Outlines the policies of the Canadian Imperial Bank of Commerce in creating an organization in which its 48,000 employees are “customer obsessed”. Discusses participation in service/quality teams, highlighting their structure and practices, leadership and commitment to the scheme, communication and training, measurement and tracking and reward and recognition. Suggests four priority areas which emerge as critical requirements to building a sustained service improvement strategy through teams ‐ ownership, leadership, employee satisfaction and focus.
Nichol, G. (1992), "Motivating employees", Managing Service Quality: An International Journal, Vol. 2 No. 5, pp. 259-261. https://doi.org/10.1108/09604529210029470
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