“A bridge too far?”: consistent quality initiatives in financial services

Knights, David; McCabe, Darren

doi:10.1108/09544789610146051

Cited by 9 publications

(7 citation statements)

References 1 publication

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“…Research by Knights and McCabe (2006) detail the role of benchmarking in different quality management initiatives throughout British banking. The results showed that British banks have gradually adopted quality initiatives and gained significant success in quality management through benchmarking.…”

Section: Benchmarking and Performance Improvementmentioning

confidence: 99%

A Survey of Performance Improvement through Benchmarking in Commercial Banks in Kenya: The Managers’ Perception and Experience

Kerandi¹,

Nyaoga²,

Bosire³

et al. 2014

IJBER

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Abstract:This study sought to investigate the performance improvement through benchmarking in commercial banks in Kenya by focusing on the extent to which commercial banks used benchmarking, the relationship between benchmarking and organizational performance, and the challenges facing the adoption and implementation of benchmarking. Simple Random sampling technique was used to select two respondents from each bank. Both descriptive and inferential statistics were applied and Statistics Package for Social Sciences (SPSS) for windows version 20.0 was used for analysis. The analysis indicated that on overall, benchmarking has a positive and significant correlation r =0.551 and p< 0.001with organizational performance. The results indicated that benchmarking was an established performance improvement technique that was proved to be effective in the banking industry in Kenya over time. The researchers recommend that the benchmarking initiatives should incorporate the divergent views of all employees since at the end of it all these employees will need the information to improve the process.

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Section: Benchmarking and Performance Improvementmentioning

confidence: 99%

A Survey of Performance Improvement through Benchmarking in Commercial Banks in Kenya: The Managers’ Perception and Experience

Kerandi¹,

Nyaoga²,

Bosire³

et al. 2014

IJBER

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“…This is not the case when the investor consults an investment advisor, broker or other professional. Here, the personal relationship of the investor and the servicer bears a great influence on the actual quality assurance (Boshoff and Tait, 1996;Knights and McCabe, 1996a;Davies, 1996). Competence, as well as the personal and professional integrity of the consultant, de-termine quality.…”

Section: Consultation Servicementioning

confidence: 99%

“…It is also important that effective and efficient communication lines within the investment service provider's (ISP) organization are established (Gremler et al, 1995). This will reduce the gap between what the ISP promises as an investment advice and what advice is actually provided (Knights and McCabe, 1996a), and strengthen the investor's confidence in the quality of service. Portfolio management An investor's portfolio can consist of only one security (such as a stock or bond), or of a great number of securities of different types, risks, and values.…”

Section: Consultation Servicementioning

confidence: 99%

Quality assurance in investment services

Karapetrović

Willborn

1999

Managing Service Quality: An International Journal

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Quality assurance is the process of providing confidence that the stated or implied requirements for quality are met. In financial investment services, “quality” is defined as the perception of the investor about achieving satisfactory returns under acceptable and generally accepted risks within a planned time. Investor’s confidence in achieving quality stems from the quality assurance efforts and processes of the investment service provider. In this paper, different types of investment services, from a simple provision of investment information, to a full‐service portfolio management are discussed. Principles of quality assurance in investment services are provided. A realistic portfolio management case indicates that a modern quality management system (ISO 9000) can enhance quality assurance and thus the quality of investment services.

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“…And (Anderson & McAdam, 2006) stated in their study that benchmarking is used as a method of evaluating practices and choosing new strategies to sustain a company. The role of benchmarking in British banking is narrated in research by (Knights & McCabe, 2006) in detail as well. Through benchmarking, British banks have gradually adopted quality initiatives and gained significant success in quality management, the results showed.…”

Section: Introductionmentioning

confidence: 99%

Benchmarking and Rating of Private Commercial Banks of Bangladesh Through CAMELS Components

Haq¹,

Nasrin²

2020

BJMSR

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The banking sector of Bangladesh is becoming more complicated than before. Ensuring the financial stability of the economy, monitoring, supervision, and continuous performance evaluation of the banking sector are compulsory. The present study, therefore, is an attempt to evaluate and compare the performance of our banks. One of the most effective supervisory techniques, CAMELS rating system has been used to benchmark and rate the banks based on their performance. In this study, 21 private commercial banks (PCBs) have been chosen as samples to meet the purpose of the study. Data for analysis has been collected from the banks’ annual reports for the period of 2008 to 2018. The result shows that none of the banks could achieve a 'strong' position, and only SEBL was able to secure a ‘satisfactory’ mark. Unfortunately, AB bank was rated "marginal" in the composite rating, which is the lowest rating among the sample banks. Hence, AB bank needs to develop reform and follow-up programs as soon as possible to avoid financial failure.

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“A bridge too far?”: consistent quality initiatives in financial services

Cited by 9 publications

References 1 publication

A Survey of Performance Improvement through Benchmarking in Commercial Banks in Kenya: The Managers’ Perception and Experience

A Survey of Performance Improvement through Benchmarking in Commercial Banks in Kenya: The Managers’ Perception and Experience

Quality assurance in investment services

Benchmarking and Rating of Private Commercial Banks of Bangladesh Through CAMELS Components

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