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The Problem and Its Background: STI-College Global City Senior High School
The Problem and Its Background: STI-College Global City Senior High School
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Chapter 1
Introduction
can transfer energy in ways that allow us to accomplish common chores.[1] Its
best-known form is the flow of electrons through conductors such as copper wires.
are not the same thing - electricity is a transmission medium for electrical energy,
like sea water is a transmission medium for wave energy. An item which allows
electricity to move through it is called a conductor. Copper wires and other metal
items are good conductors, allowing electricity to move through them and transmit
electrical energy. Plastic is a bad conductor, also called an insulator, which does
not allow much electricity to move through it so will stop transmission of electrical
energy.
machines and electrical devices. When electrical charges are not moving,
electricity is called static electricity. When the charges are moving they are an
form of good conductor as it has impurities like salt in it. Since the nineteenth
century, electricity has been used in every part of our lives. Until then, it was just a
The idea of perpetual motion machine appears for the first time in the east
and to be exact in the 12th century A.D in India. In ancient Greece and in Rome,
but also during the later Antiquity it hasn’t been reported a perpetual motion
machine not even as a theoretical version. In the bibliography of Middle Ages and
renaissance the perpetual motion machines are reffered as: Perpetuum mobile
scientific consensus that perpetual motion in an isolated system violates either the
first law of thermodynamics, the second law of thermodynamics, or both. The first
second law can be phrased in several different ways, the most intuitive of which is
that heat flows spontaneously from hotter to colder places; relevant here is that
the law observes that in every macroscopic process, there is friction or something
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close to it; another statement is that no heat engine (an engine which produces
work while moving heat from a high temperature to a low temperature) can be
more efficient than a Carnot heat engine operating between the same two
temperatures. A perpetual motion machine of the first kind produces work without
the input of energy. It thus violates the first law of thermodynamics: the law of
conservation of energy.
converts thermal energy into mechanical work. When the thermal energy is
equivalent to the work done, this does not violate the law of conservation of
energy. However, it does violate the more subtle second law of thermodynamics
(see also entropy). The signature of a perpetual motion machine of the second
kind is that there is only one heat reservoir involved, which is being spontaneously
heat into useful work, without any side effect, is impossible, according to the
A perpetual motion machine of the third kind is usually (but not always) [self-
published source] defined as one that completely eliminates friction and other
dissipative forces, to maintain motion forever (due to its mass inertia). (Third in
this case refers solely to the position in the above classification scheme, not the
Many ideas that continue to appear today were stated as early as 1670 by John
Wilkins, Bishop of Chester and an official of the Royal Society. He outlined three
without any apparent energy source has long appealed to inventors. One of the
earliest examples of a magnetic motor was proposed by Wilkins and has been
widely copied since: it consists of a ramp with a magnet at the top, which pulled a
metal ball up the ramp. Near the magnet was a small hole that was supposed to
allow the ball to drop under the ramp and return to the bottom, where a flap
allowed it to return to the top again. The device simply could not work. Faced with
this problem, more modern versions typically use a series of ramps and magnets,
positioned so the ball is to be handed off from one magnet to another as it moves.
producing kinetic energy as it falls) one has to put energy in (for instance, by lifting
the object up), and some energy is always dissipated in the process. A typical
12th century, whose key idea is itself a recurring theme, often called the
overbalanced wheel: moving weights are attached to a wheel in such a way that
they fall to a position further from the wheel's center for one half of the wheel's
rotation, and closer to the center for the other half. Since weights further from the
center apply a greater torque, it was thought that the wheel would rotate for ever.
However, since the side with weights further from the center has fewer weights
than the other side, at that moment, the torque is balanced and perpetual
This is done in a vacuum to eliminate air friction and friction from an axle. The
levitated object is then free to rotate around its center of gravity without
interference. However, this machine has no practical purpose because the rotated
object cannot do any work as work requires the levitated object to cause motion in
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other objects, bringing friction into the problem. Furthermore, a perfect vacuum is
an unattainable goal since both the container and the object itself would slowly
Theoretical Framework
This study is anchored on the Customer Service Skills Model (2013) which
These skills are the typical ones that drive excellent customer service. An
organization primarily deals with customers start to finish, should embody these
part of any facet of industry and it defines the future of any organization. The rapid
Conceptual Framework
INPUT
The customer service PROCES
skills of the sales
representative as
S
assessed by two Administration of
researcher-made
groups of respondents
survey questionnaires
classified as sales
representatives itself Use of statistical tools
and their supervisors. and treatment
Analysis and
Interpretation
OUTPUT
Employee
Training
Program
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the flow of this study. The Input Box contains the study variables- Profile of the
This study also determined the customer service skills of the sales
representatives itself and their supervisors. These make up the Input Box.
The Process Box explains how the gathered data are processed-
data, and use of statistical tools and techniques. And finally, the Output Box
engages how these data were used to provide an enhanced employee training
program.
representatives.
1.1. age;
1.2. gender;
2. How do the two groups of respondents assess the customer service skills of
3. How significant are the differences in the assessments of the two groups of
Hypothesis
our electricity bills. This product can create Energy, or so we called, Electrical
energy, for it uses a ‘DC motor’. We decided to Re-create this product and
improve it. This product (Perpetual Motion Generator) can give free electricity to
the people. Though it may seem that it is impossible , it creates free energy that
will last a very long time. The product has no energy source. Though this product
the entropy of any isolated system always increases” . Products like this are
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impossible but we aim to test it out and succeed it. Imagine building a life size
Perpetual motion generator, it can replace the wind mills . It can power a whole
town when it is fast enough. The greater the speed , the greater the voltage. The
provide guidelines to the company on how they can improve customer service
specifically for the sales representative. This will also serve as a tool to test the
long-term plan across with respect to an improved pre and post customer
satisfaction strategies.
Business Entities. This study will serve as a reference for all business
interaction. This will also help companies in training their employees especially
practitioners in dealing with different types of customers the best way possible.
They will be able to carry out the expected output of their profession through the
transactions.
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Future Researchers. This study will provide baseline information that
could be beneficial in the future research for students who desire to conduct a
study of similar topic. The result may serve as a related study to connect the gap
that may left unresolved. While this particular study may have certain
Definition of Terms
service or product.
employees that make sure customers are happy and satisfied. If customers are
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not happy and satisfied with the service they receive, they will go to another
Chapter 2
The following literature and studies, both foreign and local, focused on the
supported, gave credence, and corroborated with the variables mentioned and
Foreign Literature
Foreign Studies
mathematician bhaskara II in 1150 The machine rotates at full speed because the
mercury is at the one side of the wheel nearer the axis and farther from the other
side. Which rotates the wheel, thus produced rotary motion. The energy produced
by the perpetual motion of uniformly. Hence, we may tap the energy from the
using Perpetual Motion Machines (PMM) are usually discounted by the scientific
Law of Conservation of Energy. However for the scientifically inquisitive mind, the
urge to distill reasons which make some systems appear as PMMs, remains a
the author, whose designer claimed that his system can provide „free energy‟.
motion machine name as a Tesla Device which rotates on the basis of magnets.
Tesla use the repulsion power of the magnets for rotation of the wheel. Rotary
element has compounded by the stationary casing .Most advantage of this device
is that it rotates continuously till external casing has removed. This stationary
casing and rotating element consist of a magnet which repulse and rotor has
rotates. It requires fix size for its working and rotates vertically. vertical direction
makes it slow and inefficient to rotate with carrying the load of another instrument.
American Stanley Allen Meyer (August 24, 1940 – March 21, 1998). He claimed
that an automobile retrofitted with the device could use water as fuel as a
substitute of gasoline. The fuel cell supposedly split water into its component
elements, hydrogen and oxygen. The hydrogen was then burned to generate
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energy, a process that reconstituted the water molecules. According to Meyer, the
device required less energy to perform electrolysis than the minimum energy
as specified, it would violate both the first and second laws of thermodynamics,
“Water Fuel Cell” and the car that it powered were found to be fraudulent by an
Local Literature
adversity quotient and performance level measured by the 360-degree feedback system
among selected middle managers in the different departments of the City of Manila.
Specifically, the researcher tested if there was a significant relationship between the
respondents’ profile variables such as age, gender, civil status, and length of service on the
adversity quotient and performance level revealed by the 330-degree feedback system.
Likewise, differences among the ratings given by the different raters of the 360-degree
Specific Weapon and Tactics (SWAT) Police Manila. The Findings of the study led
the researcher to come up with the following conclusions: 1) Most of the Special
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Weapons and Tactics Police (SWAT) Police of Manila are in the adulthood level in
human development, are middle-born children, are from average family size, and
are from middle class families. Additionally, majority the SWAT respondents were
on the Police Officer ranks and have been in the Police Service for eleven to
Quotient characterized by being able to significantly navigate life, and thus may
Moreover, the SWAT respondents were found to have average level of the
Endurance. This signifies that most of our SWAT Police are competent and
addition, the respondents were found to have an above average level of General
This implies that other factors should be considered in developing one’s level of
However, factors like birth order, social experiences, and age might have
of the respondents signifies that certain personality traits do not influence the
However, Trait Ascendance and Trait Sociability are factors to look into in terms of
personality types of the possible Police candidate, will help the recruitment and
selection unit of SWAT in identifying the right person for the SWAT job. This could
Other related study is by Antwi (2014), the central problem of his study was
workers to the job performance and motivation. The study is focused on the
To get the factual information from the respondents and to determine the
and motivation, data were gathered using questionnaire. Based on the hypothesis
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and the findings of this study, it can be concluded that job satisfaction,
than extrinsic reward. This is because workers were found not to be so dependent
on the rewards offered by the institution, but on their ability to reward themselves.
Age, gender, marital status and work category makes a significant difference in
job performance. Those who tend to perform better are older, male, married and
faculty respondents. The male faculty is the ones who are motivated. Those who
are likely to perform well in the job are the ones who are satisfied, involved,
faculty, male, and have the ability to reward themselves, by having a sense an
The study of De La Cruz (2013) aims to determine the job performance and
job satisfaction of PNP personnel. This study also aims to establish some
personality factor, the educational background and experience correlates with job
performance and job satisfaction. This study was based on the premise that the
factors that contribute to job performance and job satisfaction are educational
interpersonal relationships.
This study focused on the job satisfaction and performance of the police
officers. The scope of the study was the job satisfaction of PNP officers and their
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correlates. The study was limited to the police officers of 29 municipalities and 3
cities of Nueva Ecija. The study was limited to the calendar year 1997-1998. The
study was also limited to the descriptive method of research and the instruments
used. All the instruments used in the study were presented to the thesis
The instruments used in the study, namely emotional maturity scale and
dry-run. Fifty police officers who were not part of the sample were used in the dry-
run to determine the reliability of the instrument. The results of this dry-run were
used to improve the final draft of the instrument. The other instruments used
which had been adapted from the studies were not subjected to a dry-run
anymore since they were already found to be reliable and valid. Based on the
findings at the study, the following conclusions are made: Majority of the police
officers are college graduates, with long years of experience as police officers,
and had been in their present rank for a number of years. Majority of police
officers are satisfied with their job. Most of the police officers have a job
present rank, work attitude, emotional maturity, social maturity and interpersonal
relationship.
Local Studies
(Ibanez et al., 2010). Tulli et al. (2007), for example, argued that companies still
customers tend to focus on the relational processes with their suppliers. Often,
As a result, companies are not only extending their total offering towards
solutions; they are also jeopardizing their existing organizational structures. In this
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context, jeopardizing means that companies are looking for more service-focused
capital goods manufacturer should integrate or separate its product and service
organizations depends on the service strategy the company has chosen to use in
resources, etc.) associated with single strategic business units (SBUs), rather
than having the change take place at the overall level of the organization (Auguste
et al., 2016).
organizational structures, they are rarely linked to each other. Given the
structure, there is a clear need for systematic research into the common patterns
that underlie the organizational changes. Against this background, this article
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focuses on three primary objectives. Firstly, it looks for common patterns in the
As explained at the start of this paper, the study makes three main
contributions to the existing research. Firstly, the descriptions of the four patterns
orientation.
service management functions within product SBUs. Although the finding of the
study of Pagalunan (2015) could not be fully supported by the second part of their
argumentation that these newly created units had a dedicated sales force. In the
Specific sales channels and forces for services are only established for pattern 2,
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with a distinctive service SBU. In addition, the findings for patterns 1 and 2
collaboration across organizational functions that are responsible for products and
services.
through customer-focused SBUs, the needs of many smaller customers can often
be met adequately through product and service SBUs. Thirdly, and most
importantly, the findings link the relatively independent discussions of service and
increased customer and service focuses within their organizational structures. The
results suggest that managers and researchers should consider that movements
Zarate (2016) stated that there are simple structural changes in the
change can alter cultural values, personal values, attitudes and feelings of
individuals within the work environment. Work changes operate through each
Synthesis
emphasized in Spreng (2016) that the same is essential to Customer loyalty and
satisfaction that proved to be the major determinant for long term survival and
provided by Anderson et. al. (2013) who states that companies need to develop
the component of human interaction in the service delivery that consists of human
behavior and attitudes. The foregoing findings engages Looy et al (2013) who
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emphasizes that customers are not one dimensional in judgment, because a lot of
and high pressure without becoming stressed. Resilient people are the one you
can count on to come through when the stakes are high. Resilient people respond
resourcefully to change. Rather than fight change and hang on to old, outdated
ways, they respond to change with confidence and flexibility. This is typically the
quality of resilient people think of when they hear the term. The more resilient
people are, the more quickly they’re able to recover from a setback, make the
best of the new situation, and become a “new and improved” version of
Finally, the ability of the employee to deal with the customer’s emotional
RESEARCH METHODOLOGY
This chapter discusses the methods and procedures used in this study, the
procedure of how the study is investigated; tools use to gather the data as well as
program.
current situation and may help to uncover new facts and meaning through
(Polit & Hungler 1999). This involves the collection of data that will provide an
Table 1
Sales
Supervisors Representatives
Category Frequency Percent Frequency Percent
26 to 30 0 - 5 16.7
31 to 35 0 - 3 10.0
36 to 40 0 - 19 63.3
41 to 45 10 55.6 2 6.7
46 and above 8 44.4 1 3.3
Total 18 100.0 30 100.0
The Table above enumerates the age of the two groups of respondents.
Most (f= 10, 55.6 percent) of the supervisor- respondents are already in their early
40’s (between 41 and 45 years old), while the others (f= 8, 44.4 percent) are
already seniors (46 years old and above). On the other hand, majority (f= 19, 63.3
percent) are in their late 30’s (between 36 and 40 years old), and few (f= 5, 16.7
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percent) are still young or those within the 26 and 30 year- old bracket. This data
infers that the employees are just in the right age and position like other business
industries.
Table 2
Sales
Supervisors Representatives
Category Frequency Percent Frequency Percent
Male 5 27.8 7 23.3
Female 13 72.2 23 76.7
Total 18 100.0 30 100.0
representatives) females. This data proves that females are most preferred in jobs
that require interaction with the clients/ customers; as females are thought to be
Table 3
Sales
Supervisors Representatives
Category Frequency Percent Frequency Percent
technical/
vocational 0 - 5 16.7
bachelor’s 3 16.7 22 73.3
master’s degree 15 83.3 3 10.0
Total 18 100.0 30 100.0
foregoing table. Almost all (f= 15, 83.3 percent) of the supervisor- respondents
that Arrow, Limited has high regard for education that may be reflected in their
Table 4
Sales
Supervisors Representatives
Category Frequency Percent Frequency Percent
frontline 4 22.2 22 73.3
support 12 66.7 5 16.7
after- sales 2 11.1 3 10.0
Total 18 100.0 30 100.0
Service Department of Arrow, Limited. A substantial number (f= 12, 66.7 percent)
of the supervisor- respondents are assigned as Support; four (f= 4, 22.2 percent)
are supervising the Frontline operations, and two or 11.1 percent are taking- care
of the After- Sales. The sales representative- respondents however, are mostly (f=
22, 73.3 percent) are in the Frontline office of the Customer Service Department
of Arrow, Limited, while a few (f= 5 and 3; 16.7 and 10.0 percent) are assigned in
Support and After- Sales. This infers that the Customer Service Department of the
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company invests heavily in frontline service or ensuring the best experience for
their clients.
Table 5
Sales
Supervisors Representatives
Category Frequency Percent Frequency Percent
2 to 4 years 0 - 3 10.0
5 to 7 years 0 - 15 50.0
8 to 10 years 3 16.7 12 40.0
11 years and
above 15 83.3 0 -
Total 18 100.0 30 100.0
Table 5 engages the Length of Service of the respondents. Majority (f= 15,
83.3 percent) of the supervisor- respondents have been working with Arrow,
Limited for more than 11 years; while three or 16.7 percent for more than 8 but
less than 10 years. The sales representative- respondents on the other hand, are
mostly 5 to 7 years’ (f= 15, 50.0 percent) length of service; while a substantial
number (f=12, 40.0 percent) for at least 8 to 10 years. This information indicates
Sampling Technique
that have one or more characteristics in common that are of interest to the
research study and to which the results would apply (Cardwell 1999: 179). Thus,
the population is the group to which the researcher would like to make references.
population and the objective of the study. This type of sampling can be very useful
in situations when you need to reach a targeted sample quickly, and where
sampling for proportionality is not the main concern. Purposive sampling method
may prove to be effective when only limited numbers of people can serve as
primary data sources due to the nature of research design and aims and
objectives.
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Instrumentation
respondents that are deemed necessary. The parts in the said instrument
the said department. Afterwards, the gathered data were organized, tallied,
statistical tools used in the study through the Statistical Package for Social
Percentage (%). This tool was used to find out the part of the whole
formula was used to determine the same based on the variables determined.
Where:
f = Frequency
N = Total Population
100 = constant
Weighted Mean (WM). This was used to determine the Customer Service
Skills of the Sales Representatives at Arrow, Limited. The Weighted Mean was
TWF
WM = -------------------------
Where:
WM = Weighted Mean
TWF = Total Weighted Frequency
N = Total Population
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examines whether two samples are different and is commonly used when the
variances of two normal distributions are unknown. This test determined the
Where:
𝑥̅ 1 = mean of sample 1
𝑥̅ 2 = mean of sample 2
n1 = number of subjects in sample 2
s12 = variance of sample 1
s22 = variance of sample 2
Arrow Electronics Asia- Singapore, a four-point Likert scale were used that
determined the perception of the two groups of respondents. The following rating
Chapter 4
the customer service skills of the sales representatives at Arrow Electronics Asia-
Table 6
Customer Service Skills of the Sales Representatives in terms of Customer
Focus
Sales
Supervisors
Indicator Reps. TWM VI
WM VI WM VI
The Sales Representative…
shows strong commitment to provide our customers
1 M S M
with excellent service. 2.52 3.67 3.10
believes that our customers are important to us, our
2 M S M
department, our agency, and the State in general. 2.58 3.27 2.93
feels that we know and understand what excellent
3 M M M
customer service is. 2.90 2.89 2.90
has a good understanding of what our customers expect
4 M M M
and require 2.67 3.00 2.84
believes that their job providing customer service is
5 M M M
very important, and they understand why. 2.54 3.25 2.90
understands that they are the primary person who will
6 be working with the customers to solve their problem or M M M
2.89 2.57 2.73
answer their questions.
believes that they are members of a team of
7 representatives in their unit who work together on M M M
2.99 2.98 2.99
behalf of our customers.
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knows that the company has a process in place in the
8 event that they don’t have an answer or ready solution, IO IO IO
2.40 2.43 2.42
and they’ll use it.
sees that they are responsible to see that our
9 customers' issues or problems are addressed whether IO M M
2.46 2.69 2.58
or not they are the one with the answer.
wants to deal with our customers' issues correctly the
10 M M M
first time they deal with them. 2.55 2.59 2.57
M M M
Overall Mean 2.65 2.93 2.79
Legend: 3.26- 4.00= Strong (S); 2.51- 3.25= Moderate (M); 1.76- 2.50= Improvement Opportunity (IO); 1.00- 1.75= Not
Applicable (NA); WM= Weighted Mean; VI= Verbal Interpretation
Table 6 discusses the Customer Service Skills of the Sales
believing that they are members of a team of representatives in their unit who
work together on behalf of our customers (WM= 2.99), feeling that they know and
that they are the primary person who will be working with the customers to solve
their problem or answer their questions (WM= 2.89). However, the sales
responsible to see that our customers' issues or problems are addressed whether
or not they are the one with the answer (WM= 2.46), and has a process in place
in the event that they don’t have an answer or ready solution, and they’ll use it
(WM= 2.40).
provided answers by Anderson et. al. (2013) who states that companies need to
‘Moderate’ in Customer Service Skills, owing to the overall mean of 2.93. Among
provide our customers with excellent service (WM= 3.67), and in believing that our
customers are important to us, our department, our agency, and the State in
general (WM= 3.27). On the other hand, the items that need further ‘Improvement
Opportunity’ is in the area of knowing that the company has a process in place in
the event that they don’t have an answer or ready solution, and they’ll use it
companies offer important reference materials for the employees. The goal of
which is to ensure that customer needs are met and issues/ problems addressed.
Table 7
Customer Service Skills of the Sales Representatives in terms of Personal
Characteristics
Sales
Supervisors TWM VI
Indicator Reps.
WM VI WM VI
S S S
Overall Mean 3.44 3.56 3.50
Legend: 3.26- 4.00= Strong (S); 2.51- 3.25= Moderate (M); 1.76- 2.50= Improvement Opportunity (IO); 1.00- 1.75= Not
Applicable (NA); WM= Weighted Mean; VI= Verbal Interpretation
Characteristics. This means that the sales representative- respondents are Strong
as to applying high ethical standards as they fulfil their job roles and functions
(WM= 2.90), and acting confident in their abilities to do their job and in their
interactions with our customers and co-workers (WM= 3.89). However, the sales
customers, even when their actions are difficult to handle (WM= 2.55), and in
showing respect for our customers and our co-workers (WM= 3.00), as among the
the component of human interaction in the service delivery that consists of human
behavior and attitudes. The foregoing findings engages Looy et al (2013) who
emphasizes that customers are not one dimensional in judgment, because a lot of
integrates that the employees are able to manage the stress of their job well, even
when things get tough (WM= 3.97), and acting confident in their abilities to do
their job and in their interactions with our customers and co-workers (WM= 3.90).
pressure without becoming stressed. Resilient people are the one you can count
on to come through when the stakes are high. Resilient people respond
resourcefully to change. Rather than fight change and hang on to old, outdated
ways, they respond to change with confidence and flexibility. This is typically the
quality of resilient people think of when they hear the term. The more resilient
people are, the more quickly they’re able to recover from a setback, make the
best of the new situation, and become a “new and improved” version of
Table 8
Customer Service Skills of the Sales Representatives in terms of Customer
Service Challenges
Sales
Supervisors
Indicator Reps. TWM VI
WM VI WM VI
views every customer as a unique
1 individual with a need to fulfil, problem to S S S
3.59 3.75
solve, or an issue to address. 3.90
Discovers effectively and try to understand
2 M S S
their customer's point of view. 3.08 3.60 3.34
knows how to recognize the signs of
3 emotional communication (anger, fear, S S S
3.50 3.59
guilt, etc.). 3.67
knows ways to diffuse a customer's
4 emotional "charge" and move the M M M
3.04 3.07
interaction to a problem-solving process. 3.09
does not add to an emotional interaction by
5 S S S
reacting emotionally to it themselves. 3.48 3.57 3.53
knows that some of their customers have
difficulty with the issues or problems they
6 present to them and prepares themselves S S S
3.45 3.40
to handle the stress associated with tough
interactions. 3.34
focuses on the results they can achieve by
solving their customer's difficult problems
7 S S S
and keep these goals firmly in front of them 3.90 3.91
at all times. 3.91
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does not use judgmental or blaming
8 behavior when they interact with customers S S S
3.50 3.58
who are experiencing difficulties. 3.65
recognizes and knows what to do when
they encounter customers who create
difficult circumstances, such as dishonest
9 M M M
interactions, abusive behavior, and 3.05 3.07
defensive/attacking verbal and nonverbal
communication. 3.09
recognizes and knows what to do when
they encounter customers who have
special needs including the elderly, the
10 S S S
disabled, customers from different cultures, 3.97 3.94
and people who speak English as a second
language or don't speak English at all. 3.90
S S S
Overall Mean 3.46 3.57 3.51
Legend: 3.26- 4.00= Strong (S); 2.51- 3.25= Moderate (M); 1.76- 2.50= Improvement Opportunity (IO); 1.00- 1.75= Not
Applicable (NA); WM= Weighted Mean; VI= Verbal Interpretation
Table 8 indulges the Customer Service Skills of the Sales Representatives
respondents, the overall mean of 3.46, rated as Strong, leads to the sales
encounter customers who have special needs including the elderly, the disabled,
customers from different cultures, and people who speak English as a second
language or don't speak English at all (WM= 3.97), and focusing on the results
they can achieve by solving their customer's difficult problems and keep these
goals firmly in front of them at all times (WM= 3.90). Both this ‘Strong’ points were
Table 9
Summary of Customer Service Skills of Sales Representatives
Sales
Indicator Supervisors Reps. TWM VI
WM VI WM VI
Customer Focus 2.65 M 2.93 M 2.79 M
Personal Characteristics 3.44 S 3.56 S 3.50 S
Customer Service Challenges 3.46 S 3.57 S 3.51 S
Characteristics with 3.44; both rated as ‘Strong’; and ‘Moderate’ with 2.65 as to
Customer Focus.
2.93).
Table 10
Differences in the Assessments of the Grouped Respondents on the
Customer Service Skills of the Sales Representatives
t- P-
Indicator value Value Decision Remarks
Customer Focus -2.06 0.0459 Reject Ho Significant
Personal Characteristics -0.62 0.5407 Accept Ho Not Significant
Customer Service
Challenges -0.81 0.4262 Accept Ho Not Significant
Customer Focus’ t-value of -2.06 with a computed P-value of 0.0459 lesser than
the Probability Value at 0.05 leads to reject the null hypothesis that there is no
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significant difference. In other words, the supervisors are one in pronouncing that
potential in fully understanding the needs of the customers. On the other hand,
Rationale:
which inform the way one operate in working life. The skills are a natural
training program equips the Customer Service employee in better serving their
Chapter 5
RECOMMENDATION
Summary
and managers. The results will be made integral in providing an employee training
null hypothesis that there is no significant difference in the assessments of the two
was tested.
effectively measures the skills of the said target respondents. The frequency,
percentage, weighted mean, and the T-Test of Two (2) Independent Samples.
Findings
behalf of our customers (WM= 2.99), feeling that they know and
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understand what excellent customer service is (WM= 2.90), and
understanding that they are the primary person who will be working with
the customers to solve their problem or answer their questions (WM= 2.89).
terms of seeing that they are responsible to see that our customers' issues
or problems are addressed whether or not they are the one with the answer
(WM= 2.46), and knowing that the company has a process in place in the
event that they don’t have an answer or ready solution, and they’ll use it
(WM= 2.40).
and in believing that our customers are important to us, our department,
our agency, and the State in general (WM= 3.27). On the other hand, the
that the company has a process in place in the event that they don’t have
an answer or ready solution, and they’ll use it (WM= 2.43). In this case,
reference materials for the employees. The goal of which is to ensure that
customer needs are met and issues/ problems addressed. This in turn
standards as they fulfil their job roles and functions (WM= 2.90), and acting
confident in their abilities to do their job and in their interactions with our
our customers, even when their actions are difficult to handle (WM= 2.55),
and in showing respect for our customers and our co-workers (WM= 3.00),
integrates that the employees are able to manage the stress of their job
well, even when things get tough (WM= 3.97), and acting confident in their
abilities to do their job and in their interactions with our customers and co-
Service Challenges’ the overall mean of 3.46, rated as Strong, leads to the
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sales representatives’ abilities in recognizing and knowing what to do when
they encounter customers who have special needs including the elderly,
the disabled, customers from different cultures, and people who speak
and focusing on the results they can achieve by solving their customer's
difficult problems and keep these goals firmly in front of them at all times
(WM= 3.90). Both this ‘Strong’ points were agreed by the sales
verbal and nonverbal communication (WM= 3.05), as among the items that
need to be improved.
lesser than the Probability Value at 0.05 leads to reject the null hypothesis
needs of the customers. On the other hand, the two other indicators-
null hypothesis.
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Conclusions
sales representatives’ as ‘Moderate’. This means that believe that they are
our customers, feels that they know and understand what excellent customer
service is, and understands that they are the primary person who will be working
with the customers to solve their problem or answer their questions. However, the
they are responsible to see that our customers' issues or problems are addressed
whether or not they are the one with the answer, and knowing that the company
has a process in place in the event that they don’t have an answer or ready
their ability to show strong commitment to provide our customers with excellent
service, and in believing that our customers are important to us, our department,
our agency, and the State in general. On the other hand, the items that need
further ‘Improvement Opportunity’ is in the area of knowing that the company has
a process in place in the event that they don’t have an answer or ready solution,
and they’ll use it. In this case, standard operating procedures established by
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companies offer important reference materials for the employees. The goal of
which is to ensure that customer needs are met and issues/ problems addressed.
they fulfil their job roles and functions, and acting confident in their abilities to do
their job and in their interactions with our customers and co-workers. However,
with our customers, even when their actions are difficult to handle, and in showing
respect for our customers and our co-workers, as among the weak points, which
difficulties.
Characteristics as Strong. This information integrates that the employees are able
to manage the stress of their job well, even when things get tough, and acting
confident in their abilities to do their job and in their interactions with our
Service Challenges’ were rated as Strong. This leads to the sales representatives’
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abilities in recognizing and knowing what to do when they encounter customers
who have special needs including the elderly, the disabled, customers from
different cultures, and people who speak English as a second language or don't
speak English at all, and focusing on the results they can achieve by solving their
customer's difficult problems and keep these goals firmly in front of them at all
times. Both this ‘Strong’ points were agreed by the sales representative-
respondents themselves.
Customer Focus.
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On the other hand, the sales representative- respondents agree that
Focus is significant. This infers that the supervisors are one in pronouncing that
potential in fully understanding the needs of the customers. On the other hand,
Recommendations
REFERENCES
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http://www.ehow.com
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APPENDICES
RESEARCH INSTRUMENT
Gender :
____ male _____ female
Educational Background :
____ bachelor’s ______ master’s degree _____doctorate
____ technical/ vocational ______ others______________ (pls. specify)
Job classification :
____ frontline ______ support ______ after- sales
____ others ____________________ (pls. specify)
Length of Service :
____ 1 year and below ______ 2 to 4 years ______ 5 to 7 years
____ 8 to 10 years ______ 11 years and above
S = Strong. This describes the sales representative possessing the all the
skill or most of the time.
M = Moderate. This describes the sales representative to be possessing the
skill partly or some of the time.
I = Improvement opportunity. This describes the sales representative as
possessing the skill very little or not at all.
N/A = Not applicable to the sales representative at this time.
Customer Focus
The Sales Representative… S M I N/A
1. shows strong commitment to provide our customers with excellent
service.
2. believes that our customers are important to us, our department,
our agency, and the State in general.
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3. feels that we know and understand what excellent customer
service is.
4. has a good understanding of what our customers expect and
require.
5. believes that their job providing customer service is very
important, and they understand why.
6. understands that they are the primary person who will be working
with the customers to solve their problem or answer their
questions.
7. believes that they are members of a team of representatives in their
unit who work together on behalf of our customers.
8. knows that the company has a process in place in the event that
they don’t have an answer or ready solution, and they’ll use it.
9. sees that they are responsible to see that our customers' issues or
problems are addressed whether or not they are the one with the
answer.
10. wants to deal with our customers' issues correctly the first time
they deal with them.
Personal Characteristics
The Sales Representative… S M I N/A
1. has patience with our customers, even when their actions are
difficult to handle.
2. shows respect for our customers and our co-workers.
6. Shows efficiency in all aspects of their job and handle their time
very well.
7. applies high ethical standards as they fulfil their job roles and
functions.