (2015, p. 24)
In the dimension of tangibility or physical
aspects: the customer service counter should be well-equipped with up-to-date
facilities; the staff dressed appropriately and appear neat; physical layout of
furniture and equipment should be comfortable that supports interaction between
customer and staff; information and material related to the service are
visually appealing at the counter. For
reliability dimension of quality service, elements such as fulfilling promises
to customers; sympathetic and reassuring staffs that attend customers’
problems; dependable staff; and staffs’ ability to keep transaction records
accurately, should be emphasized by the firm. Besides, the firm should also
focus on responsiveness in providing quality service for examples: the ability
to tell exact time for services to be performed; provide prompt service;
staffs’ willingness to help customers; and staffs appear well organized in
responding customer requests.
In
addition, assurance should also be focused in delivering quality service
quality in a way that the customer can trust the staff; they feel safe when
conducting business with the staff; the staff is polite; customer service staff
are well supported by the firm in doing their job. Lastly, there should be an
empathy in quality service such as an ability of staff to give individual
attention to the served customer; the staff knows actual need of the customer;
and operating in business hours that are convenient to major customers (Loke et
al., 2011). These are the examples of elements that can be looked into and
addressed, in order to provide good quality of customer service.
Measurement of Customer Service Quality
Tools for measuring quality of
customer service is essential so that firms know where they are at, how close
or far they are to good quality of service and so on. There are few survey
tools created since the mid-1980s such as SERVQUAL, EXQ, BSQ and SERVPERF (Karnstedt & Winter, 2015). SERVQUAL model was originated by
Parasuraman, Zeithaml and Berry (1988) with aim was to have a standard and
reliable tool which can be used for measuring the quality of service of
different service sectors. It is one of the tools that is used to measure
service quality in general, which was developed with ten service quality
attributes or dimensions but were simplified to five dimensions namely
tangible, responsiveness, reliability, assurance and empathy. In intention of
improving the SERVQUAL model, Cronin and Taylor (1992) develop a SERVPERF
measurement model stands for Service Performance, because they argued that
performance dimension is the only predictor of behavioural intentions.
Meanwhile, Bahia and Natel (2000) conducted a research that aimed to develop a
valid measurement of perceived service quality, but specifically for the retail
banking sector.
This new developed model is due to SERVQUAL
approach that was not free from criticism. Their model named as BANK SERVICE
QUALITY (BSQ) which contains 31 items that are categorized into six dimensions
namely effectiveness and assurance, price, access, tangible, accuracy and
reliability, and range of services offered. EXQ model which is also a customer
perception measurement was developed by Klaus and Maklan (2012) to measure
service quality as well. Karnstedt and Winter (2015) reviewed that most firms today utilize a
customer satisfaction survey as a measurement tool for service quality, but is
hard to formulate because of different quality dimensions applicable to
different services and that they might need to be adjusted to suit the specific
context. Besides these measurement tools, customer complaints can also be a
potential indicator of poor quality service as it can be used to identify
satisfaction and dissatisfaction. However, Karnstedt and Winter also reviewed
that customer complaints measure should be used with caution because it has
shown to be weak predictor of repurchase intention and loyalty, and also only
few dissatisfied customers are actually make complain and this makes the tool
as weak predictor of satisfaction. Karnstedt and Winter listed quality measures
and respective researchers of the tool as in Figure 2. These measurement can be
used to identify weaknesses or even strength of firm’s customer service in
order to continuously improve its service quality.
Figure 2 List of quality measures
Source: Karnstedt and Winter (2015, p. 23)
Conclusion
In
conclusion, quality of customer service which is the ability of an organization
to meet customers’ wants and needs is important which can influence and affect
customer satisfaction and their loyalty. Other good consequences also
associated with good quality of customer service such as quality of product, gaining
profitable opportunities and competitive advantage, increasing sales and
income, and other positive outcome of marketing activities. Meanwhile, there
are bad consequences associated with poor service. Therefore, it is highly
crucial to provide good quality of service which can be done by providing
effective training to the front-line staffs, setting clear customer service
standards and goals and keeping an eye on the five dimensions of quality service;
tangibility, reliability,
responsiveness, assurance and empathy. There are also few measurement models or tools which can be used to
measure quality service and that the data from the measures can be analysed in
order to continuously improve service quality.
References
Angelova, B., & Zekiri, J. (2011).
Measuring customer satisfaction with service quality using American Customer
Satisfaction Model (ACSI Model). International Journal of Academic Research
in Business and Social Sciences, 1(3), 232.
Bahia, K. & Nantel, J. (2000). A reliable
and valid measurement scale for the perceived service
quality of banks. The International Journal of Bank Marketing, 18(2),
84.
Boateng Asante, A. K.
(2012). An Assessment of Quality of Customer Service Delivery in the Banking
Sector of Ghana-A Case Study of Ecobank Customers (Doctoral dissertation,
Institute of Distance Learning, Kwame Nkrumah University of Science and
Technology).
Cronin, J. J. Jr. & Taylor, S. A. (1992).
Measuring service quality: A re-examination and extension, Journal of Marketing, 56(3), 55-68.
Fleming, R. M. (2002).
DEFINING QUALITY CUSTOMER SERVICE
COMPETENCIES AT THE UNIVERSITY OF WISCONSIN-STOUT'S MEMORIAL STUDENT CENTER: PHASE
II (Doctoral dissertation, University of Wisconsin-Stout).
ISO 9000 (2005). Quality management systems:
Fundamentals and Vocabulary, ISO. Retrieved
June 15, 2012, from the World Wide Web, http://www.iso.org
Jahanshahi, A. A., Gashti, M. A. H.,
Mirdamadi, S. A., Nawaser, K., & Khaksar, S. M. S. (2011). Study the effects of customer service and product
quality on customer satisfaction
and loyalty. International Journal of Humanities and Social Science, 1(7),
253-260.
Kahn, B. K., Strong, D. M., & Wang, R. Y. (2002).
Information quality benchmarks: product and
service performance. Communications of the ACM, 45(4), 184-192.
Karnstedt, A., & Winter, J. (2015). Defining and
measuring service quality in a manufacturing
company. (Master Thesis, Chalmers University of Technology)
Kimando, L. N. & Njogu, G. W.
(2012). Factors that affect quality of customer service in the banking industry
Kenya: A case study of Postbank head office Nairobi. International Journal
of Business and Commerce, 1(10): 82-105.
Loke, S. P., Taiwo, A.
A., Salim, H. M., & Downe, A. G. (2011). Service quality and customer
satisfaction in a telecommunication service provider. In International
Conference on Financial Management and Economics (Vol. 11, pp. 24-29).
Parasuraman, A.,
Zeithaml, V.A., Berry, L.L., (1988), SERVQUAL: A Multiple-item scale for
measuring consumer perceptions of service quality, Journal of Retailing,
64(1), pp. 12- 40.
Singh, H. (2006). The
importance of customer satisfaction in relation to customer loyalty and retention.
Asia Pacific University College of
Technology & Innovation.
Factors that Could Lead to Improved Customer Service in Business Organization
By : Marhaini Binti Abd. Hamid
Abstract
The purpose of the writing was to find out what are the factors that could lead to
improved customer service in business organization. Factors affecting customer satisfaction is of
worth importance in order to know the reasons or the factors which are
responsible to create satisfaction among customers for a particular brand or
services. A lot has been done to improve a stronger customer service through
training programs which have been conduct to meet every customers need and
ensure satisfaction. Research was done to establish whether human resource
factors such as training, staff motivation and job satisfaction, goals in
organization and also the technology aspect. The service and product range of
the organization also will affect the quality of customer service. From this
factors, strategies that exceed customer expectations should be put in place to
delight the customers.
Keywords : customer
service, customer satisfaction, quality service
Introduction
Business organizations today as many
are focusing on operating internationally or globally, they are challenged in
several different ways which require them to be competent and be more aware and
adapting to surroundings and changes. One of the most important elements for
businesses to focus is their customer service. Business organizations must look
deeper into the needs and wants of their customers as these organizations
relying strongly their business on customers’ expenses therefore, satisfying
these customers is a must. It is evident that customer satisfaction has
positive effect on organization’s profitability. There was also a positive
relationship between customer satisfaction, loyalty and retention thus, these
factors are considered important for the success of an organization (Singh,
2006). Anddai-Minkah (2011) highlights that business organization like banking
industry viewed service quality as a significant issue as they need to strive
for improved service quality in order to distinguish themselves from the
competition rising from undifferentiated products. There was also an
established positive connection between high levels of service quality and
improved financial performance. In addition, the quality of service depending
on an expected service and perceived service. It is the customer expectations
of a service and the perception of the quality of the service, and they tend to
evaluate the services and compare those of their expectations and ones they
received (Anddai-Minkah, 2011). The crucial mistake of many business
organizations is they do not spend adequate time or money investing in customer
service departments.
Due to the an important role of
customer service for the survival of business organization, this paper
identifies the factors that can help to improve customer service in business
organization. The factors discussed in this paper including human resource, the
standards and goals of customer service, and technology. Employees especially
the front-line service employees have a pivotal role to deliver good services
to customers. In addition, standards and goals of customer service that are set
in an organization are likely to help an organization in providing better
customer services and lastly, technology plays a big role in contemporary
businesses which can also help to enhance customer service.
Customer Service
Customers are regarded as the
lifeblood of business hence, the happier these customers are, the better it is
for the organization. Customer service is defined as the ability of an
organization to meet the desires and needs of its customers. It is crucial to
provide excellent customer service as part of marketing. It is also considered
as the ability of an organization in exceeding the expectations of its
customers, consistently. Customer service often reflected in the presentation
of an organization and its facilities in addition to employees’ factors such as
knowledge, attitude and their behaviour (Customer Service, n.d.). Kimando and
Njogu (2012) explains that customer involves task oriented activities besides
proactive selling which involves interactions with customer in person. The
function should be designed, performed and communicated by focusing on customer
satisfaction and operational efficiency. Services on the other hand, are
delivered face to face. Both interactions and behaviour of service provider
reflect what happens within the firm.
Customer perception of service is much drawn
from the personality and behaviour of an individual. Apart from that, quality
customer service dependent on attitude, a way of thinking and philosophy of
conducting business which stresses a strong commitment and a sincere dedication
toward making customer satisfaction as the priority (Kimando & Njogu,
2012). Customer service is a vital part of business as it can provide
satisfaction or dissatisfaction to customers. In addition, it also has been
linked to customer satisfaction and is focused at retaining customer’s loyalty
due to pressure of intense competition. Since there is a direct relationship
between customer satisfaction and loyalty, it is thus important to understand
people’s expectations and identify possible and appropriate strategies hence
selecting the best ones to implement so that the firm can provide more
satisfaction for customers (Alidadi & Nazari, 2013).
Factors that can Improve Customer Service
There are
few factors which can lead to better or improved customer service. However, as
said, the scope of this paper only focusing on factors of human resource, the
standards and goals of customer service, and technology.
Human Resource
Kimando
and Njogu (2012) established that human resource is one of the factors that can
affect the quality for customer service. Human resource of an organization is
the employees that work for the firm. Kimando and Njogu found that employees’
motivation towards their job is crucial that can lead to high standards of
self-esteem among them, besides, it also helps to promote corporate image as
well as markets the products more aggressively. With motivated staffs around,
it ensures the capability for providing customers personalized service and
attention which can lead to customer satisfaction. In addition, training
provided for these human resources is vital for them to perform their jobs well.
Therefore, it is important that an
organization provide effective training for it staffs continuously. Such
training programs or courses are aimed at facilitating an organization to
achieve specified goals by adding value to its key resource which is employees.
With good and effective trainings, the employees can develop a positive attitude
work which can lead to better quality of customer service. Additionally,
Kimando and Njogu also found evident in their study where job satisfaction also
leads to a happy work life on a staff that reflected through the services to
customers.
In
relation to the effect of staff training on customer service delivery, Muniu
(2015) found that staff training to a great extent, staff training has affected
customer service delivery in the population studied. The respondents on his
study majorly agreed that customer care training has been helpful for them to
adjust to the personality of the customers, an important element of banks
performance, it helps the staff to deal with customers utilizing different ways
and attitudes, it also helps to appreciate customers’ time and to tolerate with
their behaviours, besides, it also enables staff to develop strategies in
sustaining desirable relationships with customers. Overall this kind of
training helps staffs to improve and be better at their job of handling and interacting
with customers. Other than focusing on improving service delivery, training can
also help to improve employees’ knowledge on possible problems with customers.
This in turn can increase employee’s ability to provide customers with related
and up-to-date information faster, and creating a pleasant customer experience.
Other than training for human resource, Muniu also found that to a great
extent, employee motivation has affected customer service delivery, in which
motivated employees tend to deliver service better. The sources of motivation come
from bonuses, staff recognition and growth opportunities provided by an
organization to its employees (Muniu, 2015).
As
mentioned earlier, customer satisfaction is crucial which is closely linked to
the delivery of service to customer. Employees as the deliverer of the service
play a big role in ensuring effective and satisfying services to customers.
Customer satisfaction can be influenced by factors such as friendly employees,
courteous employees, helpful employees, knowledgeable employees and quick
service (Singh, 2006). This further clarifies that employees or human resource
play a key role in achieving improved customer service.
Customer Service
Standards and Goals
Setting
the standards and goals for customer service is important as it provides
guidance and guidelines for staffs in delivering customer service. The set
goals have great impacts on performance as they direct an individual’s thought
and actions, they also regulate energy expenditure and acceptable hard goals
increase individual’s persistent to achieve the goal. When the goals are focus
on customer, employees thoughts and actions are in turn centered on customer
satisfaction. Many benefits can be obtained from setting goals for examples, it
helps to clarify employee expectations about desired performance, it can
relieve boredom in monotonous jobs, as well as it helps to indicate goals
reaching for employees for example when the employees attain customer service
goals and receiving feedback from satisfied customer.
Overall, it helps to achieve better
performance. In ensuring effective standards and goals for customer service, an
organization should know who its’ customers are so that appropriate strategies
can be set for a variety of customer. Internal customers should also be
considered as high-quality internal customer service is able to improve the
ability of the firm to satisfy external customers. For example, internal
customers can be serviced by administrative support staffs too. The setting of
goals and defining of standards for customer service should be done based on
customer research data and not set arbitrarily, or in other words, by
management intuition. This is applied on both organizational level and
individual level. Empirical data should be gathered from customers themselves
in order to ensure effective determination of goals for the organization, its
individuals and its teams.
The goals must also be measurable
and verifiable because it is important to measure and verify performance in
reaching the goal so that the organization is able to assess levels of
performance or specify needed improvement. Customer research should be done
through various of ways which studies the customers themselves. One example for
this customer research is Florida Power and Light (FPL) which is conducted on
customer satisfaction and phone queues for customer service. Based on the
study, the company found that the lower longer the wait on phone for customer
representative, the lower the customers rated the performance of the company
representative.
The study also helped the company to
determine that the customers expected to wait on average 94 second for the
representative. From the findings, the company was able to establish a phone
queue device known as “Smartqueue” which periodically informed customers how
much longer they should wait before a company representative can answer the
phone. Because the customers knew the length of wait, they were willing to wait
longer. This study provide example of a company translates customer
requirements into target service levels or as we called it ‘standards and
goals’ (Improving customer service through effective performance management,
1997).
Therefore, customer service
standards and goals can also be one pushing factor towards excellent customer
service. Good and effective standards and goals can potentially help the
company to deliver better service to customer and at the same time ensuring
customer satisfaction.
Technology
In
modern day, technology plays an important role in an organization and also can add
to competitive advantage for an organization to compete in international level.
Technologies innovations have revolutionized many industries and some companies
may find dead end to their businesses if they failed to move with the
technological advancement. Technology in this context, involves all software
and hardware required by an organization to achieve its goals. Information
technology which is the use of electronic ways in handling information, is very
widely used today. The information is stored, accessed, transferred and
delivered in electronic ways. Information systems in modern organizations
cannot be ignored as thy play a critical role in the success of contemporary
firms.
The adoption of technology allows a
company to compete at par with other competitors. In banking industry for
example, technology helps to provide multiple banking services that led to
faster services (Muniu, 2005). These services include request of credit
advances by customers, ordering checks, paying bills, fund transfer, and
account balances view (Chou & Chou, 2000). Due to this electronic services,
they reduce transaction processing cost which enables the banks to make more
profits as they able to create new products and services and able to grow
customer base (Mishkin & Eakins, 2009). Besides, technology also led to
real time information exchange as well as to improved banks performance (Ukai,
2003).
Security
and privacy are regarded as the main source of dissatisfaction toward
technological banking among banking customers which influence their
satisfaction. However, apart from that, many other benefits or advantages can
be drawn from technological banking that leads to customer satisfaction including
easier accessibility, convenience and design as well as increasing service
speed and reducing several costs at different levels (Muniu, 2005). Muniu has
found that to a great extent, technology has affected customer delivery in the
population studied. Additionally, the studied population also strongly agreed
that electronic banking has made great impact on the quality of customer
service delivery. Muniu’s finding also confirmed that technology services help
banks to strengthen their competitive side.
In addition, technology also help to
enhance privacy and security which leads to customers’ satisfaction. Muniu
(2005) concludes that technology has been significantly influence customer
service delivery in Standard Chartered Bank of Kenya. Moreover, Otiso,
Chelangat and Bonuke (2012) found that information and communication technology
(ICT) service delivery is positively related to customer satisfaction. They
went on suggesting on increasing ICT service delivery or improve services by
the use of an appropriate ICT.
Alton
(2015) highlighted the big mistake of companies always do which is lack
investment on their customer service departments and that most customers bail
on a transaction if they experience a poor customer service. Therefore he
agreed that businesses should stay up to date and continually offer convenient
services for their customers which can be done through implementing new
technology to improve customer service as a whole. One of the ways to establish
communication with customers. Firstly, establishing appropriate communication
through the use of communication technology that is preferred by the customers.
There are several methods for communicating such as phone calls, emails, SMS
messaging and apps, as well as live chat. These technology also ensures the
capability of businesses to be available anytime and anywhere utilizing all
forms of communication. This gives a so called freedom to customers as they
have the option to contact a firm whenever and however they want.
In addition, self-reliant customers
can highly benefit from the use of technology and more customers are now able
to answers their questions themselves because of information sources made
available on blog posts, podcasts, webinars, videos and other sources of posted
media. Lastly, technology invention of social media has also enhance
business-customer relations. More companies are now able to connect with
customers through sharing of blog posts, infographics, webinars, how-to videos
and so on. This allows customers to come to the businesses and is a great way
for businesses to acquire and retain customer base (Alton, 2015).
Conclusion
In conclusion, customer service is a
paramount important aspect of business as it can help to acquire and retain
customers, ensures customer satisfaction and loyalty. In this paper, three
factors that can lead to improved customer service are discussed including
human resource, standards and goals of customer service and technology. Human
resource or employees especially the front-line service providers are regarded
as important individuals in delivering excellent service to customers. They
must be competitive, capable of providing personalized service to customers,
knowledgeable, and in general, provides a high level of satisfaction to
customers. However, setting good and effective standards and goals of customer
services is similarly important as the employees will base on these standards
and goals for their thought and actions.
The goals
and standards also provide guidance for not only individuals, but also teams
and organizations as a whole, in achieving desired and improved customer
service. Lastly, contemporary businesses should never neglect technology
innovation today as doing so, they may be left behind. Technology is a great
tool to improve customer service as it provides alternative ways for businesses
to engage and communicate with customers. It is therefore important for any
business to address these three factors and make adjustments where necessary.
References
Alidadi, M. & Nazari, M. (2013).
The most effective strategy to improve customer satisfaction in Iranian banks: A fuzzy AHP analysis. Journal of Business Studies Quarterly, 4(4):
83-93.
Alton, L. (2015). 5 ways to improve customer service
through technology. Retrieved from http://www.mycustomer.com
Anddai-Minkah, M. (2011). The
importance of customer service in the banking industry; the case of Ecobank Ghana Limited. Retrieved
from http://ir.knust.edu.gh/bitstream
Chou, D & Chou, A.Y.
(2000). A Guide to the Internet Revolution in Banking. Information Systems
Management, 17(2), 51-57.Customer
Service. (n.d.). Retrieved from
https://www.uvm.edu/vtagritourism/files/customer- service-purdue-extension.pdf
Improving customer service through effective
performance management. (1997). Retrieved from
https://www.opm.gov
Kimando, L. N. & Njoogu, G. W.
(2012). Factors that affect quality of customer service in the banking industry
Kenya: A case study of Postbank head office Nairobi. International Journal
of Business and Commerce, 1(10): 82-105.
Mishkin, F.S & Eakins S.G (2009). Financial Market and Institutions. Pearson Education
Limited: England.
Muniu,
G. E. (2015). Factors affecting customer service delivery: a case of Standard
Chatered Bank Kenya. United States
International University –Africa.
Otiso, K. N., Chelangat, D., & Bonuke, R. N. (2012). Improving the
quality of customer service through ICT use in the Kenya Power and Lighting
Company. Journal of Emerging Trends in Economics and Management Sciences,
3(5), 461-466.
Singh, H. (2006). The importance of
customer satisfaction in relation to customer loyalty and retention. Asia Pacific University College of
Technology & Innovation. Ukai, Y. (2003). The Effects
of Information System Investment in Banking Industry. RCSS.
Business Continuity Plan
By : Asharul Akhmal Bin Md. Jamil
(2014424562)
In
the main dissertation upon approval of the current proposed study, the steps
for BCP shall be analyzed more in-depth. Upon occurrence of an emergency,
business continuity teams (BCT) start to implement BCP plans in order for the
organization to resume normal business operations (Snedaker, 2012).
In
developing a BCP framework such cannot be done by a single person rather but
from a group with BCP expertise. It needs team working to have a viable and
comprehensive BCP (Reiss, 2001). The graph below has been reformulated based on
the works by (Verman, 2011) which indicate the level of involvement of key
personnel on BCP development.
Abstract
Business
Continuity Planning (BCP) is a program which primarily assesses existing operations,
risks to these operations and the organizational preparedness incase this operations
are disrupted. It develops an integrated approach to ensure that critical operations
and processes continue to function after interruption e.g. due to an incident or
disaster.
Keywords
Business Continuity Plan (BCP), Business
Introduction
Business Continuity
Planning (BCP) is a program which primarily assesses existing operations, risks
to these operations and the organizational preparedness incase this operations
are disrupted. It develops an integrated approach to ensure that critical operations
and processes continue to function after interruption e.g. due to an incident
or disaster.
The Business Continuity
Plan (BCP) serves as an essential component of an organization’s response
planning (Barbara, 2014). Thus, an effective BCP details out the manner in
which a business entity shall operate in the event of an incident; including the
different ways it expects to return to “normal business operations” in the most
optimum and quickest period possible (Beck, 2010). Further, a BCP does not
require to have specific modalities like for terrorists incidences but rather
ought to make application of any potential major disruptions like incidences of
fire, power fault or flooding (Botha, 2004). A BCP plan by and of itself forges
an agreed framework for ensuring disruptive events are kept under control;
ensures critical and appropriate resources are reinstated to maintain and
sustain critical business functions; and also facilitates the staffing process
to ensure there right personnel required to coordinating activities are on
board (Pitt, 2004).
A BCP must be clear and
well-presented so as to avoid vagueness and be in a way that all persons can
understand its content and act in what is expected of them (Ogilvy, 2012).
To have a good
framework for BCP a few considerations must be fulfilled; key would be an
evaluation of the roles and individuals that are fundamental in meeting the
business needs and commitments. It is also important to perform an assessment
of the equipment, IT, or logistics measures et cetera that the staff need to sustain
operations. It would also be important to review the degree to which a business
can function prior to undertaking full restoration of disrupted operations. The
evaluation of alternative resources is also important as well as the
consideration of the departments that are vital in fulfilling specific and
critical orders or contractual obligations. The final one would be the critical
analysis of the suppliers including third parties that are considered integral
to daily routines of the business
Further to the issues
above is that a BCP should have sequential steps which staff members may follow
during-post a disruptive event so as to maintain essential operations as well
as return to “business as usual” in the shortest time possible. It is so the
case that a
BCP is critical to any
business and may vary widely depending on the kind of operations undertaken by
an organization; the same may also vary given the location, however the following
must be included (Reiss, 2010): plans, arrangements and measures geared towards
ensuring the continuous delivery of major services or products, to recover its
facility, assets and even data. The other inclusion criteria is the highlighting
of necessary resources needed to boost business continuity even encompassing personnel,
equipment, financial allocations, infrastructure, accommodations and protection
(Ogilvy, 2012).
Challenges
of Business Continuity Process
BCP faces a lot of
challenges (Cook, 2015). Key challenges
in the implementation of BCP include issues like lack of senior management
commitment and involvement. In most organizations, BCP is left to middle and
junior staffs that are not empowered to make decisions and do not even control
budgets making the process fail. The other key challenge is the lack of thorough
understanding of data dynamics and dependencies involved in data recovery by
the BCP practitioners. This especially manifests itself when BCP does not
consider all necessary components leading to a failure of the BCP. A good example
would be preparing a good BCP for a system and forgetting dependencies such as
a transmission link.
BCP also faces
challenges of having a technology only approach to BCP when panning for
organizational resilience. In such cases, other resources such as people are
forgotten introducing a serious risk to the BCP. BCP process does also face a
challenge of incorrect and/or inappropriate assumptions in formulating BCP. The
implications of these challenges points directly to weak BCP plans which are
not able to safeguard organizations against failures. Organizations end up
losing opportunities as well as customers or having very dissatisfied
customers.
Steps
in the Business Continuity Plan Process
The implementation of
the BCP process has several steps (Tittel, 2013). The first step would be to
identify the main/real assets of an organization. By doing this the company aims
at identifying those assets which it cannot do with or which it needs to always
have running. When you mention assets, this would be either physical equipment
or systems.
The second step would
then be the identification of risks and threats with respect to these organizational
assets. This essential mean a nose dive in to any event or occurrence that would
lead to the unavailability or non-functionality of the assets.
The organization would
then need to develop a BCP and implement it. This would assure that key
business activities are not disrupted. But again developing the BCP is not enough,
it has to be tested and the implementers are well trained. The BCP tests need
to happen frequently and plans updated accordingly should that be deemed
necessary.
The BCP does also
require frequent monitoring and maintenance, what this essentially means is
that with the BCP testing, observations on how well it serves need to be made and
corrections made in areas that are deemed not to work appropriately and finally
reviewing of the BCP need to be done frequently to assure that it is fit for
purpose.
Teams
involved in a Business Continuity Plan Process
The relevance of noting
on the key personnel needed to take part in the development of BCP is because
it anticipates sampling criteria to be proposed later in the study; by this indicate
the most preferable sample that need to be targeted so as to unravel the BCP issues.
In point of fact, the rationale for having the mentioned team is because it
further tells the reader the existing facets of the organization upon which a
solid BCP model may be about (Botha, 2004). Consider this case: IT department
may give a solution to an identified problem which would also be considered to
be good; however, the risk and safety team may regard it as futile due to the
ensuing problems in the future; thus that would need the two teams to come
together and advance their proposals so as to have a comprehensive and
satisfactory BCP model. In this regard, BCP does not only underscore the risks
there are and solutions therewith but that it enables companies to enhance
their business processes as well as methods. Moreover, BCP renders an
organization to validate its own positive achievements and weaknesses (Reiss, 2010).
Noteworthy, BCP serves as a chain process and involves a number of steps as
shown below (Ogilvy, 2012).
Conclusion
The study recommends
that for entire BCP process to succeed the organization should include
participation from all levels of an organization, including an organization’s
board of directors, senior management, business and technology managers, and
staff. There is also a need to continue capitalizing on the CEO's and
consultants support for the process to enhance the benefits of BCP process in
the company. The organizations should improve and support the training of
employees on BCP as this does come out as a challenge to the BCP
implementation.
References
Beck,
E. (2010). Strategic planning for business continuity management. Journal of Business,
Vol.3, No.6 (pp.23-45).
Barbara,
M. (2014). Determining the critical success factor of an effective business continuity/
disaster recovery program post 9/11 world.
Botha,
J. a. (2004). Information Management & Computer Security. A Cyclic Approach
to Business Continuity Planning.
Cook,
S. (2015). The Essential Guide to Employee Engagement: Better Business Performance
through Staff Satisfaction. 2nd ed. London: Kogan Page Publishers
Ogilvy,
J. (2012). Creating better futures: scenario planning as a tool for a better tomorrow.
New York: Oxford University Press.
Reiss,
C. L. (2010). Risk identification and analysis: a guide for small public
entities. Fairfax, VA: Public Entity Risk Institute.
Snedaker,
S. (2012). Business Continuity & Disaster Recovery for information.
Syngress Publishing.
Tittel,
K. L. (2013, November 14th). How to create an effective Busines Continuity
Plan. Retrieved August 8th, 2015, from CIO: http://www.cio.com/article/2381021/bestpractices/how-to-create-an-effective-business-continuity-plan.html
Verman,
A. G. (2011). Business Continuity Planning in the IT Age: A Railway Sector Case
Study. Journal of Business Management, Vol.3, No.5 (pp.11-36)
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