Abstract
AI and intelligent machines are fast substituting the human element in production and delivery of goods and services in all sectors of the economy. In banking, the human factor played by relationship officers is challenged as most relationship management functions are being migrated to alternative channels and platforms. Is this the end of relationship officers in the delivery platform mix? This research asked customers in a Nigerian bank, their perceptions concerning the extent of satisfaction they received from the bank’s engrained service culture relative to the satisfaction they derived from the individual style and quality of the relationship officers that work for the bank. Using averages and structural equation modelling, this research provided, with reliability and validity, evidence that the customers placed more premium on the relationship officers than the entire bank’s platform of systems and processes. The significance of this result is that banks must evaluate critically the pace, mix and timing, of their migration strategy of relationship management roles from relationship officers to alternative channels and platforms.
Highlights
Banks pursue customers’ loyalty for existential reasons by navigating through the progressive pathways of service encounter, customers’ trust, commitment, loyalty and engagement (Athanasopoulou, 2009; Avery, Fournier & Wittenbraker, 2014; Crosby, 1990)
The purpose of this paper is to investigate customers’ perceptions concerning the extent of satisfaction they receive from a bank’s engrained service culture relative to the satisfaction they derive from the individual style of the relationship officers (RO) that work for the bank
H5 H3 Culture is positively associated with customers’ satisfaction of overall service assessment of H6 the H4 Relationship Quality (RQ) mediates the effect of Culture on customer satisfaction of the overall service assessment H7 of the Standardized effect (β) and P value
Summary
Banks pursue customers’ loyalty for existential reasons by navigating through the progressive pathways of service encounter, customers’ trust, commitment, loyalty and engagement (Athanasopoulou, 2009; Avery, Fournier & Wittenbraker, 2014; Crosby, 1990). Situating customers’ loyalty within the firm can be perplexing. Most literature on the subject discuss loyalty within the strict context of customers’ loyalty to the brand (Athanasopoulou, 2009; Huang, 2013), acknowledging that strong relationship strength between the customer and the service provider fosters loyalty. Researchers have indicated that customer loyalty may be mediated by relationship officers’ role (Ajagbawa, 2016; Palmatier, Dant, Grewal & Evans, 2006; Wan, Luk, Fam, Wu & Chow, 2012). The purpose of this paper is to investigate customers’ perceptions concerning the extent of satisfaction they receive from a bank’s engrained service culture relative to the satisfaction they derive from the individual style of the relationship officers (RO) that work for the bank
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: International Journal of Finance and Banking Research
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
