POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

Client Service Quality of the

Board of Investments
Meliza Angelica C. Suarez 1

Abstract

The objective of this study was to assess the client service

quality of the Board of Investments (BOI).

The researcher conducted an inquiry of the Board of

Investment’s collection records per month, in which, approximately 500
clients are being catered. Sample size for this study is 250 based on
Sloven’s Formula. Frequency and Percent Distributions, Weighted
Mean and ANOVA were employed as statistical tools.

Majority of the respondents were Corporation; operating for

about 10 years and below; and were local clients.

The respondents assessed all aspects of client service quality of

the Board of Investments ‘very effective’ such as frontline services,
timeline of service process, service quality, aftercare services and
accuracy of service.

In terms of significant difference in the respondents’ assessment

on the client service quality by form of business organization, the
respondents’ assessment agreed on the aspects of service outputs,
aftercare services, and accuracy of service, however, in terms of
frontline services and timeline of service process assessments were
significantly different. In terms of number of years in operation, the
respondents’ assessment did not differ significantly in all aspects. In
terms of type of client whether local or foreign, their perception agreed
on the aspects of frontline services and service outputs and in terms of
aftercare services, timeline of service process, and accuracy of service
are significantly different.

1
Master in Business Administration Program, Polytechnic University of the Philippines, Sta. Mesa,
Manila. E-mail address: caligean@yahoo.com
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

Introduction

In today’s world it is important to be competitive, and to be competitive

requires a lot of effort and means, whether it is money, manpower, or any other
kind of capital. Competitiveness is considered as a key criterion for assessing the
success of countries, industries, and companies. It determines the level of
productivity. Whether in the private or public sector, competitiveness is the key to
upward success; depending on the gauge they use, for example, profitability for
private companies, and attainment of mandate for public service for government
agencies. Competitive advantage, creating and sustaining superior performance in
different companies, is very important if a company wants to be successful in the
competition arena. The strength of competition depends on both the conduct of
firms and the external business environment in which they compete.

All human beings are clients of different companies or individuals, in every

way they obtain goods or services, whether gratuitous or onerous. Each of us has
our own experiences and perceptions on the satisfaction of our needs when we
acquired something. These perceptions make us change the way we think about
the individual or company we have transacted with. As simple as the normal
average person can identify an individual’s or a company’s competitiveness, as we
are naturally born to observe and compare people, services, or things with each
other.

Client service quality is very important and a priority, from anticipating their
needs, making sure everyone feels welcomed and appreciated, and exceeding
expectations. Most companies focus on the Clients' experience to define success
for their businesses, similar to that innate characteristic of people as consumers,
they tend to observe and compare people, services, or things with each other.

Feedback Mechanism for Client Service, for businesses, is essential.

Owners and managers have this need to ensure that they have fingers on the
Clients' pulse. They have this need to make sure what the Clients see and
experience what the Clients experience. Different forms of feedback, whether
written or oral, are needed by the company to obtain information about its
performance, in the Client’s point of view.

The possibility to provide exceptional service is available to almost any

company—if it believes in its people, is willing to innovate, and really cares about
their clients’ experience.

Today, only few companies create a legendary or memorable client service

experience. Most provide average service, and only go through motions to
improve.
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

Client perception is very important, as it is something out of a client's actual

experience as compared to what companies would want the people to accept as
their brand of service. No matter how much advertising a company does to win
Clients, they would always want to review their actual experience there.

However, not all clients can be devoted, some are only interested in price,
location, purchasing power, or may crave variety.

In the private sector, Client experience roles are often clearly defined. But in
the public sector, the role of client service professional isn’t always as explicit,
though it is equally important.

In the clients’ point of view, there are often situations wherein they think they
do not get what they deserve. In other aspects aside from the quality of the goods
they acquire or buy, they also look into consideration the service that they get, and
it can have a big impact on the satisfaction rate of those Clients. For the company
or agency to become really successful, maintaining strong relationship with clients
is crucial to retain them, as well as having good client support service. Value and
satisfaction creates huge impact on loyalty in client relationships and loyalty can
also enhance satisfaction level among others and by word of mouth and good
feedback it can help the company or agency to further grow and improve in the
future.

Theoretical Framework

The agency’s good client service will help with the agency’s growth in terms
of quality service and satisfaction rate by the clients. By focusing on the ways
companies and agencies handle different kinds of issues with client service, and
how they deal with it and how they look on the areas of improving their policies as
based on good client service. Another thing is the consideration of the impacts of
the situations on the clients as well as the employees and how they handle them.

In the public sector, as part of initiative on Client service, improvements are

identified. Examples include feedback, understanding of service needs, developing
new programs and streamlining activities, segmenting Clients into unique groups
based on their service needs, and deploying the latest technology.

The institutions in public sector have their particularity, i.e. securing of

society’s satisfaction in the provided services, motivation of employees, inducement
of development of internal processes, and satisfaction of public services of better
quality using the same resources.
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

The objective of the performance measurement system is to measure and

assess quantitatively the achievement degree of set goals and tasks. It is possible
to state that the performance measurement system has two main functions – to
provide information that would allow improving the performance of organization in
public sector, and to account for the used funds.

Service is an essential part of our everyday life. It affects us physically,

psychologically, socially, emotionally, even spiritually. It affects the quality of human
life, as well as the economic and non-economic aspects of a specific country or
state an individual belongs to.

The government plays a critical role in providing services to the people, such
as security, education, legal services, public transport, health care, utilities, clean
air, etc.

Client satisfaction is commonly linked to Client retention as a factor of

successful marketing strategy of companies, generally in the private sector.

Conceptualization of Client Satisfaction. Client satisfaction is affected by the

importance placed by the Clients on the way of acquisition of a product or service.
Client satisfaction measurement allows an organization to understand the key
drivers that create satisfaction or dissatisfaction; and what is really driving their
satisfaction during a service experience. Client satisfaction is the state of mind that
Clients have about a company when their expectations have been met or exceeded
over the lifetime of the product or service (Cacioppo, 1995). It is also the feeling or
attitude of a client towards a product or service after it has been used. According to
Oliver (1980) satisfaction appears to mediate changes between pre-exposure and
post-exposure attitudinal components. It is a major outcome of marketing activity
whereby it serves as a link between the various stages of consumer buying
behavior (Jamal and Nasser, 2002). When Clients pay money to buy a service he
has some minimum expectations from the transaction. These expectations from the
purchase have to be met substantially, if not entirely for the Client to become a loyal
Client of the service (Aneja, 1993). These expectations are fulfilled of a promises-
quality, fair price, availability, after sale services, complaints handling process,
information, and variety etc. the Clients are demanding high quality of services and
low prices or charges. Better quality for the same cost is the motto of the Clients.
Sometimes they are prepared to overlook inconveniences also to avail better
services at a low cost. Various empirical researches show that there is significant
and positive relationship in service quality and Client satisfaction.

Berry (1990) mentioned that there are ten 'Quality Values' which influence
satisfaction behavior i.e. Quality, Value, Timeliness, Efficiency, Ease of Access,
Environment, Inter-departmental Teamwork, Front line Service Behavior,
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

Commitment to the Client and Innovation. Rueangthanakiet Pairot, (2008) defined

client’s satisfaction as the company's ability to fulfill the business, emotional, and
psychological needs of its Clients. However, Clients have different levels of
satisfaction as they have different attitudes and experiences as perceived from the
company.

Complaining Behavior in Service. All companies should create satisfaction

for their Clients. It primes loyalty, goodwill, development of long term relationship
and profitability. Dissatisfaction can result to complaining, negative word of mouth
or client switching.

However, complaints provide ideas to service provider to tackle with similar

complaints in future. So, complaints are indispensable for efficacious service
recovery. Solidity of Client with similar service provider depends on perception of
the possibility of happening same problem in future, though controllability of
problem relies with consumer evaluation on how easily the problem could have
been barred.

Trigger models in Client-support relationship. In general, a trigger is a reason

or an event that changes the basis of a relationship. The trigger can appear in two
dimensions; latent and overt. In a latent trigger Client does not have active
approach to the current provider because these types of Clients are not aware of
the trigger. Clients get awareness when they are influenced by trigger or activate
their attitude.

Switching Behavior and Active Passive Clients. According to early

researches, it is not only important to know the reason of Client switching but also
to examine how they switch. There are two different ideas that are defined during
the Clients switching process; active and passive Clients.

Client Dominant Logic. According to a recent study “A Client Dominant Logic”

by Heinonen et al. (2010), argued CD logic as a strategic issue for every
organization. Furthermore, they deliberated Client position in the center than
service providers or producers and other all activities involved in both parties’
activity. They suggested CD as a different viewpoint rather than subset of service
dominant logic (SD). The basic concern is not company offering or processes but
the all the activities and Client life concerning with that offering.

Transaction-specific and Cumulative Satisfaction. Yi and La (2004) realized

concept satisfaction into two conceptualizations as transaction-specific Client
satisfaction and cumulative Client satisfaction. Transaction-specific satisfaction is a
Client’s evaluation of their experience and reactions to a particular service
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

encounter (Cronin and Taylor, 1992). It is generally considered to be a post-choice

evaluative judgment of a specific purchase and consumption experience
(Parasuraman, Zeithaml and Berry 1994). Cumulative satisfaction refers to the
Client's overall evaluation of the consumption experience. It reflects the Client’s
feelings about multiple experiences, encounters, or transactions with the service
organization (Smith et al 1998). Homburg et al (2005) suggested that, Client
satisfaction should focus on cumulative satisfaction rather than on transaction-
specific satisfaction because their results of study indicate that long-term,
cumulative satisfaction is more relevant because it is the stronger driver of Client
behavior. Study conducted by Jones, and Suh, (2000) also realized that overall
satisfaction has a direct influence on repurchase intentions as well as a moderating
influence on the transaction-specific satisfaction/repurchase intentions relationship.
When overall satisfaction is high, transaction-specific satisfaction has little impact
on repurchase intentions, but when overall satisfaction is low, transaction specific
satisfaction has a positive influence on repurchase intentions.

Confirmation and Disconfirmation Theory of Client Satisfaction. According to

confirmation and disconfirmation theory of Clients’ expectations about services and
service perception experience has plying vital role in Client satisfaction. Early
satisfaction research defined satisfaction as a post-choice evaluative judgment
concerning a specific purchase decision and satisfaction as an outcome of
disconfirmation (Parasuraman et al, 1985; 1988). The expectation disconfirmation
theory suggested that satisfaction is determined by the intensity and positive or
negative direction of the gap between expectations and perceived performance.

Clients' expectations are beliefs about service delivery that function as

standard or reference point against which performance is judged. Clients compare
their perceptions of performance with their expectations and reference point when
evaluating service quality (Zeithaml and Bitner 2003). Parasuraman et al. (1988)
defined expectation as “desires or wants of clients‟ the expectations component
was designed to measure Clients normative expectations and it is similar to the
ideal slandered in Client satisfaction and dissatisfaction. Expectations serve as
standards with which subsequent experiences are compared; it is result of previous
experience about service also. There are five types of expectations: Ideal
expectations (desired by Client according to their need and hopes), Normative
„should‟ expectations (is normal expectations it should be fulfill by service provider),
Experience based expectations (this expectation is based on former experience
and knowledge about particular service), Acceptable expectations (It is expectation
that can be fulfilled by service providers naturally and adequate level) and Minimum
tolerable expectations (it is minimum level of expectations, there is very low level of
zone tolerance in expectation and perception). Clients perception is one another
element which plying significant role in the determination of Clients satisfaction.
Satisfaction will influence by perception of service quality, price, and other personal
expectations regards to service. It is a judgment that, a product or service feature,
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

or the product or service itself, provides a pleasurable level of consumption related

fulfillment (Oliver, 1994). Moreover, disconfirmation of expectations may have an
asymmetrical effect, such that negative disconfirmation is more impactful than
positive disconfirmation. However, Client satisfaction is based not only on the
judgment of Clients towards the reliability of the delivered service, but also on
Clients‟ experiences with the service delivery process. In other words, Clients who
appreciate the core and relational dimensions of service quality provided by a
service provider are likely to be satisfied with the services offered by that service
provider (Jamal and Naser, 2002).

Client satisfaction is strongly linked to impressions of performance,

satisfaction and switching barriers are assumed to be the most important
antecedents of repurchase behavior, or the intension to repurchase a good or
service (Sharma, 2008). Smith and Houston (1982) mentioned that satisfaction with
services is related to confirmation or disconfirmation of expectations and
satisfaction is related to the size and direction of the disconfirmation experience
where disconfirmation is related to the person's initial expectation. However, the
satisfaction of consumers depends not only on how the service provider performs,
but also on how the consumer per-forms. By contributing information and physical
and mental effort, consumers contribute directly to their own satisfaction (Bateson,
2002).

Method of Research

The researcher used the Descriptive Method to answer the questions and
describe the data and characteristics of the subject being studied. It is used in many
fields of investigation due to its applicability to solve different kinds of problem. It
involves the description, recording, analysis and interpretation. In this study, a
survey approach was used.

When the study was conducted, the researcher did not disclose the fact that
she is an employee of the agency.

Results and Discussions

By overview of the profile of the respondents, the frequency and percent

distribution of the respondents by Form of Business Organization showed that
Corporation obtained the highest frequency of 243 or 97.2% followed by
Cooperative with frequency of 4 or 1.6%. Partnership obtained the lowest
frequency of 3 or 1.2% of the total number of respondents. By Years in Operation,
the highest frequency of 92 or 36.8% was obtained by organizations with years in
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

operations of 10 years and below, followed by 11 to 20 years with frequency of 63

or 25.2%, followed by 21 to 30 years with a frequency of 59 or 23.6%, and the
lowest frequency of 38 or 14.4% of the total number of respondents was obtained
by firms operating 31 years and above. The frequency and percent distribution of
the respondents by Type of Client, whether Local or Foreign, Local clients obtained
higher frequency of 232 or 92.8% followed by Foreign clients with the lower
frequency of 18 or 7.2% of the total number of respondents.

On the levels of clients’ satisfaction on the service quality of the Board of

Investments, client respondents were “Very Satisfied” on the service quality of the
Board of Investments in terms of frontline services. Respondents’ perceptions are
higher on “Friendliness of Frontline Staff” with a rank of 1, which obtained the
highest weighted mean of 1.26, followed by “Listening to client’s requests” with a
weighted mean of 1.29 and a rank of 2. “Proper Decorum” and “Ability to attend to
client’s requests” both obtained the lowest weighted mean of 1.32 and a rank of
3.5. Although interpreted as “Very Satisfied,” Proper Decorum and Ability to attend
to client’s requests may not be as efficient as the other factors.

In terms of Timeline of Service Process, client respondents were “Very

Satisfied” on the service quality of the Board of Investments. Among the items
under timeline of service process, respondents’ perceptions are higher on
“Acceptable queue time” and “Delivery without delay” which both obtained the
highest weighted mean of 1.40 and rank of 1.5. These are followed by “With
posted/existing time table for every type of request” with a weighted mean of 1.43
and rank of 3 and then by “Service speed” with a weighted mean of 1.45 and the
lowest rank of 4. Service speed may be overlooked as one of the crucial factors in
obtaining good client service quality, however, the result still has an interpretation
of “Very Satisfied.” The results may imply that the Board of Investment sees to it
that they are on top of all situations and cases before them in regards to timeline of
service process.

Client respondents were “Very Satisfied” on the service quality of the Board of
Investments in terms of service outputs. Respondents’ perception among the items
under service outputs showed “Reliable” with a highest weighted mean of 1.28 and
rank of 1, followed by “Completeness” and “Producing Positive Results,” both with
a weighted mean of 1.31 and rank of 2.5, and “Presentation” which obtained the
lowest weighted mean of 1.39 and a rank of 4. It may be due to possible
improvements in the presentation factor with regards to prescribed report formats
of the government sector.

In terms of Aftercare Services, client respondents were “Very Satisfied” on the

service quality of the Board of Investments. Among the items under aftercare
services, respondents’ perception on “Continuous assistance/support whenever
needed” garnered the highest a weighted mean of 1.29, ranked 1, followed by
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

“Being able to attend to client’s requests and inquiries after service” with a
weighted mean of 1.31, ranked 2, and lastly, “Openness to Feedback” and
“Continued relationship with client” both obtained the lowest weighted mean of
1.32, ranked 3.5. Openness to feedback’s low ranking may be due to the necessity
of availing the services of the BOI, for this reason, a feedback mechanism is
overlooked and not taken into consideration by the agency as well as the clients,
similar with continued relationship with client in which the agency may not have
been prioritizing after it has catered to its proponents. However, the interpretations
were still “Very Satisfied” for these factors.

Client respondents were “Very Satisfied” on the service quality of the Board of
Investments in terms of accuracy of services. Respondents’ perception, among the
items under accuracy of services, ranked the highest are “Overall service conforms
to correct standards,” “Inflow of benefits from BOI’s services” and “Overall Quality
of service given by the BOI” equally with a weighted mean of 1.26 followed by
“Factual/Truthful Service” obtained the lowest weighted mean of 1.28, ranked 4.
The lowest rank may have been the least graded by the respondents but overall, it
still garnered “Very Satisfied” grade.

The significant difference in the levels of clients’ satisfaction on the service

quality of the Board of Investments by type of business organization, years in
operation and type of client (local or foreign) in terms of frontline services, timeline
of service process, service outputs, aftercare services, and accuracy of service
showed that when respondents were grouped by type of business organization,
their perception agreed on the aspects of service outputs, aftercare services, and
accuracy of service. Their levels of satisfaction in terms of Service Outputs
(t=1.058, p=.349), Aftercare Services (t=.045, p=.956) and Accuracy of Service
(t=2.261, p=.106) were statistically the same, all p-values were above .05, the
assumed level of significance. However, the perception of clients disagreed on the
aspects of frontline services and timeline of service process, in which Frontline
Services had a t=3.795 with p=.024, and Timeline of Service Process got a t=5.758
with p=.004. Both the p-values were less than .05, the assumed level of
significance; hence the null hypothesis was rejected. This means that when the
respondents were grouped according to type of business organization, their levels
of satisfaction on the service quality of the Board of Investments in terms of
frontline services and timeline of service process were significantly different.

When respondents were grouped by years of operation, their perception

agreed on all aspects. Frontline Services had a t=1.364 with p=.254, Timeline of
Service Process got a t=1.628 with p=.183, Service outputs received t=2.358 with
p=.072, Aftercare Services obtained a t=1.970 with p=.119, and Accuracy of
Service acquired a t=1.786 with p=.150. All the p-values were above .05, the
assumed level of significance. This means that when the respondents were
grouped according to years in operation, their levels of satisfaction on the service
 POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

quality of the Board of Investments in terms of all variables were not significantly
different.

When respondents were grouped by type of client whether local or foreign,

their perception agreed on the aspects of frontline services and service outputs.
Frontline Services (t=-1.762, p=.094) and Service Outputs (t=-1.350, p=.193) were
statistically the same. However, Timeline of Service Process had a t=-2.569 with
p=.011, Aftercare Services got a t=-2.816 with p=.005, and Accuracy of Service
received a t=-2.133 with p=.034. All the p-values were less than .05, the assumed
level of significance; thus, the null hypothesis was rejected. This means that when
the respondents were grouped according to type of client, their levels of
satisfaction on the service quality of the Board of Investments in terms of aftercare
services, timeline of service process, and accuracy of service were significantly
different.

Conclusions

Using the weighted mean in the determination of overall client service quality
as assessed by BOI external clients, all of the variables and all of the questions
attained high weighted means with verbal interpretation of "Very Satisfied."

When respondents were grouped by type of business organization, majority of

the results were not significant except for Frontline Services and Timeline of Service
Process, therefore, rejecting the hypothesis because there was no significant
difference in the levels of clients' satisfaction on the service quality of the Board of
Investments by years in operation.

When respondents were grouped by years of operation, their perception

agreed on all aspects, therefore, there was no significant difference in the levels of
clients' satisfaction on the service quality of the Board of Investments by years in
operation.

When respondents were grouped by type of client whether local or foreign,

majority were significant except for frontline services and service outputs, therefore,
accepting the hypothesis that there was significant difference in the levels of clients'
satisfaction on the service quality of the Board of Investments by type of client (local
or foreign).

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