Total Quality Management in Banking Sector

Total Quality Management In
Banking Sector
INTRODUCTION TO TOTAL QUALITY MANAGEMENT
Total Quality Management is a management approach that originated in the 1950s and
has steadily become more popular since the early 1980s. Total Quality is a description
of the culture, attitude and organization of a company that strives to provide
customers with products and services that satisfy their needs. The culture requires
quality in all aspects of the companys operations, with processes being done right the
first time and defects and waste eradicated from operations.
Total Quality Management, TQM, is a method by which management and employees

can become involved in the continuous improvement of the production of goods and
services. It is a combination of quality and management tools aimed at increasing
business and reducing losses due to wasteful practices.
CONTINUOUS IMPROVEMENT BY TQM

TQM is mainly concerned with continuous improvement in all work, from high level
strategic planning and decision-making, to detailed execution of work elements on the
shop floor. It stems from the belief that mistakes can be avoided and defects can be
prevented. It leads to continuously improving results, in all aspects of work, as a
result of continuously improving capabilities, people, processes, technology and
machine capabilities.
Continuous improvement must deal not only with improving results, but more
importantly with improving capabilities to produce better results in the future. The
five major areas of focus for capability improvement are demand generation, supply
generation, technology, operations and people capability.
A central principle of TQM is that mistakes may be made by people, but most of them
are caused, or at least permitted, by faulty systems and processes. This means that the
root cause of such mistakes can be identified and eliminated, and repetition can be
prevented by changing the process.
AIMS AND SCOPE OF TQM IN BANKING SECTOR
This study aims to present an overview of TQM in the banking sector together with
the role of service quality in it so as to achieve organizational excellence. The study
also identifies the key (critical) dimensions that help in the implementation of TQM in
the banking sector. This study is a contribution to the academic work and attempts to
provide a useful overview of TQM implementation and service quality in the banking
sector. Further, the paper is organized as follows. The next section presents TQM and
service quality approaches followed by review of service quality in the banking
sector. The subsequent section presents the review of TQM implementation together
with the identification of critical dimensions for TQM in the banking sector. The final
section discusses the conclusions of the present study along with the managerial
implications and scope of future research.
TQM AND SERVICE QUALITY
The concept of service quality has emerged from TQM philosophy and now it is
treated as an essential criterion for effective TQM be categorized into number of ways
such as customer service quality; online service quality; banking service product
quality and automated service quality with the common aim to achieve customer
satisfaction, improved financial performance, and competitiveness. Moreover, the
figure also depicts that service quality is a multidimensional construct rather than
having uni-dimensional meaning.
Nevertheless, banks reported that TQM leads to improvement of service quality,

bearing in mind the difficulty in adequately measuring the service quality and effect
of TQM in service sector, they regularly conducted a customer satisfaction survey to
evaluate their performance against past performance and benchmark themselves
against their main competitors. In this way they continuously improve their service
quality, involve and motivate their employees and empower them in decision-making,
thus leading to perfect implementation of TQM program in their organization.
SERVICEQUALITYINBANKING
Across all service industries, service quality remains a critical issue in maintaining
and propagating business in the competitive marketplace. To survive in a highly
competitive service environment, it is apparent that service industries need to provide
customer with high quality services. Customer today demand quality and from their
point of view, quality is nothing but an integral and expected part of service, that is
service quality.
In banking, quality means not just meeting but exceeding customer expectations. For
this reason, service quality is viewed as an important aspect in the banking industry.
Further, it is evident that over the years, bank customers perception of service quality
has been changed tremendously. Today, quality includes a commitment towards
continuous improvement and service relationships with customers. Also, the need for
technology based services, new and improved product services, and e-services are
also viewed as important aspects of banking service quality that supports improved
and superior quality services provided to customer. Hence, these are the areas where
banks have to focus upon in order to satisfy their customers.
CUSTOMER SERVICE QUALITY: Banking is a high involvement industry.
Customers, whether at the retail or corporate level have always been important for
banks. Customer satisfaction is highly related with service quality as service quality
improves the probability of customer satisfaction, this results in commitment, intent to
stay (customer retention), creation of a mutually rewarding relationship (bond)
between the service provider and the user, increased customer tolerance for service
failure and positive word-of-mouth advertising about the organization. Banks now
know that delivering quality service to customer is essential for success and survival
in todays global and competitive banking environment.
In the era when intense competition is being greatly facilitated by technology, the
need of providing adequate service quality will necessitate that banks have to focus
attention on issues of improving, measuring and controlling their service quality and
efficiency. Banking industries therefore should emphasize deeper penetration of the
existing customer database. The data about customer needs and behavior enables
organizations to identify todays key customer, develop relations with tomorrows
customers and estimate their future investment opportunities.
BANKING SERVICE PRODUCT QUALITY: The bank product quality is

primarily associated with product variety and diverse features. Banking service
product quality plays a significant role in determining customers perceptions of the
overall banking service quality. Banks have increased emphasis on marketing a wide
array of financial services in order to survive in the market due to tough competition
Dixon, also argued that the key of getting more customers for the banks through the
online service is not the attraction of the internet itself but the product offered to the
customers. Bank customers wants variety of functions at one site and with ease like
financial transactions, paying bills electronically and automatically, viewing their
balance, monthly bank statements, purchasing shares and insurance, home loans with
minimum rate of interest, purchasing cars and lands. Although banking service
product quality is an intangible asset, it contributes to the competitive advantage in
the banking industry. Therefore, it should be noted that continuously introducing and
innovating the variety of banking service product quality to the current hi-tech
customers can have unlimited access to financial information and enjoy a wider range
of choices in selecting competitive products and financial institutions than ever
before.
ONLINE/INTERNET/E-SERVICE QUALITY: The concept of e-service emerged
from the growth of the internet and information systems. The growth in internet-based
services has changed the way that banks and customers interact. E-service is
conceptualized as an interactive information service that provides a means to
organizations that can build its service offerings and develop a competitive advantage.
The basic reason behind development of online services was the cost reduction and to
delight customers through automation. Although firms gained efficiencies from online
business/e-commerce/selling online, their failure to focus on customer needs and
wants, resulted in poor online service performance. The article by Liu and Arnett,
considered the four quality factors as major ingredients for the success of website as:
system use; system design quality; information quality and playfulness. Ribbink et al.,
found five dimensions for e-service quality: assurance, ease of use, e-scape,
responsiveness and customerization. Herrington and Weaven, examined four e-service
quality dimensions: efficiency, fulfillment, availability and privacy. As for internet
banking, Sathye found two factors such as difficulty in use and security concern
which are important reasons for consumers not opting for internet banking services.
Through this analysis it is concluded that the service quality features of internet/online
banking which are critical for enhancing customer satisfaction such as the speed to
download; content; design; interactivity; navigation; and security must be
continuously improved.
AUTOMATED/TECHNOLOGY SERVICE QUALITY: Automated service

quality is defined as the customers overall evaluation of the excellence of services
provided through electronic networks such as the Internet, ATM, and telephone
banking. Customer evaluation of automated service option and their intention to use a
particular option are directly affected by their perception of the attributes associated
with that option. The overall customer perception of automated service quality can be
established through the quality of every automated delivery channel. Many
researchers have identified ATM, Internet, and telephone banking as the principal
automated delivery channels for retail banking. Moreover, Dabholkar argue that when
the customer is in direct contact with the technology there is a greater control such as
with Internet banking, however, if there is no direct contact, such as with telephone
banking, it is assumed that there is less control perceived by the customer during this
transaction. Researchers also claim that reliability and user-friendliness with faster
and more efficient service are important attribute in the evaluation of technology-
based service. Overall, the need for technology to support superior service quality is
viewed as very important factor for managing total quality in the banking sector.
TQM IMPLEMENTATION IN BANKING SECTOR
This section reviews the implementation of TQM in banks. Use of TQM in the
banking is not too old, earlier studies shows that TQM approach in the banking is a
recent trend and is showing better performance after its implementation. TQM, which
is about total customer service and continuous customer satisfaction, is applicable to
almost all service industries including banks where the customer is treated as king. In
fact, customers in service industries, especially in the banking, are rather more
sensitive to quality and delivery of service than their manufacturing counterpart as
they are in direct contact with the service providers. Therefore, adoption of TQM
program in the banking sector may be one of the best alternatives that care about
improved service quality and higher customer satisfaction together with retaining its
customers.
A paper published in Total Quality Management Journal examines six case studies
and concludes with key factors that led to successful TQM implementation in the
Turkish banking sector. The results showed that successful TQM implementation
requires: managements unwavering commitment to TQM and enthusiasm; formal
national bodies to introduce organizations to TQM and provide assistance during and
after TQM implementation; and a highly educated and competent management team.
A paper published in 2003 proposes a model linking perceived service quality,

customer satisfaction, customer loyalty and employee satisfaction while implementing
TQM amongst Australian and Korean banking industries. The study further tested the
developed model by using several measure and found significant relationships and
path links between perceived service quality, customer satisfaction, and customer
loyalty as well as between TQM practices and employee satisfaction.
CONCLUSIONS
As the banking industries become more involved in implementing TQM and service
quality concepts, questions like which key practices should be accentuated and how
should the TQM be implemented in the banks to achieve desired outcome of customer
satisfaction, improved financial performance, and providing better competitiveness,
needs to be answered. This paper seeks to provide answers to these questions.
From the review of literature it was found that several dimensions are responsible
which are critical for success of TQM in the banking sector. In order to ensure a
successful implementation of TQM in the banks, there is a need to motivate
employees to improve the level of services provided by them. Also, appointment of
qualified and competent managers will successfully contribute to the management of
the banks together with giving enough training and education to employees so that
they understand specific quality policy and TQM strategy. Lastly, monitoring the
customer satisfaction and taking the feedback frequently would further improve the
performance of the banking sector. Above all there is a need of top-management
commitment towards TQM and giving full support for its successful implementation.
To summarize, TQM is essential to the banking sector in particular and other service-
oriented organizations in general to sustain competitive advantage. The result of TQM
often takes time and is a long-term process. But TQM is a step in the right direction.
Managerial implications
The banking sector has maintained good progress with the advent of new service
technologies; value added services, and creation of new banks. At this juncture, the
present study could help the managers of the service organizations:
To focus on understanding the needs of the customers and strive to provide the
product and services that fully meets the same in order to survive in this highly
competitive industry.
To pay attention on different banking service quality and continuously improve them
for customer satisfaction and retention.
To update themselves in using different quality improvement tools and techniques in

the banking sector to gain competitive advantage. The findings of the present study
suggest some directions for further research. More extension of this paper could take
the form of replicating the study in other service industries such as healthcare;
education; IT/IS etc. and also can use the findings of the present research as a
hypothesis for a survey research using data to develop a valid instrument to identify
the critical success factors for TQM implementation in developing countries.

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Total Quality Management In

Total Quality Management, TQM, is a method by which management and employees

CONTINUOUS IMPROVEMENT BY TQM

TQM AND SERVICE QUALITY

Nevertheless, banks reported that TQM leads to improvement of service quality,

BANKING SERVICE PRODUCT QUALITY: The bank product quality is

AUTOMATED/TECHNOLOGY SERVICE QUALITY: Automated service

A paper published in 2003 proposes a model linking perceived service quality,

To update themselves in using different quality improvement tools and techniques in

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