The Problem and Its Background: STI-College Global City Senior High School

STI- College Global City
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Chapter 1
THE PROBLEM AND ITS BACKGROUND
Introduction
Electricity is the presence and flow of electric charge. Using electricity we
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.
The word "electricity" is sometimes used to mean "electrical energy". They
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.
Transmission of electrical energy can occur naturally (as in lightning), or be
produced (as in a generator). It is a form of energy which we use to power
machines and electrical devices. When electrical charges are not moving,
electricity is called static electricity. When the charges are moving they are an
electric current, sometimes called 'dynamic electricity'. Lightning is the most

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known - and dangerous - kind of electric current in nature, but sometimes static
electricity causes things to stick together.
Electricity can be dangerous, especially around water because water is a
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
curiosity seen in the lightning of a thunderstorm.
Background of the Study
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
naturae and perpetuum mobile physicae. Perpetual Motion Machine, There is a
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
law of thermodynamics is a version of the law of conservation of energy. The
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.
A perpetual motion machine of the second kind is a machine which spontaneously
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
cooled without involving a transfer of heat to a cooler reservoir. This conversion of
heat into useful work, without any side effect, is impossible, according to the
second law of thermodynamics.
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
third law of thermodynamics.) It is impossible to make such a machine, as
dissipation can never be completely eliminated in a mechanical system, no matter

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how close a system gets to this ideal (see examples in the Low Friction section).
Some common ideas recur repeatedly in perpetual motion machine designs.
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
potential sources of power for a perpetual motion machine, "Chymical [sic]
Extractions", "Magnetical Virtues" and "the Natural Affection of Gravity".[1]
The seemingly mysterious ability of magnets to influence motion at a distance
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.
The problem remains the same.
Perpetuum Mobile of Villard de Honnecourt (about 1230).
The "Overbalanced Wheel".

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Gravity also acts at a distance, without an apparent energy source, but to get
energy out of a gravitational field (for instance, by dropping a heavy object,
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
application of gravity in a perpetual motion machine is Bhaskara's wheel in the
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
movement is not achieved.[24] The moving weights may be hammers on pivoted
arms, or rolling balls, or mercury in tubes; the principle is the same.
Perpetual motion wheels from a drawing of Leonardo da Vinci.
Another theoretical machine involves a frictionless environment for motion. This
involves the use of diamagnetic or electromagnetic levitation to float an object.
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
vaporize, thereby degrading the vacuum.
Theoretical Framework
This study is anchored on the Customer Service Skills Model (2013) which
delineates the 3 skills, namely: customer focus, personal characteristics and
customer service challenge.
Figure 1. Customer Service Skills (Fornell and Rust 2012)
These skills are the typical ones that drive excellent customer service. An
organization primarily deals with customers start to finish, should embody these
skills for an optimal output (Fornell and Rust, 2012).

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Customer service skills of frontline employees is considered as an integral
part of any facet of industry and it deﬁnes the future of any organization. The rapid
advances in technology based systems related to internet are leading to
fundamental ways in how different organizations interact. This applies to the
relation of an organization with its customer (Hong et al., 2007).
Conceptual Framework
Using the foregoing Theoretical Framework, the researcher came up with
the following Research Paradigm (Figure 2) which underscores the Input-
Process- Output (IPO) 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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Figure 2. Research Paradigm
Figure 2 shows the Input-Process-Output (IPO) Framework in describing
the flow of this study. The Input Box contains the study variables- Profile of the
respondents in terms of age, gender, highest educational attainment, job
classification, and length of service.
This study also determined the customer service skills of the sales
representative as assessed by two groups of respondents classified as sales
representatives itself and their supervisors. These make up the Input Box.
The Process Box explains how the gathered data are processed-
administration of survey tool/ instrument to target respondents, tally and coding of
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.
Statement of the Problem

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The customer service skills of the sales representatives at Arrow
Electronics Asia- Singapore Proprietary Limited were assessed by its supervisors
and sales representatives. The results were made integral in providing an
employee training program to improve the customer service skills of its
representatives.
Specifically, the following questions were answered:
1. What is the profile of the two groups of respondents as to:
1.1. age;
1.2. gender;
1.3. educational background;
1.4. job classification; and
1.5. length of service?
2. How do the two groups of respondents assess the customer service skills of
the sales representatives in terms of:
2.1. Customer focus;
2.2. Personal Characteristics; and
2.3. Customer service challenges?
3. How significant are the differences in the assessments of the two groups of
respondents on the customer service skills of the sales representatives?

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4. Based on the results of the study, what employee training program to improve
the customer service skills of the sales representatives can be offered?
Hypothesis
1. There is no significant difference in the assessments of the two groups of
respondents on the customer service skills of the sales representatives.
Scope and Limitations of the Study
Perpetual Motion Generator, a product so simple yet so helpful in reducing
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
can violate 2 laws of thermodynamics. according to the 1st law of
thermodynamics ( Conservation ) , it states that “energy can not be created nor
destroyed in an isolated system” . The 2nd Law of thermodynamics states that “
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
spin can be stop if another strong force try to stop it.
Significance of the Study
This study will benefit the following sectors:
Arrow Electronics Asia-Singapore Proprietary Limited. This study will
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
current effectiveness of the company’s customer-focused programs and provide a
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
entities engaged in customer service or any business that involves customer
interaction. This will also help companies in training their employees especially
front liners who have direct contact with customers.
Customer Service Practitioners. This study will guide customer service
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
findings of this study by assessing their strategies in conducting customer-based
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
inadequacies, at least, this may give insights and encouragement to undertake a
validation and follow up study.
Definition of Terms
The following terminologies were conceptually and/or operationally defined
for better understanding of this research.
Customer Focus. This refers to creating and instilling a culture of
customer service in which employees are encouraged and expected to go to great
lengths to satisfy customers. Further, high-performing organizations work to
create an environment where employees focus on customer satisfaction in each
encounter, every day.
Customer Service Challenges. This entails the difficulties, challenges,
and problems being faced or encountered by the representatives. Moreover, this
also pertains to hindrances that the employees encounter in the delivery of a
service or product.
Customer Service Skills. Customer service skills are actions of
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
organization. Therefore, it is vital for an organization’s success that their
customers’ needs and expectations are met.
Personal Characteristics. These are attributes that are personal to the
employees which defines the kind of service delivery to the customers.
Training Program. It is a plan of action that will be adopted to enhance the
customer service delivery of the sales representatives which is based on the
issues, problems and concerns found in this study.

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Chapter 2
REVIEW OF RELATED LITERATURE AND STUDIES
The following literature and studies, both foreign and local, focused on the
customer service skills. The same provided a clear roadmap, strengthened,
supported, gave credence, and corroborated with the variables mentioned and
were made integral part in this study.
Foreign Literature
Foreign Studies
S. Elangos describes the Bhakaras‟s wheel which invented by
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
rotary motion to our convenient transformation of energy.

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Muhamad Amin has research says Claims of “Free Energy” generation
using Perpetual Motion Machines (PMM) are usually discounted by the scientific
community since PMMs are considered impossible, as a direct corollary of the
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
factor. Recently a system on permanent magnets has been observed by
the author, whose designer claimed that his system can provide „free energy‟.
In 1981 Nikola Tesla Serbian-American inventor make the actual perpetual
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.
The water fuel cell is a purported perpetual motion machine invented by
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
requirement predicted or measured by conventional science. If the device worked
as specified, it would violate both the first and second laws of thermodynamics,
allowing operation as a perpetual motion machine. Meyer’s claims about his
“Water Fuel Cell” and the car that it powered were found to be fraudulent by an
Ohio court in 1996.
Local Literature
A study conducted by Lazaro (2012), focused on the relationship between
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
feedback system were also explored.
Another study undertaken by Lugtu (2010) was to identify the significant
relationship of Adversity Quotient and Personality-Temperament Traits of the
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
sixteen years. 2) Generally, the respondents have an average level of Adversity
Quotient characterized by being able to significantly navigate life, and thus may
suffer unnecessarily due to life’s frustrations and challenges.
Moreover, the SWAT respondents were found to have average level of the
four dimensions of AQ namely; Control, Origin and Ownership, Reach, and
Endurance. This signifies that most of our SWAT Police are competent and
unbiased enough to do their respective jobs. Majority of the SWAT respondents
have fairly non-discriminatory and unbiased personality patters as revealed by the
Guildford-Zimmerman Temperament Survey. Most of them manifest an average
level of Sociability, Emotional Stability, Thoughtfulness, and Masculinity. In
addition, the respondents were found to have an above average level of General
Activity, Restraint, Ascendance, Objectivity, Friendliness, and Personal Relations.
The existence of non-significance between the levels of Adversity Quotient
to the demographic characteristics to the respondents signifies that the
development of Adversity Quotient is not partial in terms of one’s demographics.
This implies that other factors should be considered in developing one’s level of
AQ. In addition, the existence of non-significance between the Personality-

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Temperament Traits of the respondents to several demographic characteristics
signifies little influence in such.
However, factors like birth order, social experiences, and age might have
little influence in the developmental change in one’s personality. The existence of
non-significance between Adversity Quotient and Personality-Temperament Traits
of the respondents signifies that certain personality traits do not influence the
development of AQ and AQ to personality traits for this group of respondents.
However, Trait Ascendance and Trait Sociability are factors to look into in terms of
the development of AQ and vice versa. By identifying the level of AQ and
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
avoid job mismatch and possible future problems in employee performance.
Other related study is by Antwi (2014), the central problem of his study was
to determine the relationship of work attitude, reward systems and personality of
workers to the job performance and motivation. The study is focused on the
following work attitudes: job satisfaction, organizational commitment, and job
involvement. Reward system is composed of extrinsic and intrinsic rewards, while
personality focused only on extroversion and introversion. This study is
quantitative descriptive-correlational in nature.
To get the factual information from the respondents and to determine the
relationship of work attitude, reward system and personality to job performance
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,
organizational commitment, job involvement, reward systems, and personality
correlates with job performance and motivation.
Intrinsic rewards tend to influence job performance and motivation greater
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
accomplishment, fulfillment and security etc. Job satisfaction, intrinsic reward,
being faculty and personality predicts motivation.
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
attainment, experience, work attitude, emotional maturity, social maturity and
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
committee during the thesis proposal defense.
The instruments used in the study, namely emotional maturity scale and
interpersonal skills, which were developed by the researcher were subjected to a
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
performance rating that is very satisfactory.
There is a significant correlation between job performance and educational
attainment, training, number of years in present rank, but is not significantly
correlated to the number of years as police officers, work attitude, emotional
maturity, social maturity and interpersonal relationships. There is a significant
relationship between job satisfaction and the following variables: educational

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attainment, training, number of years as police officers, number of years in
present rank, work attitude, emotional maturity, social maturity and interpersonal
relationship.
Local Studies
Organizational structures of manufacturing companies are currently subject
to major change (Magpantay, 2011). Many capital goods manufacturing
companies have changed their organizational structures in order to become more
responsive to customer needs or to expand into the service business.
In this context, researchers have questioned whether classical product-
focused and geographically-focused organizational forms are still adequate
(Ibanez et al., 2010). Tulli et al. (2007), for example, argued that companies still
tend to have a product-centric view of organizational structures, whereas
customers tend to focus on the relational processes with their suppliers. Often,
manufacturers existing organizational structures do not actively support the
setting up of such relational processes with customers. Such relational processes
concentrate on value creation and increasingly focus on bundles including capital
goods and services, rather than only supplying the product.
As a result, companies are not only extending their total offering towards
integrated solutions that combine products and services to customer specific
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
and customer-focused organizational structures.
Broga (2015) argued that integrating product and service organizations is a
determinant of success for the development of business-to-business services and
for moving towards a more customer-centric organizational approach. Whether a
capital goods manufacturer should integrate or separate its product and service
organizations depends on the service strategy the company has chosen to use in
order to move into the integrated solutions business.
In order to gain a better understanding of whether it should integrate or
separate its service organization, a company should consider detailed
organizational functions (R&D, manufacturing, sales, marketing, human
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).
Furthermore, Hanag et al. (2010) argued that companies that are
structured with multiple product-focused and service-focused SBUs tend to move
toward customer-focused SBUs. However, despite the increasing number of
academic contributions that examine customer focused and service-focused
organizational structures, they are rarely linked to each other. Given the
interrelated nature of customer and service orientations in the organizational
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
organizational structure when increasing the service orientation. Secondly, it
seeks common themes underlying various aspects of customer orientation in the
organizational structure. Thirdly, the article explores the interrelatedness of
customer and service orientations in the organizational structure.
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
of changes in the potential organizational structures are considered to enlighten
the existing discussion on changes in organizational structures towards a service
orientation.
The increasing importance of service orientation follows Nayo’s (2015)
argumentation that companies should integrate services into the product
organization, as opposed the argument that companies should set up a distinctive
service organization. The creation of a separate organization to handle the service
offering is a determinant of success.
However, Kalledo’s (2013) definition of a separate service organization
might also include what we call emphasizing a service orientation by setting up
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
case of pattern 1, there is no dedicated sales force selling service products.
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
reinforce Nayo’s (2015) argumentation for increasing the importance of
collaborations between organizational units. Pattern 1 requires intra-business unit
collaboration across organizational functions that are responsible for products and
services.
Furthermore, despite the increasing need to manage major customers
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
customer orientations in the context of organizational structures. The four patterns
provide a better understanding of how capital goods manufacturers integrate
increased customer and service focuses within their organizational structures. The
results suggest that managers and researchers should consider that movements
towards service-focused and customer-focused organizational structures are
interrelated (Rustica, 2015).
Zarate (2016) stated that there are simple structural changes in the
organization or replacements of people in particular location that may have
consequences that others promote or hinder changes in attitude and performance
change can alter cultural values, personal values, attitudes and feelings of
individuals within the work environment. Work changes operate through each
employee’s attitudes and feelings towards change. What is important in adjusting

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to change in the bringing about of specific changes through the development of
new attitudes value and/or behavior, either through identification or internalization,
Synthesis
In Synthesis, the three components of Customer Service- Customer Focus,
Personal Characteristics, and Customer Service Challenges were highlighted by
the following reviewed literature and studies.
Customer issues or problems should be addressed outright. This is
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
financial performance of the company.
Further, anent to addressing customer’s issues or problems, are answers
provided by Anderson et. al. (2013) who states that companies need to develop
an environment inside the organization that is more prone towards meeting
service quality standards according to the customer requirements.
On a careful inspection of the dimensions of quality, a major focus rests on
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
other factors influence service quality, most researchers agree on these
dimensions of service quality as a measure of service quality.
Stress, as mentioned this review, points to the definition of Lee (2016)
which refers to resilience as a person’s capacity to handle difficulties, demands,
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
themselves because of it.
Finally, the ability of the employee to deal with the customer’s emotional
charge is described by Zarate (2016) as fight or clash, when people disagree,
because they see a situation differently. Differences in perception are due to
differences in needs, values, personality, preferences and interests, orientation,
education or training, or background experiences. Conflicts normally occur
between sales and marketing, marketing finance, marketing and manufacturing,
production and quality control, and etc.; It is important to practice professionalism
in handling conflict situation.

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Chapter 3
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
the statistical treatment employed.
Research Methods Used
This study used the descriptive research method due to the
appropriateness to the problem. The researcher assessed the customer service
skills of the sales representatives at Arrow Electronics Asia- Singapore
Proprietary Limited for the purpose of having a reference on employee training
program.
Descriptive research is a type of research that describes what exists in a
current situation and may help to uncover new facts and meaning through
observation, description and documentation of the situation as it normally occurs
(Polit & Hungler 1999). This involves the collection of data that will provide an
account or description of individuals, groups or situations.

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Respondents of the Study
The respondents of the study included the sales representative of Arrow
Electronics Asia-Singapore Proprietary Limited and their supervisors. Below is the
distribution of the respondents of the study.
Table 1
Distribution of Respondents as to Age
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
Distribution of Respondents as to Sex
Sales
Male 5 27.8 7 23.3
Female 13 72.2 23 76.7
Total 18 100.0 30 100.0
The sex of the respondents is presented in Table 2. The female supervisor
and sales representative- respondents are mostly (f= 13 supervisors, 23 sales
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
more accommodating and patient than their male counterparts.

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Table 3
Distribution of Respondents as to Highest Educational Attainment
Sales
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
The highest educational attainment of the respondents is reflected in the
foregoing table. Almost all (f= 15, 83.3 percent) of the supervisor- respondents
have completed a master’s degree; while 22 or 73.3 percent of the sales
representative- respondents have at least a bachelor’s degree, and three or 10.0
percent have managed to finish an advanced study. This information indicates
that Arrow, Limited has high regard for education that may be reflected in their
criteria for promotions.

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Table 4
Distribution of Respondents as to Job Classification
Sales
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
Table 4 shows the job classification of the respondents in the Customer
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
Distribution of Respondents as to Length of Service
Sales
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
that the company may have a low attrition rate.

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Sampling Technique
Best and Khan (1993:13) defines a population as a ‘group of individuals
that have one or more characteristics in common that are of interest to the
researchers’. The population is a ‘group of people who are the focus of a
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.
Purposive sampling technique was used in this study. A purposive sample
is a non-probability sample that is selected based on characteristics of a
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
The research instrument is based on the standardized instruments of the
Customer Service Model Questionnaire which is divided into 3 components that
effectively measures the skills of the said target respondents.
The instrument is tailor-fitted by the researcher to gather the profiles of the
respondents that are deemed necessary. The parts in the said instrument
followed the same sequence as the specific questions posed in Chapter 1.
Data Gathering Procedures
A letter was sent to the head of operations of the Customer Service
Department of Arrow Electronics Asia-Singapore Proprietary Limited. Upon
approval, the researcher facilitated the survey questionnaire to the employees of
the said department. Afterwards, the gathered data were organized, tallied,
analyzed and interpreted.
Statistical Treatment of Data
The frequency distribution, percentage, weighted mean, T-test were the
statistical tools used in the study through the Statistical Package for Social
Science (SPSS) version 20.0.

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Frequency Distribution (f). This tool was used to facilitate the tallying and
counting of frequencies falling under the profile categories.
Percentage (%). This tool was used to find out the part of the whole
respondents’ assessment based on the frequency/tally gathered. The following
formula was used to determine the same based on the variables determined.
----------------------- x 100 = Percentage
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
computed using the formula:
TWF
WM = -------------------------
Where:
WM = Weighted Mean
TWF = Total Weighted Frequency
N = Total Population
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T-Test of Two (2) Independent Samples. Is a two-sample t-test that
examines whether two samples are different and is commonly used when the
variances of two normal distributions are unknown. This test determined the
significant differences in the assessments of the two groups of respondents. The
following formula was employed:
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
Arbitrary Scale of Values
To determine the customer service skills of the sales representatives of
Arrow Electronics Asia- Singapore, a four-point Likert scale were used that
determined the perception of the two groups of respondents. The following rating
and verbal interpretation used is presented below:
Score Verbal Interpretation Description

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4 Strong (S) This describes the sales
representative possessing the all
the skill or most of the time
3 Moderate (M) This describes the sales

representative to be possessing
the skill partly or some of the time
2 Improvement This describes the sales

Opportunity representative as possessing the
skill very little or not at all
1 Not Applicable (N/A) Not applicable to the sales

representative at this time
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Chapter 4
PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA
This Chapter presents the analysis and interpretation of data pertaining to
the customer service skills of the sales representatives at Arrow Electronics Asia-
Singapore Proprietary Limited.
Customer Service Skills of the Sales Representatives
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
Representatives in terms of Customer Focus. The overall mean of 2.65, rated as
‘Moderate’ according to the supervisor- respondents in terms of Customer Focus,
points to ‘Moderate’ Customer Service Skills of the sales representatives as to
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
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). However, the sales
representatives need ‘Improvement Opportunities’ in 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 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).
It is imperative that customer issues or problems are addressed outright.
This is emphasized in Spreng (2016) that the same is essential to Customer

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loyalty and satisfaction that proved to be the major determinant for long term
survival and financial performance of the company.
Further, anent to addressing customer’s issues or problems, this problem is
provided answers by Anderson et. al. (2013) who states that companies need to
develop an environment inside the organization that is more prone towards
meeting service quality standards according to the customer requirements.
The sales representative- respondents were honest in rating themselves as
‘Moderate’ in Customer Service Skills, owing to the overall mean of 2.93. Among
their ‘Strong’ points, however, is their ability to show strong commitment to
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
(WM= 2.43). In this case, standard operating procedures established by
companies offer important reference materials for the employees. The goal of
which is to ensure that customer needs are met and issues/ problems addressed.
This in turn improves customer satisfaction measurement in developing,
monitoring, and/or evaluating product and service offerings, as well as for
evaluating, motivating, and/or compensating employees.

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Table 7
Customer Service Skills of the Sales Representatives in terms of Personal
Characteristics
Sales
Supervisors TWM VI
Indicator Reps.
WM VI WM VI
has patience with our customers, even when

1 M M M
their actions are difficult to handle. 2.55 2.89 2.72
shows respect for our customers and our
2 M M M
co-workers. 3.00 3.09 3.05
possesses positive attitude and outlook
3 about their job, our customers, and our S S S
3.50 3.60
agency. 3.70
acts confident in their abilities to do their job
4 and in their interactions with our customers S S S
3.89 3.90
and co-workers. 3.90
manages the stress of their job well, even
5 S S S
when things get tough. 3.68 3.97 3.83
Shows efficiency in all aspects of their job
6 S S S
and handle their time very well. 3.54 3.87 3.71
applies high ethical standards as they fulfil
7 S S S
their job roles and functions. 3.90 3.92 3.91
follows through with our customer to ensure
8 M M M
that they are happy with our services 3.14 3.07 3.11
shows deep concern with the company, the
9 S S S
management, and co-employees 3.56 3.54 3.55
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helps in the maintenance of the company's
10 S S S
facilities, equipment, and amenities 3.65 3.61 3.63
S S S
Table 7 presupposes the Customer Service Skills of the Sales
Representatives in terms of Personal Characteristics. The overall mean of 3.44,
according to the supervisor- respondents, is rated as Strong in Personal
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
representatives have ‘Moderate’ Customer Service Skills as putting up with 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), as among the
weak points, which the sales representative- respondents themselves agree as
having challenges or difficulties.
On a careful inspection of the dimensions of quality, a major focus rests on
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
other factors influence service quality, most researchers agree on these
dimensions of service quality as a measure of service quality.

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The sales representative- respondents themselves rate their Personality
Characteristics as Strong, with an overall mean of 3.56. This information
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).
Stress, as mentioned in the foregoing, points to the definition of Lee (2016),
Resilience refers to a person’s capacity to handle difficulties, demands, 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
themselves because of it.

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Table 8
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
Table 8 indulges the Customer Service Skills of the Sales Representatives
in terms of Customer Service Challenges. According to the supervisor-
respondents, the overall mean of 3.46, rated as Strong, leads to the 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 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
agreed by the sales representative- respondents themselves.
However, the supervisor- respondents rated the sales representative-
respondents (which they agree) as ‘Moderate’ in terms of knowing ways to diffuse
a customer's emotional "charge" and move the interaction to a problem-solving

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process (WM= 3.04), and in recognizing and knowing what to do when they
encounter customers who create difficult circumstances, such as dishonest
interactions, abusive behavior, and defensive/attacking verbal and nonverbal
communication (WM= 3.05), as among the items that need to be improved.
The aforementioned ability of the employee to deal with the customer’s
emotional charge is described by Zarate (2016) as fight or clash, when people
disagree, because they see a situation differently. Differences in perception are
due to differences in needs, values, personality, preferences and interests,
orientation, education or training, or background experiences. Conflicts normally
occur between sales and marketing, marketing finance, marketing and
manufacturing, production and quality control, and etc.; It is important to practice
professionalism in handling conflict situation.
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
Table 9 presents the summary of Customer Service Skills of Sales
Representatives. As assessed by the supervisor- respondents, the total weighted
mean of 3.46 accrues to the ability of the sales representative- respondents as

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‘Strong’ in handling Customer Service Challenges, followed by the Personal
Characteristics with 3.44; both rated as ‘Strong’; and ‘Moderate’ with 2.65 as to
Customer Focus.
On the other hand, the sales representative- respondents agree that
handling Customer Service Challenges are their strength, followed by Personal
Characteristics (WM= 3.50), but ‘Moderate’ in terms of Customer Focus (WM=
2.93).
Differences in the Assessments of the Grouped Respondents
Table 10
Differences in the Assessments of the Grouped Respondents on the
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
Table 9 indicates the Differences in the Assessments of the Grouped
Respondents on the Customer Service Skills of the Sales Representatives. The
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
the sales representatives’ Customer Service Skills as to Customer Focus can
further be developed through training and education so as to reach their fullest
potential in fully understanding the needs of the customers. On the other hand,
the two other indicators- Personal Characteristics (t-value= -0.62, P- Value=
0.5407) and Customer Service Challenges (t-value= -0.81, P-value= 0.4262)
leads to accept the null hypothesis.
Proposed Training Program for Sales Representatives
Rationale:
Customer Service Skills is a major component of competencies. This
includes the possession of technical knowledge, practical behaviors and attitudes
which inform the way one operate in working life. The skills are a natural
progression, building on aspects of the person specification in greater detail. This
training program equips the Customer Service employee in better serving their
clienteles that is directly aligned with the Company’s goals.
Objective Strategies Activity Duration

Understands the Understands the Seminar on 2 hours
contribution their role
business makes to the success of
Understanding the
environment in the business goals of Customer
which the Understands the Service
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business needs for the business
to generate increased
operates income and Focus Group 3 hours
and considers understands how their Discussions on
the wider impact team can support this the current
Questions actions
of their where appropriate and
business
decisions and identifies more cost- practices
actions effective approaches
Meets the
expectations of
customers without
compromising budgets
Gets message Clear when they Role Playing 3 hours
communicate
across in a Constructive and
persuasive way positive in what they Teambuilding 5 hours
have to say exercises
Involved at meetings,
asks questions, listens
and gives information
when appropriate
Keeps an open Invites regular Focus Group
feedback on
mind and adapts performance from team
Discussions on
to changes in members and the Working
the working customers Environment
Quickly turns new
environment ideas into clear and
effective improvements
Looks for better ways Brainstorming
of doing things and
suggests improvements
Shares their ideas
with colleagues and
seeks support from
management
in developing those
ideas
Understands Demonstrates Role Playing
common courtesy even
customer needs when customer is
and builds difficult or demanding Focus Group
effective Responds promptly to Discussions on
customer requests and
customer whenever possible
Building
relationships within agreed Relationships with
timeframes Customers
Assesses customer
needs accurately by
listening /sensitive
questioning
Keeps promises made
to customers
Shows awareness of
who their customers are
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Builds own and Identifies what Understanding 5 hours
learning and
others’ development they need
oneself and
confidence, to do their job others: A
knowledge and effectively Teambuilding
Is flexible and willing
skills to adapt and learn
Exercise
Participates fully in
reviews and in agreed Focus Group 3 hours
SMART development Discussions on
objectives
Seeks and responds Difficulties/
positively to feedback Challenges
regarding their learning Encountered in
and development
Feedback
Mechanisms
Prioritizes and Overcomes obstacles Focus Group 4 hours
to ensure work gets
orders activities done on time
Discussions on
to get results Prioritizes workload to Workload
meet important Assignments 2 hours
objectives
Motivates and
encourages people to
achieve planned results
If appropriate to role,
manages team
effectively, delegating
work to use
resources to best effect
Informs colleagues of
changes in priorities and
helps them to plan their
workload
Monitors progress and
puts effort in where it is
most needed
Works with Actively participates Teambuilding 5 hours
within the team
others towards Helps others within
Exercises towards
shared goals the team, sharing improving
cooperatively workload Cooperation and
and Communicates openly Participation
and effectively with
collaboratively other team members
with other teams Focuses on shared
goals playing a full part
in their successful
completion
Is reliable and aware
that consequences of
own behavior affect
others within the team
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Chapter 5
SUMMARY, FINDINGS, CONCLUSIONS, AND
RECOMMENDATION
This section shows the summary, findings, conclusions, and
recommendations on the study pertaining to the Customer Service Skills of the
Sales Representatives at Arrow Electronics Asia- Singapore Proprietary Limited.
Summary
The customer service skills of the sales representatives at Arrow
Electronics Asia- Singapore Proprietary Limited were assessed by its supervisors
and managers. The results will be made integral in providing an employee training
program to improve the customer service skills of its representatives. Specifically,

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questions on the two groups of respondents’ assessment on the customer service
skills of the sales representatives in terms of Customer focus, Personal
Characteristics, and Customer Service Challenges were answered. Further, the
null hypothesis that there is no significant difference in the assessments of the two
groups of respondents on the customer service skills of the sales representatives
was tested.
This study used the descriptive research method due to the
appropriateness to the problem where the sample- respondents were purposively
chosen. The research instrument is based on the standardized instruments of the
Customer Service Model Questionnaire which is divided into 3 components that
effectively measures the skills of the said target respondents. The frequency,
percentage, weighted mean, and the T-Test of Two (2) Independent Samples.
Findings
Following are the findings of this study:
 The overall mean of 2.65, rated as ‘Moderate’ according to the supervisor-
respondents in terms of Customer Focus, points to ‘Moderate’ Customer
Service Skills of the sales representatives as to 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
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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).
However, the sales representatives need ‘Improvement Opportunities’ in
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).
‘Moderate’ in Customer Service Skills, owing to the overall mean of 2.93.
Among their ‘Strong’ points, however, is their ability to show strong
commitment to 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 (WM= 2.43). In this case,
standard operating procedures established by companies offer important
reference materials for the employees. The goal of which is to ensure that
customer needs are met and issues/ problems addressed. This in turn
improves customer satisfaction measurement in developing, monitoring,

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and/or evaluating product and service offerings, as well as for evaluating,
motivating, and/or compensating employees.
 The overall mean of 3.44, according to the supervisor- respondents, is
rated as Strong in Personal 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
representatives have ‘Moderate’ Customer Service Skills as putting up with
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),
as among the weak points, which the sales representative- respondents
themselves agree as having challenges or difficulties.
Characteristics as Strong, with an overall mean of 3.56. This information
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).
 Customer Service Skills of the Sales Representatives in terms of Customer
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
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 agreed by the sales
representative- respondents themselves.
respondents (which they agree) as ‘Moderate’ in terms of knowing ways to
diffuse a customer's emotional "charge" and move the interaction to a
problem-solving process (WM= 3.04), and in recognizing and knowing what
to do when they encounter customers who create difficult circumstances,
such as dishonest interactions, abusive behavior, and defensive/attacking
verbal and nonverbal communication (WM= 3.05), as among the items that
need to be improved.
 As assessed by the supervisor- respondents, the total weighted mean of
3.46 accrues to the ability of the sales representative- respondents as
‘Strong’ in handling Customer Service Challenges, followed by the

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Personal Characteristics with 3.44; both rated as ‘Strong’; and ‘Moderate’
with 2.65 as to Customer Focus.
handling Customer Service Challenges are their strength, followed by
Personal Characteristics (WM= 3.50), but ‘Moderate’ in terms of Customer
Focus (WM= 2.93).
Differences in the Assessments of the Grouped Respondents
 The 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 significant difference. In other words, the supervisors are
one in pronouncing that the sales representatives’ Customer Service Skills
as to Customer Focus can further be developed through training and
education so as to reach their fullest potential in fully understanding the
needs of the customers. On the other hand, the two other indicators-
Personal Characteristics (t-value= -0.62, P- Value= 0.5407) and Customer
Service Challenges (t-value= -0.81, P-value= 0.4262) leads to accept the
null hypothesis.
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Conclusions
The supervisor- respondents in terms of Customer Focus, assessed the
sales representatives’ as ‘Moderate’. This means that believe that they are
members of a team of representatives in their unit who work together on behalf of
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
sales representatives need ‘Improvement Opportunities’ in 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, 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.
‘Moderate’ in Customer Service Skills. Among their ‘Strong’ points, however, is
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.
This in turn improves customer satisfaction measurement in developing,
monitoring, and/or evaluating product and service offerings, as well as for
evaluating, motivating, and/or compensating employees.
According to the supervisor- respondents, the sales representative-s are
rated Strong in Personal Characteristics. This means that the sales
representative- respondents are Strong as to applying high ethical standards as
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,
the sales representatives have ‘Moderate’ Customer Service Skills as putting up
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
the sales representative- respondents themselves agree as having challenges or
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
customers and co-workers.
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.
respondents (which they agree) as ‘Moderate’ in terms of knowing ways to diffuse
a customer's emotional "charge" and move the interaction to a problem-solving
process, and in recognizing and knowing what to do when they encounter
customers who create difficult circumstances, such as dishonest interactions,
abusive behavior, and defensive/attacking verbal and nonverbal communication,
as among the items that need to be improved.
As assessed by the supervisor- respondents the sales representative-
respondents are ‘Strong’ in handling Customer Service Challenges, followed by
the Personal Characteristics (both rated as ‘Strong’); and ‘Moderate’ as to
Customer Focus.
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handling Customer Service Challenges are their strength, followed by Personal
Characteristics, but ‘Moderate’ in terms of Customer Focus.
The difference in assessments of the grouped respondents as to Customer
Focus is significant. This infers that the supervisors are one in pronouncing that
the sales representatives’ Customer Service Skills as to Customer Focus can
further be developed through training and education so as to reach their fullest
potential in fully understanding the needs of the customers. On the other hand,
the two other indicators- Personal Characteristics and Customer Service
Challenges leads to accept the null hypothesis.
Recommendations
Following are the recommendations to improve the Customer Service Skills
of the Sales Representatives at Arrow, Limited:
1. That Arrow, Limited Management teams, especially the Customer
Service Department provide a training program towards enhancing the
relationship of the employees with the clients, improving customer care
delivery, addressing issues/ and concerns of the customers. Standard
Operating Procedures or Agreements be established as easy reference

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for the employees. Investments in these training and development
programs may increase employee productivity and ultimately increase
Sales and Profits.
2. The training programs for enhancing Customer Service Skills be used
as reference for all business entities engaged in customer service or
any business that involves customer interaction.
3. Customer Service Practitioners proactively engage and submit
themselves in trainings, seminars, workshops that may enhance their
capabilities. That they inculcate in themselves transparency and
openness to change carry out the expected output of their profession.
4. Future Researchers engage in similar topics of hybrid focus that
effectively connect the gap that may be left unresolved. Certain
inadequacies, at least, may give insights and encouragement to
undertake a validation and follow up study.

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http://www.ehow.com
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APPENDICES
RESEARCH INSTRUMENT
Part I. Respondent’s Profile.

Age :
____ 25 and below _____ 31 to 35 _____ 41 to 45
____ 26 to 30 _____ 36 to 40 _____ 46 and above
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
Part II. Customer Service Skills Assessment on the Sales Representatives.
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
1. has patience with our customers, even when their actions are
difficult to handle.
2. shows respect for our customers and our co-workers.
3. possesses positive attitude and outlook about their job, our

customers, and our agency.
4. acts confident in their abilities to do their job and in their
interactions with our customers and co-workers.
5. manages the stress of their job well, even when things get tough.
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.
Customer Service Challenges

1. views every customer as a unique individual with a need to fulfil,
problem to solve, or an issue to address.
2. Discovers effectively and try to understand their customer's point
of view.
3. knows how to recognize the signs of emotional communication
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(anger, fear, guilt, etc.).
4. knows ways to diffuse a customer's emotional "charge" and move
the interaction to a problem-solving process.
5. does not add to an emotional interaction by reacting emotionally to
it themselves.
6. knows that some of their customers have difficulty with the issues
or problems they present to them and prepares themselves to
handle the stress associated with tough interactions.
7. focuses 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.
8. does not use judgmental or blaming behaviour when they interact
with customers who are experiencing difficulties.
9. recognizes and knows what to do when they encounter customers
who create difficult circumstances, such as dishonest interactions,
abusive behaviour, and defensive/attacking verbal and nonverbal
communication.
10. recognizes and knows 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.

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THE PROBLEM AND ITS BACKGROUND

Electricity is the presence and flow of electric charge. Using electricity we

The word "electricity" is sometimes used to mean "electrical energy". They

Transmission of electrical energy can occur naturally (as in lightning), or be

produced (as in a generator). It is a form of energy which we use to power

electric current, sometimes called 'dynamic electricity'. Lightning is the most

electricity causes things to stick together.

Electricity can be dangerous, especially around water because water is a

curiosity seen in the lightning of a thunderstorm.

Background of the Study

naturae and perpetuum mobile physicae. Perpetual Motion Machine, There is a

law of thermodynamics is a version of the law of conservation of energy. The

A perpetual motion machine of the second kind is a machine which spontaneously

cooled without involving a transfer of heat to a cooler reservoir. This conversion of

second law of thermodynamics.

third law of thermodynamics.) It is impossible to make such a machine, as

dissipation can never be completely eliminated in a mechanical system, no matter

Some common ideas recur repeatedly in perpetual motion machine designs.

potential sources of power for a perpetual motion machine, "Chymical [sic]

Extractions", "Magnetical Virtues" and "the Natural Affection of Gravity".[1]

The seemingly mysterious ability of magnets to influence motion at a distance

The problem remains the same.

Perpetuum Mobile of Villard de Honnecourt (about 1230).

The "Overbalanced Wheel".

energy out of a gravitational field (for instance, by dropping a heavy object,

application of gravity in a perpetual motion machine is Bhaskara's wheel in the

movement is not achieved.[24] The moving weights may be hammers on pivoted

arms, or rolling balls, or mercury in tubes; the principle is the same.

Perpetual motion wheels from a drawing of Leonardo da Vinci.

Another theoretical machine involves a frictionless environment for motion. This

involves the use of diamagnetic or electromagnetic levitation to float an object.

vaporize, thereby degrading the vacuum.

delineates the 3 skills, namely: customer focus, personal characteristics and

customer service challenge.

Figure 1. Customer Service Skills (Fornell and Rust 2012)

skills for an optimal output (Fornell and Rust, 2012).

advances in technology based systems related to internet are leading to

fundamental ways in how different organizations interact. This applies to the

relation of an organization with its customer (Hong et al., 2007).

Using the foregoing Theoretical Framework, the researcher came up with

the following Research Paradigm (Figure 2) which underscores the Input-

Process- Output (IPO) framework.

Figure 2. Research Paradigm

Figure 2 shows the Input-Process-Output (IPO) Framework in describing

respondents in terms of age, gender, highest educational attainment, job

classification, and length of service.

representative as assessed by two groups of respondents classified as sales

administration of survey tool/ instrument to target respondents, tally and coding of

Statement of the Problem

Electronics Asia- Singapore Proprietary Limited were assessed by its supervisors

and sales representatives. The results were made integral in providing an

employee training program to improve the customer service skills of its

Specifically, the following questions were answered:

1. What is the profile of the two groups of respondents as to:

1.3. educational background;

1.4. job classification; and

1.5. length of service?

the sales representatives in terms of:

2.1. Customer focus;

2.2. Personal Characteristics; and

2.3. Customer service challenges?

respondents on the customer service skills of the sales representatives?