MEASURING THE SERVICE QUALITY GAP OF JANATA BANK LIMITED BY USING WEIGHTED LEXICOGRAPHIC COGNITIVE ATTITUDE GAP MODEL

ORGANIZATION PART

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.

STUDY OBJECTIVE

• To measure the service gap of Janata Bank Limited.• To know about the general banking activities of

Janata Bank Limited.

STUDY METHODOLOGY

• Data Collection MethodPrimary DataSecondary Data

• Data Analysis Method and RankingMean Square of Relative Importance

(MSRI)Weighted Lexicographic Cognitive Attitude

Gap Model • Sample size

DATA ANALYSIS

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

MEAN SQUARE OF RELATIVE IMPORTANCE (MSRI)

ΣW+ (n-f) NMSRI= -----------------------

nWhere, 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.

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)

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

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.

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%

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

FINDINGS

Scale-Attributes

Average of I

Average of X

Deviation (I-X)

Weight Interpretation (I-X)------ x 100 X

DeviationX

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

Ranking of Attributes1. Transparency 2. Link to social welfare3. Employee Behavior/Courtesy4. Ability & skill of employee to deliver services

promptly5. Waiting time6. Availability of information7. Empathy 8. Tangible9. Service variety10.Location/access11.Service fees.

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)*100Or, CGAS= (1/n-1) * CAGL*where, n stands for the maximum value of the scale.

Cognitive Attitude Gap Model (CAGM)

So that, we have covered the rest (100-44.328) % or 55.672%

Score (55.672%) 100%

Cognitive Attitude Gap Score (CAGS)44.328%

RECOMMENDATION

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%

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.