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1. MEASURING THE SERVICE QUALITY GAP OF JANATA BANK LIMITED BY USING WEIGHTED LEXICOGRAPHIC COGNITIVE ATTITUDE GAP MODEL 2. ORGANIZATION PART 3. HISTORY AND OVERVIEW OF…
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  • 1. MEASURING THE SERVICE QUALITY GAP OF JANATA BANK LIMITED BY USING WEIGHTED LEXICOGRAPHIC COGNITIVE ATTITUDE GAP MODEL
  • 2. ORGANIZATION PART
  • 3. HISTORY AND OVERVIEW OF THE ORGANIZATION • 1972- The erstwhile United Bank Limited and Union Bank Limited. • 2007- incorporate as a Public Limited Company. • Branches. • Computerized Branches. • Manpower: approved posts are 16235 and 1315 posts are excess. • Board of Directors. • Services of JBL.
  • 4. STUDY OBJECTIVE • To measure the service gap of Janata Bank Limited. • To know about the general banking activities of Janata Bank Limited.
  • 5. STUDY METHODOLOGY • Data Collection Method Primary Data Secondary Data • Data Analysis Method and Ranking Mean Square of Relative Importance (MSRI) Weighted Lexicographic Cognitive Attitude Gap Model • Sample size
  • 6. DATA ANALYSIS
  • 7. ATTRIBUTES • Tangible • Employee behavior/courtesy • Availability of information • Ability & Skill of employee to deliver services promptly • Waiting time • Service fees • Service variety • Location/access • Empathy. • Link to social welfare • Transparency
  • 8. MEAN SQUARE OF RELATIVE IMPORTANCE (MSRI) ΣW+ (n-f) N MSRI= ----------------------- n Where, ΣW = Total sum of cardinal weights assigned to different degrees of importance for the factor in question pointed out by the respondent. n = Total sample size (total number of respondent) f = Total number of respondents pointed out the factor in question (the frequency of the factor) N = Total number of factors or attributes. Developed by Professor Dr. S. M. Ikhtier Alam.
  • 9. Attributes ΣW n f (n-f) N MSRI ΣW+(n-f)N =------------- n Tangible 846 300 237 63 11 5.13 Employee Behavior/Courtesy 648 300 288 12 11 2.60 Availability of information 543 300 204 96 11 5.34 Ability & skill of employee to deliver services promptly 567 300 300 - 11 1.89 Waiting time 675 300 204 96 11 5.77 Service fees 675 300 222 78 11 5.11 Service variety 592 300 132 168 11 8.13 Location/access 747 300 240 60 11 4.69 Empathy 465 300 123 177 11 8.04 Link to social welfare 1 300 1 299 11 10.97 Transparency 1 300 1 299 11 10.97 SUM= 68.64 MEAN SQUARE OF RELATIVE IMPORTANCE (MSRI)
  • 10. Attributes MSRI Ability & skill of employee to deliver services promptly 1.89 Employee Behavior/Courtesy 2.60 Location/access 4.69 Service fees 5.11 Tangible 5.13 Availability of information 5.34 Waiting time 5.77 Empathy 8.04 Service variety 8.13 Link to social welfare 10.97 Transparency 10.97 Total= 68.64 RANKING OF ATTRIBUTES BY MSRI
  • 11. WEIGHTED LEXICOGRAPHIC COGNATIVE ATTITUDE GAP MODEL • MSRI. • Reverse ratio = Sum of MSRI/MSRI of individual attributes. • Weight = Reverse ratio/sum of the reverse ratio. Sum of the weight have to 100.
  • 12. WEIGHTED LEXICOGRAPHIC COGNATIVE ATTITUDE GAP MODEL Attributes SUM/MSRI Reverse Ratio Weight (%) (Reverse ratio/158.4097) Tangible 68.64/5.13 13.3801 8.446516 Employee Behavior/Courtesy 68.64/2.60 26.4000 16.665646 Availability of information 68.64/5.34 12.8539 8.114339 Ability & skill of employee to deliver services promptly 68.64/1.89 36.3175 22.926311 Waiting time 68.64/5.77 11.8960 7.509641 Service fees 68.64/5.11 13.4325 8.479594 Service variety 68.64/8.13 8.4428 5.329724 Location/access 68.64/4.69 14.6354 9.238954 Empathy 68.64/8.04 8.5373 5.389380 Link to social welfare 68.64/10.97 6.2571 3.949948 Transparency 68.64/10.97 6.2571 3.949948 SUM= 158.4097 100%
  • 13. Average of X and I Attributes/Rank Average of X Average of I Tangible 2.59 4.07 Employee Behavior/Courtesy 1.90 4.80 Availability of information 2.46 4.22 Ability & skill of employee to deliver services promptly 2.11 4.72 Waiting time 1.88 4.17 Service fees 3.66 4.17 Service variety 3.05 4.26 Location/access 3.95 4.57 Empathy 2.27 3.86 Link to social welfare 0.003 0.013 Transparency 0.003 0.017 * X= I Get, I = I Want
  • 14. FINDINGS
  • 15. Scale- Attributes Average of I Average of X Deviation (I-X) Weight Interpretation (I-X) ------ x 100 X Deviation X Weight Tangible 4.07 2.59 1.48 8.446516% Increased by 57.14 12.501 Employee Behavior/Courtesy 4.80 1.90 2.90 16.665646% Increase by 125.63 48.330 Availability of information 4.22 2.46 1.76 8.114339% Increase by 71.54 14.281 Ability & skill of employee to deliver services promptly 4.72 2.11 2.61 22.926311% Increase by 123.70 59.838 Waiting time 4.17 1.88 2.29 7.509641% Increase by 121.81 17.197 Service fees 4.17 3.66 0.51 8.479594% Increase by 13.93 4.325 Service variety 4.26 3.05 1.21 5.329724% Increase by 39.67 6.449 Location/access 4.57 3.95 0.62 9.238954% Increase by 15.70 5.728 Empathy 3.86 2.27 1.59 5.389380% Increase by 70.04 8.569 Link to social welfare 0.013 0.003 0.010 3.949948% Increase by 333.33 0.039 Transparency 0.017 0.003 0.014 3.949948% Increase by 466.67 0.055 Total 100% 177.312
  • 16. Ranking of Attributes 1. Transparency 2. Link to social welfare 3. Employee Behavior/Courtesy 4. Ability & skill of employee to deliver services promptly 5. Waiting time 6. Availability of information 7. Empathy 8. Tangible 9. Service variety 10.Location/access 11.Service fees.
  • 17. Maximum Score of attitudes (Attributes) = 4x8.446516% + 4x 16.665646% + 4x8.114339% + 4x22.926311% + 4x7.509641% + 4x8.479594% + 4x5.329724% + 4x9.238954%+ 4x5.389380% + 4x3.949948% + 4x3.949948%=400. Cognitive Attitude Gap Score (CAGS) = [1- (400-level)/400] = [1- (400-177.312)/400] = [1- (222.688/400)] = [1- 0.55672] = 0.44328 = 44.328% We can calculate CAGS= (CAG Level/400)*100 Or, CGAS= (1/n-1) * CAGL *where, n stands for the maximum value of the scale. Cognitive Attitude Gap Model (CAGM)
  • 18. So that, we have covered the rest (100-44.328) % or 55.672% Score (55.672%) 100% Cognitive Attitude Gap Score (CAGS) 44.328%
  • 19. RECOMMENDATION
  • 20. Attributes Attributes improved by Tangible Increased by 57.14% + 12.501% 59.61% Employee Behavior/Courtesy Increased by 152.63% + 48.330% 200.96% Availability of information Increased by 71.54% + 59.838% 85.821% Ability & skill of employee to deliver services promptly Increased by 123.70% + 59.838% 183.538% Waiting time Increased by 121.81% + 17.197% 139.007% Service fees Increased by 13.93%+ 4.325% 18.255% Service variety Increased by 39.67% + 6.449% 46.119% Location/access Increased by 15.70% + 5.728% 21.428% Empathy Increased by 70.04% + 8.569% 78.609% Link to social welfare Increased by 333.33% + 0.039% 333.369% Transparency Increased by 466.67% + 0.055% 466.725%
  • 21. JBL should offer different training session to improve the skill of employees. JBL should take performance improvement plan for employees. Should improve working conditions for employees. Should implement the digital workflow system to reduce the waiting time. JBL Bangladesh should improve tangible in their branches to compete with other private Banks. Should extent service line to grab new customers. Should improve their promotional strategy. For doing that, JBL should go for mass media advertising.
  • PHYSICS 202

    Nov 28, 2017
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