Concepts and Advances in Information Knowledge Management

Studies from Developing and Emerging Economies

Kelvin Joseph Bwalya, Nathan Mwakoshi Mnjama, Peter Mazebe II Mothataesi Sebina

• Publisher: Chandos Publishing
• Year: 2014
• Print ISBN: 9781843347545
• eBook ISBN: 9781780634357
• Topic: Lingue e linguistica
• Subtopic: Scienze dell'informazione e biblioteconomia

Effective information and knowledge resource management is a driver of competiveness. Many developing countries have put mechanisms in place that seek to match knowledge-based economies, where information has become the fuel for responsiveness, innovation, and competition. Concepts and Advances in Information Knowledge Management brings out emerging and current discussion from the sub-fields of information management in this environment. This title consists of sections on key aspects of information knowledge management and addresses knowledge management, library studies, archives and records management, and information systems. - Presents research aimed at harmonizing theory and practice of general information management paradigms - Gives insight into the place of archives, records management, and information technology impacting socio-economic value chains - Disseminates theoretical and applied models, and information management system architecture emerging from cloud computing and retrieval systems

Part 1

The Records Management Conundrum

Outline

1 Effective customer service: an enhancer of performance in archives and records management

2 Accountability and records appraisal with particular reference to challenges experienced in Malawi

3 The records management paradigm shift: problems and prospects in East and Southern Africa

4 Functional requirements for an electronic records management system for court records

1

Effective customer service: an enhancer of performance in archives and records management

Palalani Manewe-Sisa

Abstract:

This chapter interrogates the concept of customer service in archives and records nanagement. It covers the following areas: dimensions of customer service, factors impacting on provision of customer service, ways of enhancing performance and challenges faced by both service providers and customers in accessing services of archives and records management units (ARMUs). By nature, the field of archives and records management is customer focused, which necessitates quality customer service. Carefully designed customer service programmes culminate in effectiveness, productivity and profit. Using extensive literature reviews, the chapter demonstrates that customer service is an essential part of archives and records management. The chapter argues that without proper customer service, customers of ARMUs will always be dissatisfied and the field of archives and records management will not become known, appreciated and supported by the majority. There is the utmost need for archivists and records managers to develop a comprehensive customer service approach or a programme commensurate with their local contexts.

Key words

archives and records management units (ARMUs); customer care; dimensions of customer service

Archivists and records managers play an important role in society as custodians of national assets and heritage in the form of records without which good governance objectives such as transparency, accountability, and protection of citizens’ rights and entitlements, service delivery, rule of law, management of state resources, anti-corruption measures, foreign relations and international obligations would not be achieved. They are providers of vital information. Given the pivotal role they play, the customers of public records management units and archival institutions would derive great benefit on their visits to these establishments if there is quality customer service similar to that provided by profit-making organizations. These organizations have realized that quality customer service is the lifeblood of business. They invest heavily in customer service because they know that a customer who is not satisfied has the potential to ruin a business, but a satisfied customer opens many doors for business. This is corroborated by Edvardsson (1998: 144) who posited: ‘satisfied customers spread the good news quickly, something which is satisfying for the employees and most likely for the owners’.

Given the above, it is imperative that ARMUs approach customer service in the same way as profit-making organizations such as the retail industry, airlines and hotels if their field/profession and the role it plays are to be recognized and appreciated.

Why quality customer service in archives and records management?

This chapter contends that it is paramount that archivists and records managers develop a comprehensive customer service programme. This is driven by the argument of the few studies carried out on customer service in archives and records management that reveal that service quality is still a serious challenge and has not been given the attention it deserves. Mnjama (2010) argued that, for a long time, archivists and records managers have paid little attention to providing service quality to their customers and that there are many well-documented stories of dissatisfied users in registries and public repositories. In addition, Sibanda’s study (2005: 37) concluded that moving towards delivering service quality is also a challenge facing public archival institutions in Zimbabwe.

In Botswana, there is anecdotal evidence that operations of Records Management Units (RMUs) have always been a subject of action officers’ bitter complaints because of their inefficiency and ineffectiveness throughout the public service. In addition, even though most of the studies covered in the field of records management mainly deal with how records are managed and have little mention of customer service, they do draw attention to the fact that the customers of RMUs are not fully satisfied with the services provided (Oliver, 2007; Sibanda, 2005).

Another reason that it is crucial for archivists and records managers to develop a comprehensive customer service programme is that, despite the important role they play in society, the majority of people do not know about their institutions and the services they provide. Even people who are familiar with them have misconceptions about them. Sibanda (2005: 23) pointed out that when asked what archives are, the public mostly gave responses such as ‘they are dirty places where old dusty files are kept’. Similar observations were made by Oliver (2007: 86) who observed that the archives/records unit of an Australian university was viewed by respondents as ‘a place for dead records’. In addition, public registries/records management units are normally given a low status and only remembered when vital information in the form of records is needed. This low status is partly demonstrated by the fact that most of the public registries are manned by officers who are not professionally trained in records management, as revealed by the numerous studies on records management.

Of paramount importance is that the customers of records management units are action officers who drive the mission, goals and objectives of their organizations and are entirely dependent on the information/records services to provide services to the general public. It is very important to offer them service quality because, as internal customers, they do not have a choice about their supplier. Marshall et al. (1998) asserted that internal customers may decide not to comply with prescribed procedures and standards if they are not satisfied with the service provided.

Customer service

Customer service encompasses the provision of quality service so that the customers are content, loyal and keep coming back. It is the provision of a quality service that goes beyond the customer’s expectations or what the customer asked for. Smith (2003: 36) argued that ‘effective customer service is establishing what the customer wants, prioritising it, and delivering as much of it as possible’. The customers should be satisfied to the extent that they will market and recommend an organization’s services to other people. The importance of customer service is that it builds good customer relations, which are necessary for the success of a business or organization. If customers are dissatisfied, they may cease all contact with the company, which can lead to loss of business.

Customers are the ultimate judge of quality in customer service because they are the ones who define what quality service is. Generally, customers judge quality by comparing their expectations of the service with their perceptions of the service they are offered. In order to thoroughly understand service quality, the next section discusses its determinants and/or dimensions.

Dimensions/determinants of service quality

Dimensions of service quality are aspects that are used by customers to evaluate quality in customer service. The following is a list of quality dimensions identified by different authorities (Chen et al., 2009; Edvardsson, 1998; Jun and Cai, 2010; Kim et al., 2003; Ndubisi et al., 2008; Sridhar, 2001):

■ Reliability: involves the ability of the service provider to perform the promised service dependably and accurately, which implies ‘right the first time’ performance at the designated time (dependable, accuracy, performance).

■ Responsiveness: concerns the willingness or readiness of service providers to provide service. It also involves timeliness of service (promptness and helpfulness).

■ Tangibles: include the physical facilities, equipment, personnel and communication materials. Service facilities, documentation and personnel should be presentable at all times. Facilities and equipment that are not neat may give customers the impression that services will be conducted in a similar fashion.

■ Competence: implies possession of the required skills and knowledge to perform the required service. Qualification, professional training and skills of providing customer service are essential in providing quality customer service.

■ Courtesy: pertains to the politeness, respect, consideration and friendliness of contact personnel in requesting for service. It is basically the creation of an atmosphere that is conducive for provision of customer service.

■ Communication: involves keeping customers informed and even listening to them.

■ Access: involves approachability and ease of contact. Waiting time to receive service and location of service facilities are some of the features of access that impact on provision of quality service.

■ Assurance: implies that something will certainly be true or that something will happen. In this case, it means that there should be a guarantee and promise to the customers that the service provider is committed to giving them relevant and reliable services on time.

■ Empathy: involves the ability to understand other people’s feelings and experiences. In this case, the service providers should fully understand the needs of their customers, knowing their perceptions and expectations of quality services, including their complaints, which are based on experiencing easy access, good communication and customer understanding.

When integrated into the different business processes, the service quality dimensions outlined above may enable the competitiveness of any ARMU.

Critical factors to customer service

In search of factors that could lead to improved customer service, some authorities have come up with theories on customer relationships that have been proven to work in diverse organizational setups and environments. Zineldin (2006: 432) has grouped the most crucial factors impacting on the satisfaction and loyalty of a customer (quality service) into the following distinct categories commonly known as the 5Q model:

Q1. Quality of object – the technical quality (what the customer receives). It measures the core product/service itself.

Q2. Quality of process – the functional quality (how the product/service provider provides the core product/service) (the technical).

Q3. Quality of infrastructure – measures the basic resources that are needed to perform services pertaining to the product/service: the quality of the internal competence and skills, experience, know how, technology, internal relationships, motivation, attitudes, internal resources and activities, and how these activities are managed and coordinated.

Q4. Quality of interaction – measures the quality of information exchange.

Q5. Quality of atmosphere – the relationship and interaction process between the customer and company are influenced by the quality of the atmosphere in the specific environment where they operate.

According to customer relationship management (CRM) theory, these categories can be explained in terms of customer strategy (Q1), product strategy (Q2), channel strategy and infrastructure strategy (Q3 and Q5). By linking and having all of these strategies in place, organizations will be in a position to improve the overall quality of customer service.

ARMUs and factors impacting on customer service

This chapter contends that archives/records units could benefit from putting in place all of the CRM strategies identified to improve their records services. Specifically to ARMUs, the following are some of the factors that impact on customer service.

Customer strategy

This deals with understanding customer segments, customer needs and retention methods so that there is customer satisfaction and eventually loyalty. Some of the attributes of customer strategy are described below.

Customer segmentation

Dividing customers into distinct groups based on their characteristics has been found to be beneficial in enhancing the quality and focus of service given to...

Table of contents

• Cover image
• Title page
• Table of Contents
• Copyright
• List of figures and tables
• Acknowledgements
• Foreword
• About the editors and authors
• Introduction
• Part 1: The Records Management Conundrum
• Part 2: The Emerging Informat Ion Management Landscape
• Conclusion
• References
• Index