Improving complaints handling through delegation of authority

This action research addressed KLM Bank Mabini branch\u27s operational issue concerning the lack of delegation of authority among the tellers and sales associate particularly on complaints handling. Delegation of authority was defined as sharing of ones authority who is holding a higher rank to a subordinate. We identified the issue through the manifestations such as branch\u27s centralized complaints handling process wherein authority was only within the officers, repetitive spiels of front liners in endorsing complaints, frequent overtime of officers and increased number of complaints. We conducted this action research to delegate authority to tellers and sales associate in handling customer complaints, to decrease number of customer complaints being handled by branch officers, to improve branch\u27s complaints handling process and to provide opportunities of growth and self-development to tellers and sales associate. Achievement of objectives would lead to increased customer satisfaction and improved service quality of the branch. This action research provided an opportunity to branch officers in developing our leadership skills. We also better understand how to delegate authority to subordinates in the best possible and effective way. As an insider action researcher, I applied triangulation of data in data generation by using different methods both in formal and informal settings such as telephone conversation, monthly meetings, informal talks, open forum, observations and branch files like time out records and complaints log. I searched for a theory that would best help our team to understand delegation of authority. We used the Tannenbaum & Schmidt Leadership Continuum Model because it explained that we as managers faced problem on how to use and manage necessary authority in the organization and illustrated a continuum with range of leadership behaviors, ranging from manager-centered (task) to subordinate-centered (relationship). The issue framework that we used demonstrated how a manager delegates authority by using the appropriate leadership style on the levels of the continuum. We have moved from tells to delegates stage in the continuum model. Likewise, Lewins Change Management Model helped us to implement desired changes as a whole. We addressed lack of delegation of authority through brainstorming and came up with schedule of activities and implemented interventions such as morning huddle, training sessions, assignment of duties and finally issuance of memo to formally delegate authority to subordinates to handle complaints. Furthermore, we as branch officers conducted coaching sessions to enhance the skills of subordinates in handling complaints which greatly helped in achievement of our objectives. Positive changes in perception and way of dealing with change among members of the team were observed after implementation of interventions. I have grown professionally and I was able to develop my leadership and communication skills better through this action research. We had completed two action research cycles and we recommend that in delegating authority, managers should not only focus on leadership style but should also consider other factors such as skills of subordinates to whom authority to perform tasks will be delegated