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
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
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%
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.
