An Assessment of the Relationship Between Customer Waiting Time and Satisfaction in Retail Banking: A Case Study of GTBank, Rivers State
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Background of the Study
Customer waiting time is a critical factor influencing satisfaction in the retail banking sector. At GTBank in Rivers State, reducing waiting times—whether in branch queues or during digital transactions—has become a priority as banks strive to enhance the overall customer experience. Long waiting times can lead to frustration, diminish perceived service quality, and ultimately impact customer retention. GTBank has implemented various strategies, such as queue management systems, appointment scheduling, and digital platforms, to minimize delays and ensure efficient service delivery (Ibrahim, 2023). The relationship between waiting time and customer satisfaction is well-documented; as waiting times decrease, customers tend to report higher levels of satisfaction, which in turn fosters loyalty and positive word-of-mouth referrals. Furthermore, technological innovations like self-service kiosks and mobile banking applications have significantly contributed to reducing physical and virtual wait times. However, despite these improvements, issues such as system glitches, insufficient staffing during peak hours, and process inefficiencies still result in extended waiting periods for some customers. This study examines the impact of waiting times on customer satisfaction at GTBank, analyzing the factors that contribute to delays and assessing the overall effect on customer perceptions and loyalty in a competitive retail banking environment (Chinwe, 2024; Akinola, 2025).
Statement of the Problem
Although GTBank has invested in technologies and process improvements to reduce waiting times, customers continue to experience delays that negatively affect their satisfaction. Extended waiting periods—whether at branch counters or during online service interactions—can result in customer frustration and diminish trust in the bank’s efficiency. Operational challenges, such as understaffing during peak hours and technical glitches in digital platforms, contribute significantly to these delays. Moreover, inconsistency in the implementation of queue management strategies across branches exacerbates the problem. The lack of a unified, efficient process for managing customer flow has led to variable waiting times, which in turn create a negative perception of service quality. These issues, if not addressed, can reduce customer retention and impact overall profitability. Consequently, there is a critical need to identify and address the root causes of extended waiting times, thereby improving service efficiency and enhancing customer satisfaction. This study aims to systematically analyze these challenges, evaluate their impact on customer perceptions, and propose targeted strategies to minimize waiting time and maximize customer satisfaction.
Objectives of the Study
• To evaluate the effect of waiting times on customer satisfaction at GTBank.
• To identify the operational factors contributing to prolonged waiting periods.
• To recommend process improvements for reducing waiting time and enhancing satisfaction.
Research Questions
• How does waiting time impact overall customer satisfaction at GTBank?
• What operational challenges lead to extended waiting times?
• What strategies can be implemented to reduce waiting time effectively?
Research Hypotheses
• H₁: Shorter waiting times are positively associated with higher customer satisfaction.
• H₂: Operational inefficiencies significantly contribute to increased waiting times.
• H₃: Process improvements and enhanced staffing reduce customer waiting time.
Scope and Limitations of the Study
This study focuses on GTBank’s branch and digital operations in Rivers State. Limitations include regional differences in service efficiency, potential customer response biases, and external factors affecting waiting times.
Definitions of Terms
• Waiting Time: The duration customers spend waiting for service delivery.
• Customer Satisfaction: The level of contentment with the bank’s services.
• Operational Efficiency: The effectiveness of service processes in minimizing delays.
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