Connect with us

BUSINESS

A GOOD WORK ENVIRONMENT: IN ACHIEVING QUALITY CUSTOMER SERVICE FROM EMPLOYEES

Published

1 year ago

on

A GOOD WORK ENVIRONMENT: IN ACHIEVING QUALITY CUSTOMER SERVICE FROM EMPLOYEES

A GOOD WORK ENVIRONMENT: IN ACHIEVING QUALITY CUSTOMER SERVICE FROM EMPLOYEES

INTRODUCTION

In order for employees to deliver great customer service, a positive work environment is essential. Employees that are satisfied, are more inclined to go above and beyond to satisfy the demands and expectations of customers. In this piece, the constituents of a work environment, the importance of a good one and how it contributes to quality customer service will be discussed.

 

MEANING AND PERSPECTIVE

The term work environment is used to describe the surrounding conditions in which an employee operates. The actual setting of the work place, such as the temperature of the office or the tools used, can make up the working environment. It is also connected to elements like work protocols or method of operations.

A work environment is the context, social dynamics and physical conditions in which an individual performs their job. It can have significant effects on employees’ health, relationships at work, performance, and morale.

A GOOD WORK ENVIRONMENT: IN ACHIEVING QUALITY CUSTOMER SERVICE FROM EMPLOYEES

A work environment is a combination of all the elements that can affect your day-to-day professional productivity and satisfaction, including when, where and how you work. As time, space, processes and people all contribute to a work environment, it’s not only office jobs that come with a work environment. All jobs, including those conducted remotely or from home, have a working environment.

 

While the term ‘customer service’ is the support an organization offers to customers, both before and after they buy and use their products or services, that helps them have an easy, enjoyable experience with the brand. Customer services involves people-first attitude, technical and critical solving, personal and professional skills. The term is often linked to the invention of the telephone by Alexander Graham Bell in 1876, but it has been in existence long before that.

 

ELEMENTS OF A WORK ENVIRONMENT

Here, are the main factors that contribute to a work environment and what they traditionally comprise:

  1. PHYSICAL ENVIRONMENT: The physical condition of a workplace is in important for employees to be able to work effectively. The size of the work area, the amount of space available for movement and the distance to the essential tools needed for performing of tasks are important components of a job’s physical environment.

Among the most important elements of your physical surroundings to think about are:

Size: The size of your workspace can affect whether you have everything you need to complete the task at hand while also having a big impact on how you feel at work. Consider the amount of room you have to move around, if all the equipment you need is close at hand, and whether the space is big enough to fit all of your staff members when assessing the size of your workspace.

Layout: While some indoor offices are open concept, others employ cubicles or other room dividers to create private areas. The design of a workplace may depend on the type of work. Depending on the sort of work, a workspace may have a different design. For instance, an open floor plan may be advantageous for a more collaborative setting, but separate offices or cubicles may be preferable for a profession that demands discretion.

Furnishings: Access to comfortable and adequate seating, clean workspaces and functional desks can ensure indoor workplaces remain efficient.

 

  1. COMPANY CULTURE: The company’s beliefs and how its goals align with that of the employees can be a substantial factor in their comfortability in the workplace. These are significant elements of a company’s culture:

 

Code of conduct: These documents serve as a guideline to employees when performing tasks as well as when interacting with coworkers, workplace leaders and external stakeholders. These guidelines are often found in an employee handbook.

Company mission statement: This is a set of values the company seeks to advance through its work. While these might not be discussed daily, they guide every task an employee does and each goal set.

 

  1. WORKING CONDITIONS: The following factors may affect parts of employees’ life outside of work and how in turn affects day-to-day encounter with customers:

Work-life balance: Depending on the position, business, and industry, different hours may be worked each week at different times.

Terms of employment: These terms may include if an employee’s stay in an organization is a temporary contract or permanent employment.

Workplace safety: Every firm is required to abide by national laws governing worker safety. To make sure that all employees are aware of and follow these standards, the corporation may post the rules in public places. This aspect of working conditions is further impacted by the proper use of equipment, accessibility to exits, emergency supplies, and first aid.

Healthy lifestyle: To promote their general well-being, some businesses may urge staff to exercise regularly and consume a healthy diet. They might also organize workplace activities that involve exercise.

 

TYPES OF WORK ENVIRONMENT

The mix of physical elements, corporate culture, and working circumstances can result in a variety of work environments. The age, industry, number, and sorts of employees, as well as the ideal environment the firm wants to foster, all influence what factors make for the finest kind of workplace.

  1. Realistic: This setting encourages physical activity and can suit more kinesthetic workers, commonly known as “doers.” People that thrive in this environment are frequently adept at and enjoy using tools and their hands. Engineering, maintenance, and construction are among the professions with realistic working conditions.
  2. Investigative: Critical thinking, exploration, and problem-solving are the foundation of this kind of atmosphere. In this setting, a significant portion of the task entails obtaining information, learning, studying it, and drawing conclusions. These workplaces are common in industries like healthcare, engineering, and technology, where “thinkers” can thrive.
  3. Creative: This setting fosters individual expression as well as experimentation and invention. Best for people who are considered “creators,” who flourish in more adaptable and emotional environments. Careers in areas like design, fine art, and performance are some of those that fit this type the best.
  4. Social: This kind of setting encourages interaction, support, recovery, and education among staff members. Education, social work, counseling, and nursing are professions that frequently offer social work contexts.
  5. Innovative: While communication is still a part of this workplace environment, it focuses more on helping others achieve their objectives. For those who enjoy competition and prefer to work in positions that include selling, persuasion, and debate, entrepreneurial situations are optimal. Real estate, politics, public service, and sales are a few professions with entrepreneurial work environments.

 

  1. Conventional: The foundation of this system is structure, predictability, and specificity. People who favor conventional settings do best in circumstances that promote dependability, practicality, and clarity of order. Such as those in finance, assistant positions and traditional office settings.

 

 

QUALITIES OF A GOOD WORK ENVIRONMENT

AND HOW IT CONTRIBUTES TO A QUALITY CUSTOMER SERVICE

A good work environment usually has several observable characteristics that spurs employees in how they carry out their duty to achieve high targeted customer service. These are qualities you can find in a good work environment:

  1. Employees engagement is fostered: Employee motivation is more likely to be high when they feel respected and recognized as individuals. Because motivated staff take pleasure in their profession and are ready to provide excellent experiences to customers, this drive results in superior customer service.
  2. Open communication and team work: Open communication and teamwork among employees are encouraged in a positive work environment. In order to guarantee that client complaints are treated quickly and effectively, collaboration and effective communication are crucial. The ability of coworkers to provide seamless and excellent customer service is improved when they assist one another and work as a team.
  3. Reduced stress levels for employees: Poor customer service can result from a high stress atmosphere that has a detrimental impact on employee morale and performance. When stress management strategies are implemented and work-life balance is encouraged, an organization’s employees may concentrate on providing outstanding service rather than feeling overworked.
  4. Recognition and rewards: Recognizing and rewarding employees for their contributions is a crucial component of a strong work environment. Employee motivation and confidence are increased when they feel appreciated and recognized for their efforts. These frequently foster a welcoming environment that motivates staff to strive for excellence in customer service.
  5. Effective leadership team: A solid leadership group that sets an example should be present in a positive work environment. putting an emphasis on the health of the workforce while highlighting the significance of providing excellent customer service. Employees who work for a company with good leadership and a supportive atmosphere are more likely to prioritize the needs of customers.
  6. Focus on innovation and training: Offering training and development opportunities not only enhances employees’ skill sets but also instills a sense of career progression and personal growth. Employees who feel supported in their career aspirations are likely to show dedication to their work and provide high-quality customer service.
  7. Employee autonomy and empowerment: When employees are trusted to make decisions and are given the authority to resolve customer issues independently within reasonable boundaries, it leads to faster problem-solving and enhances the overall customer experience. Empowered employees feel a sense of ownership and take responsibility for ensuring customer satisfaction.

 

 

CONCLUSION

In summary, a positive work environment is crucial to maintaining excellent customer service. Organizations can enable their staff to offer great customer service by fostering a welcoming, inclusive, and positive work environment. Employees are more inclined to go above and beyond to service consumers and develop enduring relationships when they feel appreciated and recognized. Therefore, investing in a positive work environment benefit everyone.

More from my site

Related Topics:
Continue Reading
Click to comment

Leave a Reply

Your email address will not be published. Required fields are marked *

BUSINESS

Adamawa Mortgage Bank Faces ₦10 Billion Lawsuit for Alleged Contract Breach with Wisdom Kwati Smart City

Published

3 weeks ago

on

By

Wisdom Kwati Smart City Ltd, a prominent property development firm based in Abuja, has launched a lawsuit against Adamawa Mortgage Bank Ltd, seeking ₦10 billion in damages. The legal action follows a breach in a joint venture agreement between the two parties for a 20.5-hectare property development in Sangere Village, Yola South, Adamawa State.

Adamawa Mortgage Bank Faces ₦10 Billion Lawsuit for Alleged Contract Breach with Wisdom Kwati Smart City

Adamawa Mortgage Bank Faces ₦10 Billion Lawsuit for Alleged Contract Breach with Wisdom Kwati Smart City

The joint venture was established to transform the Sangere property into a large-scale residential development, with work already underway and over 3.5 billion invested in the construction of over 200 housing units and on the estate’s infrastructures. However, tensions arose when Adamawa Mortgage Bank publicly withdrew from the agreement, and without appropriate notice or engagement with the firm, released a statement on The Cable newspaper on November 9, 2024. In its announcement, the bank warned prospective buyers, stating:

“This is to inform the general public that Adamawa Mortgage Bank Ltd is not selling its land at Sangere-Wisdom Kwati Smart City. Anyone buying land at the property does so at his own risk. Take further notice that the bank has withdrawn from the joint venture agreement with Wisdom Kwati Smart City. Thank you. Signed Management.”

Following this statement, Wisdom Kwati Smart City Ltd, led by Chairman Mr. Wisdom Kwati, filed for both an interlocutory and interim injunction. The lawsuit names both Adamawa Mortgage Bank Ltd and its Managing Director, Dr. Noris Giscard Stanley, as defendants, alleging breach of contract and reputational harm caused by the bank’s public renouncement.

On November 14, 2024, the High Court of Justice of Adamawa State issued an interim injunction, temporarily restraining the mortgage bank from further actions related to the property until a resolution is reached. The court has ordered the defendants to respond to the claims and appear before the court within 30 days of receiving the summons.

The implications of the contract dispute are significant, given the current stage of the project. According to representatives of Wisdom Kwati Smart City Ltd, the company has invested over ₦3.5 billion in construction and developmental costs on over 200 buildings currently under construction at the site, of which over 50 units are at the finishing level of construction, and infrastructural development that are well into the third phase of the company’s five-phase development plan.

Industry observers suggest that a swift resolution of the dispute would be in the best interests of both parties and their investors, who rely on the stability of the joint venture to secure their investments. The project, originally designed to develop 317 mixed housing units, is already well past its midpoint, making it highly unreasonable for a partner to withdraw at this stage.

Wisdom Kwati Smart City Ltd has expressed a commitment to seeing the project through to completion and ensuring that stakeholders are kept informed of any significant developments in the case. Despite the legal steps taken, the real estate company has reportedly made several attempts to resolve the matter through dialogue, but the bank has reportedly not been forthcoming.

More from my site

Continue Reading

BANKING

Afreximbank Acts as Joint Lead Manager on Ecobank Transnational Incorporated’s USD 400mn Senior Unsecured Note Issuance

Published

2 months ago

on

By

The proceeds of the note will fund general corporate purposes of the issuer, including refinancing of a USD350 million senior bridge-to-bond loan facility that was jointly coordinated by Afreximbank in March 2024.

African Export-Import Bank (“Afreximbank”) (www.Afreximbank.com) is pleased to announce that it has successfully acted as Joint Lead Manager and Bookrunner on a USD 400 million 10.125% Rule 144a/RegS senior unsecured note issuance by Ecobank Transnational Incorporated (“ETI”) due in October 2029.

The proceeds of the note will fund general corporate purposes of the issuer, including refinancing of a USD350 million senior bridge-to-bond loan facility that was jointly coordinated by Afreximbank in March 2024.

The note issuance achieved peak orderbook oversubscription of 2.1x, backed by more than 70 high-quality and diverse investors comprising development finance institutions, asset managers, commercial banks and insurance companies from Africa, the UK, USA, Europe and the Middle East.

Professor Benedict Oramah, President and Chairman of the Board of Directors of Afreximbank, commenting on the transaction, said: “We are pleased to have supported Ecobank Transnational Incorporated (“ETI”) in placing the first public Eurobond issuance by any Sub-Saharan African financial institution since 2021, following our bridge financing support earlier in the year. This transaction underscores Afreximbank’s capacity and readiness to structure innovative market access solutions for our pan-African banking partners.”

Afreximbank’s Advisory and Capital Markets (ACMA) department acted as Joint Lead Manager and Bookrunner on the issuance, working alongside international and African partners.

Distributed by APO Group on behalf of Afreximbank.

More from my site

Continue Reading

BUSINESS

Japan: African Development Bank Celebrates Three Decades of Japan-Backed Trust Fund

Published

2 months ago

on

By

Meeting with JIBC

Japan: African Development Bank Celebrates Three Decades of Japan-Backed Trust Fund

Over the past three decades, Japan has contributed JPY 5.3 billion ($ 37.4 million) to the PHRDG, supporting 107 projects, with 96 completed and 11 ongoing as of September 2024

The African Development Bank Group (www.AfDB.org) has celebrated the 30th anniversary of the Policy and Human Resource Development Grant (PHRDG), a bilateral trust fund created by Japan in 1994.The initiative has contributed significantly to the development of Africa’s human capital, supporting over 100 transformational projects across various sectors.

PRST at Keizai group

PRST at Keizai group

Presenting a commemorative publication on the trust fund at the Ministry of Finance in Tokyo on Wednesday, 16 October, Dr Akinwumi Adesina Adesina, African Development Bank Group President said the publication highlights three decades of successful collaboration and the impactful projects funded by the Policy and Human Resource Development Grant, as well as the critical role the grant has played in Africa’s socioeconomic development.

Over the past three decades, Japan has contributed JPY 5.3 billion ($ 37.4 million) to the PHRDG, supporting 107 projects, with 96 completed and 11 ongoing as of September 2024. In recent years, the trust fund has seen a notable increase in contributions, underscoring Japan’s renewed commitment to fostering a climate-smart, resilient, inclusive, and integrated Africa.

Japan’s Vice Minister of Finance for International Affairs, Atsushi Mimura, said he was pleased the country’s partnership with the African Development Bank Group was going well. He pledged continued support, particularly for the African Development Fund, the private sector, and Japanese and African start-ups

“We look forward to deepening Japan’s relationship with the African Development Bank,” he said.

Mimura described the African Development Bank Group’s partnership with the World Bank’s plan to bring electricity to 300 million Africans (Mission 300) as a powerful narrative that draws attention to the continent’s energy needs.

Adesina commended Japan for its strong support of the African Dev?

elopment Fund, noting that the Fund has delivered impressive results. He sought the country’s support on a wide range of issues, including the 17th general replenishment of the African Development Fund, Mission 300 (http://apo-opa.co/3YcTfy2), Special Drawing Rights, the private sector, and start-ups, among others.

“We thank the people of Japan for standing in solidarity with the people of Africa,” Adesina said.

Since its establishment, the PHRDG has been a vehicle for Japan to share its expertise and experience in human resource development, empowering Africans to lead the transformation of their societies and economies. The grant has supported a wide range of projects aligned with Japan and the African Development Bank Group’s shared objective of human capital development. Officials said the projects have laid the groundwork for accelerated economic growth in Africa.

In a foreword to the Policy and Human Resource Development Grant at 30 publication, Deputy Vice Minister of Finance for International Affairs Daiho Fujii, expressed Japan’s pride in celebrating the 30th anniversary of the PHRDG.

“Japan is leading the international community’s efforts to overcome global challenges, particularly those affecting vulnerable populations. Through the PHRDG, we provide technical cooperation to develop the human resources that will drive Africa’s socioeconomic transformation. Our partnership with the African Development Bank Group is key to realizing a more resilient and prosperous Africa.”

As the Policy and Human Resource Development Grant enters its fourth decade, the African Development Bank Group and Japan have expressed eagerness to expand their partnership. With six new projects in the 2024–2025 pipeline, including initiatives in higher education, debt management, and climate-smart agriculture, the trust fund remains a critical tool for delivering impact across Africa, officials said.

Both parties pledged to continue to work hand in hand to unlock the potential of Africa’s human capital, fostering innovation and economic development for generations to come.

Japan–Africa Dream Scholarship Program: Investing in the Future

Among the most impactful PHRDG-funded initiatives is the Japan-Africa Dream Scholarship Program (JADS), launched in 2017. This program aims to develop Africa’s human capital by offering scholarships to high-achieving African students for master’s studies in fields such as agriculture, development economics, energy, and public health. To date, the program has awarded scholarships to 23 students from 10 African countries, two-thirds of whom are women.

Graduates of the JADS program have gone on to make significant contributions to their home countries. Alumni include Mary Yeboah Asantewaa from Ghana, who now works at SORA Technology in Accra, leveraging drone technology to control infectious diseases, and Glory Sibale from Malawi, who joined Tokyo’s Taiyo-Yuka recycling company, focusing on sustainable agricultural project management.

As part of his mission to Japan, Adesina also met with Nobumitsu Hayashi, the Governor of the Japan Bank for International Cooperation, to expand collaboration in key areas, including agriculture, healthcare, energy access, support for youth entrepreneurs, critical minerals, and regional corridors.

Later Wednesday, Adesina met with the leadership of the Association of African Economic and Development Japan, where both parties discussed potential collaborations for impactful projects. He continued with meetings with Kanetsugu Mike, Chairman of Mitsubishi UFJ Financial Group, and Ken Shibuya, Co-Chairman of the Global South Africa Committee of Keizai Doyukai (Japan Association of Corporate Executives).

The African Development Bank president invited business leaders to the 2024 Africa Investment Forum to be held in Rabat in December. Adesina also hosted representatives of the African diplomatic corps, development partners, and the private and public sectors, where they discussed leveraging co-creative relationships with Japanese companies and institutions.

Distributed by APO Group on behalf of African Development Bank Group (AfDB).

 

More from my site

Continue Reading

Trending