Five Challenges Of Quality Management At Al Shurooq Bank

Reliability is the competency to perform service regularly and correctly in a consistent style. It contains 5 elements to assess the precision and integrity of bank services. This measurement of service quality estimates the

Service quality is one area which was studied extensively for the past four decades. In the field of service marketing, there are many definition for service quality. Parasuraman et al, (1988) defines service quality as a discrepancy between customers’ expectation and perception of a service or service experience and this is basically the perceived service quality. Based on this concept, Parasuraman et al. (1985), developed a model known as the SERVQUAL. The SERVQUAL model is based on 22-item scale and it measures service quality based on five dimensions which are reliability, responsiveness, tangibility, assurance and empathy. According to Parasuraman et. al (1985) these five dimension are generic and they are applicable across the industries. However, there are some critics to this model also such as Gronroos (1990) and Mangold and Babakus (1991) who opines that SERVQUAL solely focuses on the service delivery process while neglecting the outcome of the service. Interestingly, the inventors of SERVQUAL suggested the importance of both the functional and technical aspect of service quality in the model (Parasuraman et.al, 1985). However, they didn’t include the technical aspect but it in the instrument. The emphasis on the functional aspect is basically the American school which was

The purpose of these marketing strategy is to strengthen the customer relationship by value creation. Based on the TQM approach, quality is maintain along the whole process to gain customer satisfaction. The TQM philosophy focuses on relationship-based marketing which can lead to customer satisfaction (Christopher et al., 1991). Customer satisfaction happens when an organization create value in their services.

The key to ensuring good quality service is meeting or exceeding what the customers expect from services. Judgements of high and low quality depend on how customers the actual service performance in the context of what they expected. Service quality, as perceived by the customers, can be defined as the extent of discrepancy but customers’ expectations or desires and their

Descriptive survey type of research was used because this method or type of research is commonly conducted to collect detail description of existing phenomena with the intent of' employing data to justify current conditions and whenever possible to draw valid general conclusions from the facts discovered (Koul, 2006). As it fits to the purpose of the study, this research design was used to assess the quality of service delivery by asking customers about their expectations with regard to the bank's service and their perception on the actual service delivered by the bank and finally to compare and contrast the two for the sake of reaching up on discrepancies, if any.

In terms of the workforce quality mean getting everyone to do what they have agrees to do and to do it right at the first time and every time for providing the better product and services by the company. In terms of customers quality is what customer says, what customers says become a brand in the market and will do the direct marketing to acquire more customer without investing a single paisa for adjustment, because satisfied customer attracts more customers towards your company products & services for the customers quality is the conformance to the requirement by purchasing the said products.

Today's managers have access to an amazing array of resources which they can use to improve their skills. Some use the classical management approach especially traditional organizations while others use scientific management approach to solving organization problems and enhancing efficiency and productivity. Any of these approaches can be used in either a product or service base organization. These resources either tangible or intangible used to improve the product or skill of an organization determines its quality. Furthermore, in a predominantly service sector like the banks, interest rate or cost of transaction may be a considerable factor for patronage but quality of service is another critical factor used to woo customers. Infact, it is the major factor because poor quality service can even erode the goodwill of the organization. Quality is a relative concept and that’s why what one person regards as high standard or fit to the purpose

SERVQUAL is a model used to measure service quality management in relation to customer service quality needs. It analyzes the gap between the two. In measuring service quality, SERVQUAL has been proved to be the most popularly used instrument in the past one decade. Oftenly, it is used to measure service quality of a service providing organizations to compare the expectations of customers beforehand and their perception in regard to the services being offered (Shahin, 2010). The model can be employed to assess the quality of services provided by any service organization, it being universal. Services are economic activities, they provide benefits, and create value for clients. As such, there is a need for measurement of their quality at specific points due to the desire for change, or on behalf of the customers that receive the services (Shahin, 2010).

The combined multi-attribute and Kano model provide some guidance regarding how service is perceived by bank customers in the mass affluent segment. There exists a substantial heterogeneity in customer perceptions of the service quality items (Strandberg et al., 2012). An alternative model presented by Gronroos (1990) emphasizes the functional (how), technical (what), and servicescape (where) dimensions. Gronroos (1990) includes the servicescape attributes in the functional dimension, while others (Bitner, 1992; Rust and Oliver, 1994) see the servicescape as a discrete dimension. According to Kang (2006), recent studies have attempted to include more items in models of perceived service quality, particularly items related to Gronroos’ dimensions (Strandberg et al., 2012). According to Kano et al. (1984) quality attributes can be divided into four distinct categories: taken-for-granteds, which produce dissatisfaction if they are performed unsatisfactory but will not result in increased satisfaction if they are performed above that level; proportionals, which produce more satisfaction the superior the performance and more dissatisfaction the poorer the performance; delighters, which creates satisfaction if they are performed but not necessarily in dissatisfaction if they are not performed; & neutrals, which are traits to which the customer is indifferent (Strandberg et al., 2012).

So as to assess the service quality performance, the five dimensions of service quality model were used. From the five dimensions of service quality model, the banks were found to be top-quality in providing appealing service environment. The banks are good in tangibility, reliability, assurance, and empathy dimensions. The mean score value for responsiveness is last compared with other dimensions indicating lesser performance of these banks in this dimensions of service quality. This is the part where banks need to work with the aim of improving customer perception of service quality. Bank employee those who specially have contact with customer need to be continuously trained with proper skill of providing caring and prompt service.

In 1980, the character of quality in business strategy has taken two significant steps. Firstly, many businesses have recognized a strategy driven by quality can lead to substantial market advantages. Secondly, the lines between quality strategy and generic business strategies have become blurred to the point where TQM principles are integrated into most businesses' normal business planning. Nowadays, integration of TQM into strategic business planning is the result of a natural evolution for most businesses. Total Quality Management, is a way by which management and employees can involve in the continuous improvement of the production of goods and services. It is also a combination of quality and management tools aimed at increasing business and reducing losses due to wasteful

Quality management systems play an important role in ensuring the effectiveness and perfection of products and services along with high standards of quality. Operations and quality management are just like the two sides of a same coin. Both these systems are critical in determining the accomplishment of organizational objectives and targets. According to the Quality Guru, Juran, the quality management consists of a trilogy of functions including, Planning, assurance and control of quality. But in addition to this trilogy, quality improvement is another major aspect of Quality and system management. Thee

The objective of this study is to examine quality management in business and to apply contemporary theory.

Abdullrahim (2010) in her dissertation titled “Service Quality of English Islamic Banks” used a qualitative focus groups research methodology as a primary data collection, which is closely related to the methodology I will propose to use in my study. Abdullrahim (2010) used a mixed methodology of qualitative (focus group) and quantitative (questionnaire) to conduct the study. A modified service quality model (SERVQUAL) was used to measure the quality of service in Islamic banks in the United Kingdom (UK). The quality service model can be described as a degree and direction of the difference between customer perception and customer expectation. The researcher stated that Islamic banking in the UK, “Britain has the most active and developed Islamic banking sector in the European Union and is leading the way for Islamic banking in the west” (Abdullrahim, 2010, p. 1). The researcher focused on Muslims in the UK and what are their perceptions and evaluation of service of the quality of Islamic banks in the UK. The researcher studied Islamic banks in England because there are millions of Muslims who lived in the UK and banks started to offer Sharia products (Abdullrahim, 2010; Hanlon, 2004).

Top management of BankMuscat is committed to the development and implementation of Quality Management System and continually improve its effectiveness by establishing quality policy, objectives and review of quality management system at planned intervals. Top-level management shall provide evidence of its commitment to the development and implementation of the quality management system and continually improve the effectiveness by: