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VOLUME
Vol.05 Issue03 2025
PAGE NO.
5-17
10.37547/ijmef/Volume05Issue03-02
Administrative Procedure Automation and its Role in
Improving the Quality of Banking Services in Iraq: An
Analytical Study on the Iraqi Trade Bank for the year
2024
Ali Hassan Hadi
Assistant Lecturer, Business Management, University Of Babylon, Iraq
Kamil Oday Kamil
MBA From Modern University for Business And Science, Lebanon, Iraq
Received:
04 January 2025;
Accepted:
06 February 2025;
Published:
10 March 2025
Abstract:
This study examines the impact of automating administrative procedures on the quality of banking
services at the Iraqi Trade Bank for the year 2024, focusing on employee experience. A mixed-methods approach
was used, including a literature review, descriptive analysis, and qualitative interviews with 159 bank employees
in Baghdad. The results reveal a positive relationship between the automation of administrative procedures and
the improvement of banking service quality. Factors influencing the adoption of automation include cost,
infrastructure, human resources, and the regulatory environment. The study concludes with recommendations to
enhance automation and service quality within the Iraqi Trade Bank, contributing valuable insights for banking
institutions and decision-makers in Iraq's financial sector.
Keywords:
automating administrative procedures, quality of banking services, automation include cost,
infrastructure, human resources, and the regulatory environment.
Introduction:
Amidst the rapid digital transformation
that the world is witnessing, banks are striving to adopt
the latest technologies to enhance the efficiency of
their operations and provide outstanding banking
services that meet the growing needs of their
customers. The automation of administrative
procedures is one of the most important of these
technologies, as it promises to improve the quality of
services and reduce the time and cost consumed in
completing transactions, which contributes to
enhancing
operational
efficiency,
increasing
productivity, and achieving customer satisfaction.
However, the adoption of these technologies is not
without its challenges, especially with regard to their
impact on employees and the work environment, as
rapid change may raise concerns among some
employees and lead to resistance to change. Therefore,
this research stems from the following question: How
can the Iraqi Trade Bank employ the automation of
administrative procedures to improve the quality of
banking services, taking into account its impact on the
employee experience and satisfaction? This research
seeks to answer this question through an analytical
study on the Iraqi Trade Bank for the year 2024, where
the focus will be on the bank's branches in Baghdad
Governorate. The research aims to explore the reality
of automation in the bank, measure its impact on the
quality of banking services, understand the experience
of employees with this automation, identify the
challenges facing its implementation, and propose
solutions and suggestions for improvement. It is
expected that the results of this research will
contribute to enriching scientific knowledge in the field
of automation of administrative procedures and their
impact on banking services and employee experience,
support decision-making in the Iraqi Trade Bank,
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International Journal of Management and Economics Fundamental (ISSN: 2771-2257)
improve employee experience, and develop banking
services in Iraq in general.
Chapter One: General Framework of the Research
First: Research Problem
In light of the rapid technological transformation that
the world is witnessing, banks are seeking to adopt the
latest technologies to improve the efficiency of their
operations and provide distinguished banking services.
One of the most important of these technologies is the
automation of administrative procedures, which
promises to improve the quality of services and reduce
time and cost. However, adopting these technologies is
not without challenges, especially with regard to their
impact on employees and the work environment.
Therefore, this research starts from the following
question: How can the Iraqi Trade Bank employ the
automation of administrative procedures to improve
the quality of banking services, taking into account its
impact on the employee experience and satisfaction?
Second: Research Importance
Enriching
scientific
knowledge:
This
research
contributes to enriching scientific knowledge in the
field of automating administrative procedures and their
impact on banking services and employee experience.
Supporting decision-making: The research provides
valuable information and insights for the management
of the Iraqi Trade Bank to make informed decisions
regarding the development of automation of
administrative procedures and employee support.
Improving employee experience: The research helps in
understanding the impact of automation on employees
and identifying the challenges they face, which
contributes to improving the work environment and
their job satisfaction. Developing banking services: The
research contributes to the development of banking
services in Iraq by providing suggestions for improving
the automation of administrative procedures in the
Iraqi Trade Bank.
Third: Research Objectives
Exploring the reality of automation: Identifying the
level of automation of administrative procedures
currently implemented in the Iraqi Trade Bank.
Measuring the impact of automation on services:
Measuring the impact of automating administrative
procedures on the quality of banking services provided,
in terms of speed, accuracy, and cost. Understanding
the employee experience: Analyzing the experience of
employees with the automation of administrative
procedures, by understanding their perceptions,
concerns, and aspirations. Identifying challenges:
Revealing the challenges facing the implementation of
automation of administrative procedures in the bank,
whether in terms of infrastructure, skills, or
organizational culture. Providing recommendations:
Proposing solutions and suggestions to improve the
automation of administrative procedures in the bank,
with a focus on supporting employees and improving
the work environment.
Fourth: Research hypotheses
There is a positive relationship between the
automation of administrative procedures and the
processes of improving the quality of banking services
in the Commercial Bank of Iraq. The automation of
administrative procedures also affects the process of
employee satisfaction and their experience in the bank.
The automation of administrative procedures faces
challenges in the Commercial Bank of Iraq related to
skills and organizational culture.
Fifth: Research limits
Time limits: The research is conducted in 2024. Spatial
limits: The research is limited to all branches of the
Commercial Bank of Iraq in Baghdad Governorate,
which number 10 branches. Objective limits: Our
research focuses on how to study and impact the
automation of administrative procedures on the quality
of banking services and the employees' experience of
these computerized digital capabilities.
Sixth: Research methodology
The methodology used to conduct a comprehensive
review of the literature methodology and content
analysis on the impact of administrative procedures
automation and its role in improving banking services
in Iraq submitted to Al-Zayoun includes an organized
approach to identify, evaluate and summarize the
relevant literature, as the descriptive analytical
statistical approach was used for our research on the
reality of administrative procedures automation in the
Commercial Bank of Iraq as a model, and to analyze its
impact on the quality of banking services. The
qualitative approach will be used by conducting some
in-depth interviews with the employees working in the
bank, where the research sample reached 10 banks in
Baghdad Governorate, and the total number of bank
employees is 1057 employees according to the verified
and official data on the bank’s official website, and the
sample size reached 159 employees who answered the
arbitration questionnaire and the research sample was
collected randomly, to know and measure the extent of
their understanding of their experiences and
perceptions of these procedures. Chapter Two:
Theoretical Framework
First requirement: Automation of administrative
procedures
(Houy et al., 2019) indicated that the concept of
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International Journal of Management and Economics Fundamental (ISSN: 2771-2257)
"automation" is the process of implementing or
conducting administrative operations that are carried
out through the use of electronic devices without
human intervention or work, and (Guckelberger, 2019)
also indicated that it is possible to implement all these
administrative procedural steps without human
intervention. In the same context, (Khalidi, 2025:82)
explained that banks that use computer programs in
their work contribute to the process of reducing public
spending in following up on various administrative
procedures, and also contribute to reducing decision-
making obstacles by providing a strong central
database, and it can be linked to decision-making
centers by using information technology programs and
technologies to support and build a positive
institutional culture among all employees, and (Al-
Qaisi, 2021:37) also indicated that the process of
improving banking transactions of a digital nature and
artificial intelligence aims to reduce the scope of
banking transactions in customer service, and this
contributes to the customer's desire and confidence in
banking transactions. These modern scientific concepts
are summarized in Iraq, and it becomes clear to us that
the process of using automation is fraught with
software procedures and complexities, and the
possibility of applying it requires awareness and
knowledge in this field, and also requires a balanced
approach that recognizes this dual nature of
technological progress. With its continuation and
increasing activity, we must navigate the concept of
digital transformation, which has become urgent and
necessary, as the insights provided by these studies
provide valuable guidance, and also urge us to re-
evaluate daily decisions, policies and practices to
ensure a comprehensive and productive future of work
at the same time, by automating administrative tasks
and procedures that enable the provision of the highest
levels of service, including: appointment management,
preparing quarterly or annual reports, warehouse
management, managing social media platforms, time
management, data entry, project management, data
management to collect customers, quick response to all
emails, and other administrative procedures that
contribute
to
simplifying
administrative
proceduresSecond: The Importance of Automating
Administrative Procedures
Improving operational efficiency and increasing
productivity: Automation contributes to reducing the
time and effort required to perform routine tasks,
which improves the speed and accuracy of completing
transactions. This leads to increased employee
productivity, improved efficiency in the use of
resources, and reduced operating costs. (Al-Shboul &
Abu-Naser, 2019:995) Improving the quality of banking
services provided to customers: Automation helps to
provide faster, more accurate, and reliable banking
services, reduce waiting times, and provide self-
services available around the clock. Thus, automation
enhances customer satisfaction and improves their
banking experience (Kumar & Purani, 2018: 184-203).
Enhancing security and compliance levels: Automation
contributes to improving security by reducing human
errors and enhancing control over banking operations.
It also helps ensure compliance with financial laws and
regulations and reduce the risks of money laundering
and fraud. (Kou & Wang, 2014, 1-12) Empowering
employees and improving the work environment:
Automation helps liberate employees from routine
tasks and allows them to focus on more creative and
interactive tasks with customers, which improves their
satisfaction and enhances their skills. (Nasir & Nasir,
2021) Supporting digital transformation and enhancing
competitiveness: The automation of administrative
procedures is one of the most important pillars of
digital transformation in the banking sector. It helps in
improving the efficiency of operations, providing
innovative services, and enhancing the customer
experience, which enhances the competitiveness of the
Iraqi Trade Bank in the market. (Omar & Nawi, 2021:
640-647)
Third: Dimensions of Automating Administrative
Procedures
Technical dimension (Grover at el. 2018: 388-432)
Technical Infrastructure for Automating Administrative
Procedures:To achieve effective automation of
administrative procedures, we need a robust and
reliable technical infrastructure. Imagine it as the
foundation upon which all automated processes are
built.
This
infrastructure
includes:Hardware:Computers: The devices that
employees use to enter data and interact with
automated systems. Data servers: The big data storage
and processing centers that support automated
systems. Communication networks: The infrastructure
that connects all the devices and servers, ensuring the
smooth flow of data. Software and applications:
Customer Relationship Management (CRM) systems:
Tools that help organize and manage interactions with
customers. Enterprise Resource Planning (ERP)
systems: Integrated systems that comprehensively
manage an organization’s resources. Wo
rkflow
Automation Systems: Software that automates and
simplifies repetitive administrative processes. Artificial
Intelligence and Machine Learning: Powerful tools that
help analyze data and make decisions automatically,
increasing
the
efficiency
of
operations.Cybersecurity:We
cannot
talk
about
technology without mentioning security. Imagine cyber
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security as the shield that protects our data and
systems from threats and breaches. It is a vital part of
ensuring the integrity of information and the
confidentiality of data.
System Integration: To get the most out of automation,
all systems and applications must be integrated with
each other. This integration ensures that data flows
seamlessly between different departments, preventing
errors or duplication of data. In short, a robust
technical infrastructure, reliable cyber security, and
seamless integration between systems are the
essential elements that enable us to automate
administrative procedures efficiently and effectively.
These elements work together to streamline processes,
reduce errors, improve productivity, and ultimately
provide a better experience for employees and
customers alike.
Administrative dimension
Leadership and support: The automation of
administrative procedures requires strong leadership
and support from senior management to ensure
successful implementation and achieve the desired
goals (Yukl, 2010). Process structuring: Administrative
processes must be restructured to suit the
requirements of automation, such as simplifying
workflow, defining responsibilities, and setting quality
standards. Change management: Change management
is one of the most important factors for the success of
automating administrative procedures, as resistance to
change from employees must be dealt with and the
necessary training and support must be provided to
them to adapt to the changes. Follow-up and
evaluation: An effective system must be put in place to
monitor the performance of the new system and
evaluate the extent to which it achieves the desired
goals, such as improving efficiency, reducing costs,
improving service quality, and customer and employee
satisfaction.
Human dimension (Noe & Wright, 2017)
Skills and competencies: The shift to automation
requires developing employee skills to be able to use
new technologies and deal with automated systems
efficiently.
Communication
and
collaboration:
Automation
enhances the importance of communication and
collaboration between employees and departments to
achieve integration and improve workflow.
Corporate culture: The organization’s culture should
support the shift to automation and encourage
learning, development, and adaptation to changes.
Employee satisfaction: Employee satisfaction is an
important factor for the success of automation. The
impact of automation on their jobs should be
considered and the necessary support and training
should be provided to achieve job satisfaction and
stability.
Interrelationship between dimensions
Integration of the dimensions of administrative
procedures automation
The dimensions of administrative procedures
automation are closely integrated and cannot be
separated. They must be dealt with as a single unit to
achieve success and reach the desired goals, in line with
the bank’s vision and mission..
Second requirement: Quality of banking services
First: The concept of the quality of banking services
(Midian, 1996:2) defined it as a set of intangible
activities that the bank provides to its customers in the
form of financial value, and (Al-Hiti, 2000:256) believes
that it is those services that the bank provides and
obtains profits as a result of these services, and (Jamil,
2015:116) also indicated that it is those services that
cannot be touched or have material value, but rather
are a value obtained by the service provider for
satisfaction and satisfaction through the process of
providing the service. In the same context, (Ahmed,
2016:79) defines banking services as all services and
activities that the bank practices in order to provide its
customers with the value they feel to satisfy their needs
and desires. Banking services can be described as a
wide range of financial services provided by banking
institutions, such as banks and finance companies, to
individuals, companies, government and non-
governmental institutions, including but not limited to
accepting deposits, granting loans, payment services,
issuing credit cards, investment services, and many
other services provided by the bank, as well as the
method by which the bank meets the needs of
customers by providing these services and the
procedures it provides to them, such as using
applications on phones, Internet banking services,
payment services using smartphones, and this indicates
The rapid development that has included the use of
technology in banking operations and facilitating its
procedures to serve bank customers through the use of
the Internet and smart mobile phones.
Second: The importance of banking services
The quality of banking services is of utmost importance
to institutions and customers alike, to achieve success,
stability and economic growth. It plays a crucial role in
building trust between the bank and its customers. Its
importance factors can be summarized as follows:
Customer satisfaction and loyalty: The quality of
banking services is one of the most important factors
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affecting customer satisfaction and loyalty to the bank.
Customers who are satisfied with the services provided
to them are more likely to continue dealing with the
bank and recommend it to others, while dissatisfied
customers may move to other banks, which negatively
affects the bank's performance and reputation.
ompetitive advantage: The quality of service is one of
the most important factors that distinguish banks from
each other. Banks that provide high-quality services
have a competitive advantage that enables them to
attract and retain customers and achieve profitability.
Operational efficiency: The quality of service
contributes to improving the bank's operational
efficiency by reducing errors, accelerating the
completion of transactions, and improving resource
management.
Profitability and growth: The quality of banking services
leads to increased customer satisfaction and loyalty,
which contributes to increased revenues and
profitability. It also contributes to improving the bank's
image and attracting new customers, which enhances
the bank's growth and expansion of its business.
Trust and financial stability: The quality of banking
services contributes to building customer confidence in
the bank and the safety of their financial transactions,
which enhances the stability of the banking sector and
contributes to the growth of the economy in
general.Third: Dimensions of the quality of banking
services (Al-Mazhar, 2006: 27)
Reliability It means reliable and workable performance,
i.e. providing banking services according to the
specified deadlines without delay, i.e. the first party
(the bank) pledges its commitment to providing the
service at the specified time, out of its eagerness to
provide the best and the client's feeling of satisfaction
(Heizer & Render, 1999: 109). (Davis) also described it
as the degree of the bank's commitment to providing
the service at the specified and known time.
Responsiveness It is the immediate willingness to assist
customers and provide them with the services they
need without hesitation or delay (Kotler, 2000: 59). The
embodiment of this principle is speed in completion,
providing the best and integrated services, and the
mechanism for dealing with customer requirements, in
order to ensure that the best is provided to the
customer to give A positive indicator for customers in
the bank's procedures contributes to eliminating cases
of doubt and anxiety that the customer may feel or may
be exposed to or exposed to in another bank and
resorted to looking for the best (Russell & Tayler, 2000:
72).
Trust and affirmation Organizations in general,
especially banking ones, seek to gain the trust of the
customer (Kotler, 2000: 59) through procedures,
transactions, and their satisfaction by providing
services at the required level or better than the level
that the customer expects to gain their trust, as
indicated by (Ahmed, 2001: 110). Therefore, credibility
and honesty are an essential factor in gaining customer
trust (Davis et al, 2003: 221). In order to achieve this,
banking institutions must strive to reduce the gap
between them and the customer through the
mechanism of procedures followed and eliminate
routine and delay due to procedures and additional
steps in a way that achieves the goal for both parties.
Empathy One of the most important reasons that make
a customer a client of the bank is affection,
rapprochement, and mutual understanding that is
based on the principle of respect through
communication between employees and customers
and the good relations that result from continuous
dealing between the service provider and the
applicant, especially in banking institutions, as the
number of customers in them is limited ( (Davis et al,
2003: 221).
Tangibility As indicated by (Davis et al, 2003: 221), it is
the evidence or material service that the customer
feels when receiving it, and this reflects positively
between him and the banking service provider through
the employees in this institution who can be identified
through the official uniform, and this comes through
providing a suitable place for employees to enable
them to provide services in a manner commensurate
with the bank's reputation and mission in a timely
manner. It often relies on tangibility to build positive
and good relationships with customers.
Data Collection Method
Section Three: Practical Framework: This section is
concerned with the practical aspect of the research, as
the data and information collected during the field
study will be analyzed to answer the research questions
and achieve its objectives. The results will also be
presented, analyzed and discussed. Primary data: A set
of questions were distributed in the form of a
questionnaire to the research sample about the
automation of administrative procedures in banks and
the quality of banking services provided to customers.
Secondary data: It was collected from various sources
such as: These reports include data on the bank's
financial performance, the number of its customers,
the size of deposits, and any other relevant indicators.
• Statistics of the Central Bank of Iraq: The information
published on the Central Bank of Iraq's page was
obtained from the statistics of the banking sector in
Iraq, which include the number of banks, the amount
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of deposits, loans, etc. - Reviewing the relevant
literature and previous studies conducted on the
automation of administrative procedures and the
quality of banking services to extract a deep insight into
their conclusions and recommendations.
Section One: Demographic Factors
Gender
Statement
Frequency Percentage (%)
Gender
Male
95
60
Female
64
40
•
Males still constitute the largest proportion of
the study sample.
•
Females represent a lower percentage than
males in the sample.
Age
Statement
Frequency Percentage
(%)
Less than 25 years old
32
20
25-34 years old
64
40
35-44 years old
40
25
45-54 years old
16
10
55 years and above
7
5
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•
The youth group (under 25 years old)
constitutes 20% of the sample.
•
This percentage indicates that the Iraqi Trade
Bank attracts young talents and provides job
opportunities for recent university graduates.
•
It is important to invest in this age group and
provide training and development programs for them
to ensure their professional growth and contribution to
the development of the bank.
•
The 25-34 age group is the most represented in
the sample with 40%.
•
This indicates that a large segment of the
bank's employees are those with intermediate
experience, who possess the necessary skills and
experience to perform their duties efficiently.
•
It is important to retain this category of
employees and provide a positive and motivating work
environment for them to ensure their continued work
and provide their best.
•
The percentage of employees in the 35-44 age
group is 25%. These employees have extensive
experience in banking and can be relied upon in
leadership and supervisory positions.
•
It is important to benefit from their experience
in guiding and training new employees and in making
strategic decisions.
•
The percentage of employees in the older age
groups (45-54 years and 55 years and over) decreases,
as some employees may retire or move to other jobs at
this age.
•
It is important to provide professional
development opportunities for this category of
employees to ensure their continued work and provide
their expertise to the bank.
•
These employees possess a wealth of
experience and knowledge that can be used in training
and guiding new generations.
•
It is important to appreciate their efforts and
provide a comfortable and appropriate work
environment for them.
Educational Qualification
Statement
Frequency Percentage
(%)
Less than a diploma
8
5
Diploma
16
10
Bachelor's degree
95
60
Master's degree
32
20
PhD
8
5
•
The percentage of employees with a
qualification less than a diploma is 5%.
•
This percentage indicates that the bank
requires an educational level of no less than a diploma
for appointment to most positions.
•
It is important to provide training opportunities
for these employees to develop their skills and increase
their promotion opportunities.
•
The percentage of employees with a diploma is
10%.
•
These employees may be qualified for technical
or middle management positions.
•
The majority of employees in the sample (60%)
have a bachelor's degree.
•
This is common in the banking sector, where
many jobs require a university degree.
•
It is important to follow up on the development
of the skills of these employees through training
programs
and
workshops
to
improve
their
performance and increase their productivity.
•
The percentage of employees with a master's
degree is 20%. These employees are qualified to hold
leadership and supervisory positions, and their
expertise can be used in developing the bank's
strategies and improving its performance.
•
The percentage of employees with a PhD is 5%.
These employees have advanced academic and
research experience and can be used in conducting
research and studies and developing new products and
services.
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Experience in banking (in years)
Statement
Frequency Percentage
(%)
Less than a year
16
10
1-3 years
48
30
4-7 years
48
30
8-11 years
32
20
12 years or more
15
10
•
10% of employees have less than one year of
experience.
These
employees
need
intensive
mentoring and training programs to develop their skills
and help them adapt to the work environment in the
bank.
•
30% of employees have between 1-3 years of
experience. These employees have started to gain
experience and can be utilized in various departments
and jobs.
•
30% of employees have between 4-7 years of
experience. These employees have good experience in
banking and can be relied upon in many tasks.
•
20% of employees have between 8-11 years of
experience.
These employees
have extensive
experience and can be used in training and guiding new
employees.
•
10% of employees have 12 years of experience
or more. These employees are considered to have long
experience in the bank and their expertise can be used
in developing the bank's strategies and improving its
performance.
Section Two
First: Automation of administrative procedures
Technical dimension
Statement
Strongly
Disagree
(%)1
Disagree
(%)2
Neutral
(%)3
Agree
(%)4
Strongly
Agree
(%)5
Mean6
Standard
Deviation7
Statement
1
2
3
4
5
6
7
The technological infrastructure in the bank (such as
computers and networks) is sufficient to support the
automation of administrative procedures.
10
15
25
30
20
3.4
1.3
The programs and applications used in automating
procedures (such as CRM and ERP) are easy to use
and effective.
5
10
20
40
25
3.8
1.2
Artificial intelligence and machine learning tools are
used effectively in analyzing data and making
decisions in the bank.
15
20
30
25
10
3.0
1.4
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The bank pays sufficient attention to cyber security to
protect data and information systems.
5
10
15
35
35
4.0
1.1
There is good compatibility and integration between
the various systems and applications used in
automating procedures in the bank.
10
15
25
30
20
3.4
1.3
•
The technological infrastructure in the bank
(such as computers and networks) is sufficient to
support the automation of administrative procedures.
•
The programs and applications used in
automating procedures (such as CRM and ERP) are easy
to use and effective.
•
Artificial intelligence and machine learning
tools are used effectively in analyzing data and making
decisions in the bank.
•
The bank pays sufficient attention to cyber
security to protect data and information systems.
•
There is good compatibility and integration
between the various systems and applications used in
automating procedures in the bank.
Administrative dimension
Statement
Strongly
Disagree
(%)1
Disagree
(%)2
Neutral
(%)3
Agree
(%)4
Strongly
Agree
(%)5
Mean6
Standard
Deviation7
Statement
1
2
3
4
5
6
7
The bank's management shows strong leadership and support for the
application of automation of administrative procedures.
10 20 25 30 15 3.2 1.4
Administrative processes in the bank have been restructured to suit the
requirements of automating procedures.
15 25 30 20 10 2.8 1.4
The bank manages the change process effectively when implementing
the automation of administrative procedures.
10 15 25 30 20 3.4 1.3
There is an effective system for monitoring and evaluating the
performance of the automation of administrative procedures in the
bank.
15 20 30 25 10 3.0 1.4
•
The bank's management shows strong
leadership and support for the application of
automation of administrative procedures.
•
Administrative processes in the bank have
been restructured to suit the requirements of
automating procedures.
•
The bank manages the change process
effectively when implementing the automation of
administrative procedures.
•
There is an effective system for monitoring and
evaluating the performance of the automation of
administrative procedures in the bank.
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Human dimension
Statement
Strongly
Disagree
(%)
1
Disagree
(%)
2
Neutral
(%)3
Agree
(%)4
Strongly
Agree
5(%)
Mean6
Standard
Deviation7
Statement
1
2
3
4
5
6
7
Sufficient training was provided to employees to develop
their skills in using new technologies in automating
procedures.
15
20 25 25 15 3.1
1.4
The automation of administrative procedures improved
communication and cooperation between employees in the
bank.
10
15 20 35 20 3.5
1.3
The bank's organizational culture supports the shift towards
automating administrative procedures.
10
20 30 25 15 3.2
1.4
The automation of administrative procedures increased
employee satisfaction with their work.
5
10 20 40 25 3.8
1.2
•
Sufficient training was provided to employees
to develop their skills in using new technologies in
automating procedures.
•
The automation of administrative procedures
improved communication and cooperation between
employees in the bank.
•
The bank's organizational culture supports the
shift towards automating administrative procedures.
•
The automation of administrative procedures
increased employee satisfaction with their work.
Second: Quality of banking services
Statement
Strongly Disagree
(%)
1
Disagree
(%)
2
Neutral
(%)3
Agree
(%)4
Strongly Agree
(%)5
Statement
1
2
3
4
5
Reliability
:
The bank can be relied upon to provide banking services accurately and on time. 5
10 15 40 30
The bank provides error-free banking services.
10 15 20 35 20
Responsiveness:
Bank employees are always ready to assist customers and answer their inquiries. 5
10 20 40 25
The bank responds quickly to customer complaints and needs.
10 15 25 30 20
Trust and affirmation
:
I feel confident in the competence of the bank's employees and their knowledge. 5
10 15 45 25
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International Journal of Management and Economics Fundamental (ISSN: 2771-2257)
I feel safe when dealing with the bank and protecting my financial information.
10 15 20 35 20
Empathy:
Bank employees show concern and understanding of individual customer needs
and circumstances.
10 20 25 30 15
The bank provides customized banking services to meet the different needs of
customers.
15 20 30 25 10
Tangibility:
The bank's branches are clean, tidy and give a good impression.
5
10 15 40 30
The bank's websites and mobile phone applications are easy to use.
10 15 20 35 20
The bank's resources and equipment (such as ATMs) are modern and work
efficiently.
15 20 25 25 15
RELIABILITY
•
The distribution indicates that most employees
believe that the bank provides reliable banking
services, with a good percentage seeing it strongly.
•
The distribution indicates that most employees
believe that banking services are error-free, but to a
lesser extent than the previous statement.
Responsiveness
•
The
distribution
indicates
a
positive
assessment of the bank employees' response to
customer needs.
•
The distribution indicates that the bank
responds well to customer complaints, but there is
room for improvement.
Trust and affirmation
•
The distribution indicates high confidence in
the competence of the bank's employees.
•
The distribution indicates a good sense of
security, but there is room to increase customer
confidence in the bank's security.
Empathy
•
The distribution indicates that employees show
good interest in customers, but there is room for
improvement.
•
The distribution indicates that the bank
provides customized services, but there is room to
expand the scope of these services.
Tangibility
•
The distribution indicates general satisfaction
with the appearance of the bank's branches.
•
The distribution indicates good satisfaction
with the ease of use of websites and electronic
applications.
•
The distribution indicates the need to update
some of the bank's resources and equipment.
Third: Employee experience
Statement
Strongly Disagree
(%)
1
Disagree
(%)
2
Neutral
(%)3
Agree
(%)4
Strongly Agree
(%)5
Statement
1
2
3
4
5
The automation of administrative procedures increased my satisfaction with my
work.
10 15 20 35 20
The automation of administrative procedures improved the work environment.
5
10 20 40 25
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International Journal of Management and Economics Fundamental (ISSN: 2771-2257)
I feel that the automation of procedures has reduced my opportunities for
professional development.
20 25 30 15 10
The automation of administrative procedures increased my feeling of exhaustion
at work.
15 20 25 25 15
The automation of administrative procedures gave me the opportunity to learn
new skills.
10 15 20 30 25
•
The distribution indicates that the automation
of procedures had a positive impact on employee
satisfaction.
•
The distribution indicates that the automation
of procedures significantly improved the work
environment.
The distribution indicates that some employees are
concerned about the impact of automation on
professional development opportunities.
•
The distribution indicates that automation did
not cause additional fatigue at work for the majority of
employees.
•
The distribution indicates that automation
provided a good opportunity for employees to learn
new skills.
Fourth: Discussion of results
The impact of automating administrative procedures
on the quality of banking services
The results of the study showed a positive relationship
between the automation of administrative procedures
and the quality of banking services in Iraqi commercial
banks. It was found that banks that rely on automating
administrative procedures provide better banking
services in terms of speed, accuracy, and efficiency.
Factors affecting the automation of administrative
procedures
The study identified a set of factors that affect the
adoption of Iraqi commercial banks to automate
administrative procedures, such as:
•
Cost: The cost of investing in information
technology is considered one of the most important
obstacles facing banks.
•
Infrastructure: Banks need a developed
technological infrastructure to implement the
automation of administrative procedures.
•
Human resources: Banks must train employees
on the use of modern technology.
•
Regulatory environment: Banks need a clear
legal and regulatory framework that supports the
adoption of technology.
Chapter Four: Conclusions and Recommendations
CONCLUSIONS
This study clarified a set of important conclusions, the
most prominent of which are:
•
There is a positive relationship between the
automation of administrative procedures and the
quality of banking services: The results of the field
study showed that the branches of the Iraqi Trade Bank
that effectively implemented the automation of
administrative procedures enjoy a higher level of
quality of banking services, in terms of speed, accuracy,
and efficiency.
•
The automation of administrative procedures
contributes to improving the employee experience:
The results of the study indicated that the automation
of administrative procedures, such as managing
appointments and preparing reports, contributed to
improving the work environment and increasing
employee satisfaction with their jobs.
•
There
are
challenges
facing
the
implementation of the automation of administrative
procedures: The study identified a set of challenges
facing the implementation of the automation of
administrative procedures in the Iraqi Trade Bank, such
as the high cost of investing in technology, the lack of
trained human competencies, and the weakness of the
technological infrastructure.
These findings provide important implications for the
Iraqi Trade Bank, and for Iraqi banks in general, about
the importance of adopting the automation of
administrative procedures, and its benefits in
improving the quality of banking services and
developing the employee experience. It also sheds light
on the need to address the challenges facing the
implementation of these technologies, to ensure that
the maximum possible benefit is achieved from them.
RECOMMENDATIONS AND SUGGESTIONS
Based on the results reached by the study, the
researcher presents a set of recommendations and
suggestions for Iraqi commercial banks, with the aim of
enhancing
the
adoption
of
automation
of
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International Journal of Management and Economics Fundamental (ISSN: 2771-2257)
administrative procedures and improving the quality of
banking services, including:
•
The need to invest in information technology:
Banks must allocate part of their budget to invest in
information technology and develop the technological
infrastructure.
•
Training human resources: Banks must train
employees on the use of modern technology and
qualify them to deal with automated systems.
•
Developing the regulatory environment:
Regulatory authorities in Iraq, such as the Central Bank
of Iraq, must develop a clear legal and regulatory
framework that supports the adoption of technology in
the banking sector.
•
Cooperation between banks: Banks must
cooperate
and
exchange
experiences
among
themselves to benefit from successful experiences in
the field of automating administrative procedures.
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