客户等待时间被认为是客户满意度较可靠的指标之一，因此是银行的经营管理目标(Adam & Swamidass, 1989)。现在顾客的满意度会受到等待时间的影响，因为顾客不喜欢等待。当银行减少客户数量时，会对客户满意度产生负面影响。另一方面，分支机构人员过剩会增加运营成本。必须为银行找到合适的平衡。
Bank physical outlets service process (customer waiting time management) is considered here. Customer time management is fast becoming an issue for branches; because the industry is competitive, and most of the branches are cutting down on staff (South China Morning Post, 2017; Mak, 2017). The wait management issues are becoming high not only in the bank physical outlet, but also in the case of the electronic viewpoint, this is why when customers do not want to use the given options, they like to directly deal with a customer teller representative (Genpact, 2014).
Now in China, much of the banking industries have started eliminating jobs. This job elimination happens mainly because of the cutting back on expense. A slowing economy has led to many top down reforms and banks like JINXIAN are cutting back on staffing in order to control costs. In the context of the top banks in the industry, it was estimated that 22,260 jobs have been eliminated. What happens in the context of staff elimination is that there would be lesser number of staff to attend to customer needs.
Customer wait time is considered as one of the more reliable indicators of customer satisfaction and hence is an operational management objective for banks (Adam & Swamidass, 1989). Now customer satisfaction will be affected by wait times as customers will not like to wait. When banks reduce the number of customers, it has a negative influence on satisfaction. Overstaffing for branches on the other hand will increase operational expense. The right balance has to be found for the banks.