Investigating the impact

of staff training and

development on customer
service
standard level in Sri
Lanka Telecom PLC
Investigating the impact
of staff training and
development on customer
service
standard level in Sri
Lanka Telecom PLC
1
Investigating the impact of employee training and development on
customer service level standard in Sri Lanka Telecom PLC.

By

Mr. Iyoob Aizhan Rumy

(436111644)

Project Proposal
Module GDM 405
Business Research Methods
11th June 2017

2
Table of Contents
1.0 Introduction........................................................................................................................4

1.1 Project Rationale and Significance........................................................................................................4

1.2 Organization Background......................................................................................................................4
1.3 Current Situation...................................................................................................................................5
1.4 Academic aim........................................................................................................................................6
1.5 Academic objectives……………………………………………………………………………………………………………………7

2.0 Initial Literature Review...................................................................................................7

2.1 Employee training and developemnt .....................................................................................................7
2.2 Customer service level standard............................................................................................................8
2.3 The impact of epmloyee training and developnet on customer service level standard...........................9
3.0 Proposed Methodology....................................................................................................10
3.1 Introduction to research.......................................................................................................................10
3.2 Research methodology.........................................................................................................................10
3.3 Research strategy.................................................................................................................................11
3.4 Population and sampling......................................................................................................................11
3.5 Data Collection....................................................................................................................................12
3.6 Ethical Approach……………………………………………………………………………..…12

4.0 References.........................................................................................................................13
5.0 Appendix...........................................................................................................................20

3
1.0 List of Figures

1.1 Sri Lanka telecom’s past five years revenue diagram…………………………………….5

1.2 Sri Lanka Telecome PLC current and past five years preformance in rupees million…...6

4
1.0 Introduction
1.1 Project rational and significance

O’con (2000) states that job training is most successful when basic skills and knowledge are
determinedly established. When supplemented with short and intensive classroom
instruction, this training method can be a model of effectiveness and efficiency. John (2009)
points out that a newssheet should be developed to boast of customer service success so that
the idea of service is constantly in front of everyone.

1.2 Background of the company

Mobile phone network service has shown tremendous growth in the telecommunication
industry. This is due to the advancing technology in research and development. From smart
phones to smart watches and wireless headsets to wireless charges, this industry has over 1.7
billion subscribers worldwide which are approximately 80% of the world population Irfan et
al. (2016). Sri Lanka telecom PLC better known as SLT is one of the most valuable blue chip
companies of the country with a market capitalization of LKR 84 billion as at 31 st December
2015 (Sri Lanka Telecom, 2017). Sri Lanka Telecom is the national information and
communication technology solution provider and also the leading broadband services
provider for the country. The two main shareholders of Sri Lanka Telecom as at the end of
last year were the Sri Lankan government through the secretary to the treasury and the global
telecommunication holding NV of Curacao. They owned 49.5% and 44.98% of shares
respectively. The balance shares are being traded on the Colombo stock exchange (Sri Lanka
Telecom, 2017).

5
1.2 Sri Lanka telecom’s past five years revenue diagram.

Source: (Sri Lanka telecom PLC, 2016 Annual report)

The revenue of the Group indicates an increase of 8.5% in 2016 recording a figure of Rs. 74
billion. SLT, as an individual company has recorded a revenue of Rs. 43 billion, representing
an increase of 6.3% from the previous year. This is a result of the significant investment of
Rs. 23 billion they made by introducing new technologies to the market and automating their
internal processes upgrading the to the new technology systems. (Sri Lanka telecom PLC,
2016).

1.3 Current situation of the company

This growth is having an adverse effect on Sri Lanka Telecom making them face customer
service standard issue. Undoubtedly customer satisfaction makes a major contribution to the
services of any business. It effects on the business performance Gerpott et al. (2001).
Accordingly the purpose of this research is to evaluate the present customer service standard

6
level and to make suggestion to improve the current position in order that competitors may
not use this in their favor. Customer service is the primary focus of any business. This will be
determined by the customer service standard level. While learning about the customer service
standard level in Sri Lanka this research hopes to improve the performance of similar
organization.

1.3 Sri Lanka Telecome PLC current and past five years preformance in rupees million

Source: (Sri Lanka telecom PLC, 2016 Annual report)

1.4 Academic aim

1. This research Aim is to improve the employee training and development

through customer service standard level of Sri Lanka Telecom.

1.5. Objectives

1. To review literature to explain the topic of impact of employee training and

development on customer service standard level. The objective of this research is to
find the link between those two factors.

2. To critically discuss through a literature review the important of training and

development to identify factors that will effect in to customer service standard level.

3. To undertake primary research by means of questionnaires to gain quantitative and

qualitative data relating to training in Sri Lanka telecom.

4. To summarize theoretical literature and practical findings towards establishing a

conclusion and to make recommendations on employee training and development this
impacts on customer service standard level.

7
2.0 Initial Literature Review

2.1 Staff training and development

Falola et al. (2014) regards training and development as an

irreplaceable strategic tool used for effective individual and organization performance. This
leads to organizations making large investments on employee training and development with
confidence that it will earn them a competitive advantage in the world of business. Obisi
(2011) points out that training and development programs aim to add value to
employees. Hence it is obvious that any training and development program that would not
add value to the workforce should be abandoned. Organizations should therefore make
training and development of their employees a continuous activity for which the ultimate
benefit will be for the organization itself. It is observed that training and
development fosters the initiative and creativity of employees and helps prevent manpower
obsolescence, which may be caused due to age, attitude or the inability of a person to adapt
him or herself to technological changes. According to Obisi (2011) training is a continuous
learning process through which the skills, talent and knowledge of an employee is developed
and enhanced. McDowall and Saunders (2010) points out that the findings highlight the need
for further process driven research to understand the interrelationship between training and
development and the need to invent methods that can be used by organizations to evaluate
both. These methods need to go beyond those currently in use and should include both
qualitative and quantitative measures. For this reason, managers are placed at the focus of the
present research as they are arguably gate keepers to training and development in many
organizations, they play a pivotal role in decisions regarding all activities and are responsible
for the creation of a fertile learning culture. Bartel (1989) mentions that Research on training
by industrial and organizational psychologists has been conducted at the individual level,
where focus has been placed on the impact of training on the employee's cognitive skills,
work effort, and morale. Lee and Bruvold (2003) points out that people who claim had more
internal training and development were generally more loyal to their organization, more
satisfied with their job and less likely to leave. Jacobs and Washington (2003) presents that
traditional performance measures, such as business and financial outcomes, are certainly

8
important factors to be considered and should be included in the research studies whenever
possible. Yet other performance measures, such as retention, promotion rates and task
flexibility, among others, should also be considered since employee development programs
may in fact have more immediate impact on them.

2.2 Customer service standard level

Susskind, Kacmar and Borchgrevink (2003) noted the complexity of service

delivery processes in service based organizations, thus, researchers are now paying more
attention to the study of employees responsible for front-line interaction with customers.
Organizational issues, such as employees’ reactions to customer service episodes indicate
that employees delivering service on the front lines have a great influence on how customers’
view their experience with services. We know less about what specifically drives or supports
customer service behavior and more about how service-oriented behavior and attitudes
among service-based employees ultimately translates into customer satisfaction. Fountain
(2001) denotes that customer satisfaction is always part of a border strategy to increase profit
or market share and to differentiate service standards from competitors which would create
brand loyalty. Customer service in a competitive environment never comes an end and it is
treated as a long-term strategic goal. Firms place as much importance on shaping customer
expectations and preferences as they do on creating customer satisfaction. Cronin, Brady and
Hult (2010) states that service quality perceptions have a significant indirect influence on
behavioral intentions through value attributions and customer satisfaction. In addition, the
indirect effect of service value assessments on consumers’ behavioral intentions through their
influence on customer satisfaction should be of similar interest. These indirect relationships
are represented as the second hypothesis. Sureshchandar, Rajendran and Anantharaman
(2002) notes that the need for striving to achieve customer satisfaction lies in its ability to
result economic success. Customer satisfaction is considered a prerequisite for customer
retention and loyalty, and obviously helps in achieving economic goals like profitability,
market share and return on investment. Ganesh, Amold and Reynolds (2010) argues that the
literature on customer service satisfaction and switching behavior suggests that three critical

9
factors should be examined when the differences among customers are investigated:
customer loyalty, customer satisfaction, and involvement. First the core of valuable customer
base consists of loyal customer. It has been suggested by Johnston (2004) that, in the past,
many organizations have been satisfied with simply appeasing their customers whereas today
the emphasis is on customer satisfaction. In the future, Fisk contends, more and more
organizations will be concerned with achieving customer delight. The reason for this may be
found in the evidence that indicates satisfying customers is not enough to retain them because
even satisfied customers defect at a high rate in many industries.

2.3 The impact of staff training and development on customer service standard level

Brady and Cronin (2001) denotes that in reality service managers

cannot afford to lose even poor workers and that customer service ultimately suffers as a
result. This threat is especially alarming given the extensive implications of such a decline on
customer service perceptions and behavioral outcomes. Parasuraman, Berry and Zeithaml
(1991) mentions that understanding customer expectations is a prerequisite for delivering
superior service; for customers compare perceptions with expectations when judging a firm’s
service. How-ever, the nature of customer service expectations and how they are formed has
remained ambiguous. According to Liao and Chuang (2004) there is empirical evidence to
show that customers are more likely to generate favorable evaluations of service encounters,
experience higher satisfaction, and increase their purchases and the frequency of their future
visits provided that employees deliver high-quality service. Babakus et al. (2003) mentions
that the present study conceptualizes and measures management commitment to service
quality from the employees’ perspective, tests its impact on service recovery performance,
and extends the application of theoretical framework into a new context. Hartline, Maxham
and McKee (2000) stresses that customer contact employees are the first and only
representation of a service firm. That the reason customers often base their impressions of the
firm largely on the service received from customer contact employees. A sample of service
executives claimed that frontline service employees are essential in forming a customer’s

10
level of perceived service quality. Brown et al. (2002) states that managers should look at the
positive effect of kindness on customer direction and use job training to bring out the positive
aspects and minimize the negative aspects of high agreeability.

3.0 Proposed Methodology

3.1 Introduction to research

Bryman and Bell (2015) point out what distinguishes business research is that is deeply
rooted in the ideas and intellectual traditions of the social science. There is no single reason
why people do business research, but, at its core, it is carried out when there is an aspect of
business and management that believe to be inadequately understood. Greener (2008) States
that business research involves establishing objectives and gathering relevant information to
obtain the answer to a business issue.

3.2 Research methodology

Peffers et al. (2007) states that the system development research methodology via inclusion
of action research or grounded theory approach as ways to conduct research. Noor (2008)
argue that the actual suitability of a research method derives from the nature of the social
phenomena to be investigated. There are technically two main methodological traditions of
research in social science, namely positivism (phenomenology). Johnston (2004) defines as
qualitative and quantitative researches have philosophical roots in the naturalistic and the
positive philosophies, respectively. Technically all researches that are conducted using
qualitative data reflect on an individual perspective regardless of their differences in theory.

11
The quantitative approach is carried out when one starts with a theory and tests for
confirmation or disapproval of that hypothesis.

In this research author will examine quantitative and qualitative data. In this research study,
the author will be conducting close and open ended types of questions in the form of a
questionnaire to gather quantitative and qualitative data. These Questionnaires will be
examined to consider the current training and development programs that are taking place in
Sri Lanka Telecom. About time limit, the proposed research would be a limited study
because statistic will gained only once from the individuals participating.

3.3 Research strategy

Felder and Silverman (1988) define as Inductive is a reasoning progression that proceeds
from particulars observations, measurements, and data to generalities governing rules, laws,
and theories while Deductive proceeds in the opposite direction. In induction one infers
principles whereas in deduction one deduces consequences. Inductive is the natural human
learning style and deductive is the natural human teaching style. In this research study, data
are collected through deductive approach.

3.4 Population and sampling

Muhib et al. (2001) describes although hard-to-reach populations may fit a well-defined
criteria, access to these hidden populations is limited and challenging. Samples often are
numerically small and dispersed over large geographical areas and population members may
feel stigmatized. Traditional sampling methods such as random digit dialing allow inference
to larger populations. Since the aim of convenience sampling is that the author may easily
choose to stand at one of the main entrances of Sri Lanka Telecom where it would be easy to

12
invite the many clients that pass by to take part in the research. Population of this research
would be customers who are coming to SLT branches. In most cases, the population is just
large that it is impossible to contain every individual. In such a scenario Convenience
Sampling could be used.

Total Population-100

Sample-20

3.5 Date collection

Johnson and Turner (2003) suggested a method of data collection is simply a technique that
is used to collect empirical research information. It is how researcher gets their information.
The most commonly used methods of data collection are interviews, questionnaires, focus
groups, tests, observation, and secondary data. The data author’s collections are unique to the
researcher so this is a primary data. The questionnaire part which will be going to be filled by
SLT customer will be primary data. In this research author has used secondary data only in
the literature review using academic concept and company annual reports of SLT, journals
published books and journal articles.

3.6 Ethical Approach

Loe et al. (2000) describes ethical approach to research model is present variables that impact
ethical choice, providing a theory base for how ethical decisions are made in organizations.
There is general agreement among researchers concerning the individual variables and
organizational learning processes that impact ethical decisions. This proposal was carried out
in an ethical manner where the author used all truthful information and sources. Moreover,
the information obtained based on the company would be private and confidential. And the
information gathered would not be divulged to outside sources.

13
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14
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17
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19
Sri Lankan Telecom (2016) Annual report [online]. Available at:

http://www.slt.lk/sites/default/files/sustainability_reports/
Sri_Lanka_Telecom_PLC_Annual_Report_2016.pdf (Accessed: 09 June 2017)

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capabilities [online].Available at: http://www.slt.lk/en/about-us (Accessed: 13
May2017)

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between service quality and customer satisfaction–a factor specific approach. Journal of
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20
 Week Week Week Week Week Week Week Week
Activities
1 2 3 4 5 6 7 8

Submit proposal

Initiate introduction

Investigate literature

Right up literature review

Organize methodology chapter

Prepare primary data questions

based on literature review

Selecting primary data

Write up the findings from

primary data

Analyze and discuss findings

from primary data collection

Write conclusion and

recommendation chapter

Submit the project

5.0Appendix -Proposed Timeline

21
 Questionnaires responses sheet.

Respondents Name-…………………………….

Date-……………….

Strongly Somewhat Neither Somewhat Strongly

Experiences and Expertise Agreed agreed agree disagree disagree

(CSRs) Nor
disagree
1. SLT service representatives
(CSRs) are well trained.
2. SLT service representatives
(CSRs) are well supervised.

3. SLT representatives (CSRs)

adhere to professional standards
of conduct.
4.  SLT service representatives
(CSRs) act in my best interest.
5. Overall, I am satisfied with
the [Company] service
representatives (CSRs).
Satisfaction and Customer Excellent Good Average Low Poor
Retention

1. Overall quality

2.Value

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3.Purchase experience

4.Installation or first use

experience
5. Usage experience

Customers service survey Very Somewhat Neutral Somewhat Very

positive positive negative negative

1. How you rate the quality of

your customer service
experience?
2. How well did we understand
your question and concerns?
3. Rate our staff customer care

4. Staff focusing on customer

care
5. Overall about staff attitude

 Do you have any other comments, questions, or concerns?

23