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This document is a dissertation submitted to Liverpool John Moores University in partial fulfillment of an MBA degree. It examines how motivation of employees impacts customer service provision, using HSBC Bank as a case study. The dissertation includes chapters on literature review, research methodology, data findings and analysis, conclusions and recommendations. It aims to identify factors that affect employee satisfaction, motivation, and customer satisfaction in order to understand their impact on organizational performance. The research seeks to help HSBC determine what motivates and dissatisfies employees, and how motivating employees can lead to job satisfaction and better customer service.

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A CRITICAL EXAMINATION ON HOW MOTIVATION OF EMPLOYEES IMPACTS CUSTOMER SERVICE PROVISION: A CASE STUDY OF HSBC BANK. Master of Business Administration MUHAMMAD AHASANUL ISLAM Masters of Business Administration Liverpool John Moores University MBA 2010
A CRITICAL EXAMINATION ON HOW MOTIVATION OF EMPLOYEES IMPACTS CUSTOMER SERVICE PROVISION: A CASE STUDY OF HSBC BANK. A Dissertation Submitted to the Liverpool John Moores University in Partial Fulfilment of the Requirements for the Degree of Masters of Business Administration. by MUHAMMAD AHASANUL ISLAM Supervisor by: Paul Booth Masters of Business Administration Liverpool John Moores University MBA 2010
Declaration I declare that no part of work in this dissertation has been submitted in support of an application for another degree or qualification of this or any other university or other institute of learning. Furthermore, all above the work in this dissertation is completely my own works, except referenced in the book as a precise source and included in the bibliography. Name of Candidate: Muhammad Ahasanul Islam Signature: ____________________ Date: III
Acknowledgements My special gratefulness and thanks to my supervisor Mr. Paul Booth who allowed me to work under his guidance on this challenging project. His vital guidance, support and excellent co- operation helped me a lot to complete the project successfully. Lastly, I would like to give thanks my nearest friend Abdulllah Al Emran who is working at Dhaka Bank, Bangladesh. He helped me to provide some Bank information during my study period was really important to me. Thanks Muhammad Ahasanul Islam IV
Abstract This report is stand on the factor which is can help to motivation of employee‟s impacts to satisfy customers through value of norm that will reflect global image of HSBC as a world premier bank. This research will be very important for an organization like HSBC whenever HSBC hires new people; it has to spend money and time in recruiting and then training those new employees. So, retention of employees is much more important than hiring new employees. For this reason HSBC need to know which factors motivate the employees and which factors cause the employee dissatisfaction. In this research would be help HSBC to identify with the behaviour of internal management and the factors which is positive effect for their job satisfaction and dissatisfaction. Also the research will find out the reason of motivation the employees and ultimately lead to job satisfaction which is very important for the efficiency, effectiveness and customer satisfaction. As a result HSBC can be Maximize their well reputation, profit volume from growing customers and it will be able to increase company performances. This report concludes some reasonable recommendations that could be making stronger employee‟s team and effectiveness customers‟ satisfaction and improve standard position of HSBC. In this report will proving customer services are the largely challenging activity contained by any company. This report represents what are the insides, how satisfaction employee of HSBC and how strong communication in HSBC. If this companies all employee doing better customer service then it will be great benefit as long as a best world premier bank. This report evaluate when HSBC employee getting motivation and job satisfaction then organization would be get a better output. The report explores the relationship with employee motivation and better customer service provisions and here is conclude few recommendations which will help to improve future business of HSBC. V
Table of Contents Guide No. Paper Contents Page No. Declaration III Acknowledgements IV Abstract V 1 Chapter One: Introduction 1 1.1 Introduction 1 1.2 Organization Background 2 1.2.1 HSBC Group 2 1.2.2 HSBC Group‟s Vision 2 1.2.3 Organization‟s History & Background 2 1.2.4 Group Structure 3 1.2.5 Business Lines of HSBC Group 5 1.3 Importance of Research 7 1.4 Research Purpose or Objective 8 2 Chapter Two: Literature Review 11 2.1 Introduction 11 2.2 Motivation 11 2.3 Types of motivation 12 2.4 Motivation Theories 13 2.5 Content Theory 15 2.5.1 Maslow‟s Hierarchy of needs theory 15 1 Physiological needs 15 2 Safety and Security needs 16 3 Love and belonging 17 4 Esteem 17 5 Self-actualization 17 2.5.2 Herzberg‟s (1959) Hygiene/ Motivation theory 18 2.6 Process theory 19 2.7 Customer Expectation 20
Guide No. Paper Contents Page No. 2.8 Customer Satisfaction 21 2.9 Gender and Motivation 22 2.10 Job Satisfaction 22 2.11 Customer Service Standards 24 2.12 The Kano Model 24 2.13 Grönroos' Perceived Service Quality model 25 2.14 QFD Model 26 2.15 The GAP Model or SERVQUAL Model 28 3 Chapter Three: Research Methodology 35 3.1 Introduction 35 3.2 Research Philosophy 37 3.3 Research approach 37 3.3.1 Inductive Approach 37 3.3.2 Deductive Approach 37 3.3.2.1 Stages to Progress Deductive Research 38 3.4 Research strategy 39 3.4.1 Experiment 39 3.4.2 Case Study 39 3.4.3 Grounded Theory 39 3.4.4 Ethnography 39 3.4.5 Archival Research 40 3.4.6 Survey 40 3.4.7 Action Research 40 3.5 Research Methods 41 3.5.1 Data Collection Methods 41 3.5.2 Questionnaire Design 41 3.5.3 Type of Questions 41
Guide No. Paper Contents Page No. 3.5.4 Question Styles 42 3.6 Questionnaire Designing 42 3.7 Sampling 44 3.8 Research Credibility 45 3.9 Summary 45 4 Chapter Four: Data Findings & Data Analysis 47 4.1 Introduction 47 4.2 Explanation 47 4.3 Correlation Analysis 76 4.4 Research Objectives 85 5 Chapter Five: Conclusions and Recommendations 89 5.1 Introduction 89 5.2 Analysis of Findings 89 5.3 Recommendation on the basis of findings 91 5.4 Limitation of Research 94 5.5 Suggestions for future Studies 94 6 Chapter Six: Self Reflections 96 6.1 Introduction 96 6.2 Choosing and Formulation of Research Topic 96 6.3 Critically Reviewing the Literature 96 6.4 Designing the method of Research 97 6.5 Designing questionnaire 97 6.6 Data analysis 97 6.7 Writing a report 98 6.8 Conclusion 98 References 100-104 Bibliography 105-107 Appendix 108-133
1 Chapter One: Introduction 1.1 Introduction Now days, the organizations are becoming more concern on employee satisfaction and other HR related issues. Employee satisfaction directly contributes to customer satisfaction and service quality. Satisfaction of employee depends on the motivation. As a result, for any organizations are very important to make good relationship between motivation and job satisfaction. Organization‟s internal management service good depend on how satisfied they are with job if he or she is motivated to work. According to the grapevine it is clearing that if expand in job satisfaction then performance range will be automatically increase. The typical give and take relationship exists between employees and employers. The main responsibility of an employee to offer dexterity and endeavour to the employers in exchange of this it is the duty of employers to provide a salary or a wage to the employees. Trust and the employment correlation play a very essential responsibility in creating a successful business. In recent years the financial disaster creates very complex and contest in the business sector. Simply excellence customer service provision can be of assistance to preserve the accessible customers as well as create a centre of attention the prospective customers and able to make the significant difference and achieve a remarkable improvement in the business indeed. A Important of customer service declare that any company to make a income and revenue. We can understand the importance of the customers from the comments of. Sir Terry Leahy- chief Executive of Tesco Plc, said, “We follow the customer, and if they change... we change”. With the view in this mind and dynamism of the three factors that ultimately affect the overall organizational development, customer satisfaction, Motivation and Employee satisfaction, I have tried to develop a relationship among those. In this paper, will identify different factors that affect those three factors and how those factors can affect the ultimate organizational performance as a whole.
2 1.2 Organization Background 1.2.1. HSBC Group The name of HSBC (Hong Kong and Shanghai Banking Corporation), the financial magazine Forbes reported that, HSBC is the 8th largest company world‟s banking and financial services group. HSBC has a huge operational service in Asia and also significantly investment bank, lending, insurance and corporate finance provider activities all around the world. HSBC has a global achieve and financial fundamentals harmonized by few other banking and financial multinationals. As a group of company has a major significant existence in each of the world's major financial markets, with Americas, Asia Pacific and Europe around one third of the business. There are 8,000 offices in 88 countries all over the world. Also they have 210,000 shareholders, 300,000 staff and 128 million customers worldwide. At the present HSBC has largely worldwide well reputation between the world‟s multinational banking giants and financial massive network as world local bank. 1.2.2. HSBC Group’s Vision: As a group of company their vision and mission “we aim to satisfy our customers with high quality service that reflects our global image as the premier international bank.” The group visions itself to be the organization in the pole positions in all the business sectors it operates in with the help of its excellent employees and associates. Always they are trying to give best facilities and exceptional customer service for the people. 1.2.3. Organization’s History & Background HSBC was established in 1865 as a finance provider. At first HSBC grown finance trade between Europe, India and China. HSBC founder Thomas Sutherland was first encouraged behind the founding of this bank. Sutherland, as an origin of Scot man, he was worked the Hong Kong Superintendent of the Peninsular and it was Oriental Steam Navigation Company. He realized that there was a significantly demandable market as local banking facilities in Hong Kong and by the side of the China coast. He then assisted to establish the bank of HSBC
3 in March 1865. After establishment a new branch was opened in Shanghai. All through this bank recognized a financial network agency and mainly this bank branches based on China and Asia. Also they business Japan, Europe and America as well. A lot of branches this bank was the lead the way of contemporary banking practices. At the beginning finance trade was a well- built element for the bank business, exchange and trade banking as well running as a significant part. Furthermore, the bank concerned financial transaction in many countries the same times. For the period of Second World War a many of branches was pressurised to close down and that reason of HSBC head office was moved to London. Convertibly later this bank engaged a key role with modernization of the Hong Kong economy environment and again stated to spread the geological way of the bank. However, the bank again committed to rebuild and expand largely to geographically expand through the market in world wide. Now HSBC progressing and striving positive way to financial market to grow world economy. At the present, this bank one of the world largest data communication networks and booming Business Company. HSBC speedily changed their own businesses as a e-commerce competences include with internet banking facilities. . 1.2.4. Group Structure HSBC is a public limited company and its head group head quarter is London, UK. This group of company mainly doing the business in five regions: Europe, Hong Kong, Asia including the Middle East and Africa as well America. HSBC group provide a wide-range of financial services; personal loan, corporate business, and investment banking. Additionally they are promoting differentiate brand technique describing the unique characteristics which is trade mark of HSBC, as a world local bank. References of HSBC group reports are doing the business largely to keeping their own brand image. For the successfully amount produced Customer satisfaction and facilities are owned by HSBC Holdings plc. Their whole network and operation are as below:
4 Subsidiary Primary Area of Operation The Hong Kong and Shanghai Banking Corporation Limited Hong Kong SAR, with an extensive network throughout Asia- Pacific. Hang Seng Bank Limited Hong Kong SAR HSBC Bank plc United Kingdom HSBC France France Household International, Inc. USA HSBC Bank USA N.A. New York State in the USA HSBC Bank Brazil S.A-Banco Mutiplo Brazil HSBC Private Banking Holdings (Suisse) S.A. Switzerland, Hong Kong SAR, Monaco, Luxembourg, United Kingdom, Singapore and the Channel Islands. Grupo Financiero HSBC, S.A. de C.V. Mexico
5 1.2.5. Business Lines of HSBC Group Personal Financial Services HSBC providing a full range of private and corporate financial service, which is including Personal loan, credit cards, current account, savings account, insurance and mortgages. In result of 2003, residential mortgage raised 15% it‟s excluding Household. At the same time personal lending greater than before 20%. HSBC worldwide issued credit card 20% up. Insurance and cash deposit grown a record level. This company has 10 billion pound current account balances in UK which is large quantity as a largest bank. Consumer Finance In the causes of, at present HSBC is a largest amount provider of customer finance and most popular bank as a credit card provider in USA. They have a huge amount corporate finance for the industrial consumer which is major facilities available for setup of new industry. In an emerging market HSBC providing huge amount in the real estate project and home loan service as well.
6 Corporate, Investment Banking and Markets HSBS group of company doing four major businesses which are making their business more largely- HSBC corporate banks one ofthe largest banking in the world. They have a service 24 hours business information about all over local banking..HSBCdoingonlineandofflinebusiness morethan60countriesalloverthe world.. In the economical crisis global market largely competitive capital gains which is for the most part debt insurance, structured product and foreign exchange. HSBC doing to successfully all economical challenges and reconstructing corporate investing and landmark deal.
7 Private Banking Private Banking services of deposit and loan which a large amount more than over traditional banking. They have very positive approach to keep your view of wealth. HSBC group as a well reputed company, they have world class financial serves for their individual customers and corporate. They have excellent private banking in there all regions. As a world local bank, they have a great ability to identify customer goals and requirements and HSBC can build up an individual decision to make a better opportunities for customers. HSBC wealth can make a modern lifestyle situation when any customer buys a new house or a new car. HSBC customer advisors offering for all facilities and prospect opportunities. 1.3 Importance of Research The global local bank, HSBC, does have the necessity of research. Whenever HSBC hires new people, it has to spend money and time in recruiting and then training those new employees. So, retention of employees is much more important than hiring new employees. For this reason HSBC need to know which factors motivate the employees and which factors cause the employee dissatisfaction. As a result, important is that recruiting right people however very essential to keep all the people proper motivated and contented in the working environment with their job. This research paper will assist for HSBC to identify with the behaviour of its employees and the reasons of the employee satisfaction and dissatisfaction. On the other hand the research will make out the reason how motivating the employees and ultimately lead to job satisfaction which is really significant for the efficiency, effectiveness and satisfaction of customer. HSBC is a service oriented organization. The research findings and recommendation also can be used for other Banks and financial institutions or even service industries as a whole.
8 The global local bank, HSBC, does have the necessity of research. Whenever HSBC hires new people, it has to spend money and time in recruiting and then training those new employees. So, retention of employees is much more important than hiring new employees. For this reason HSBC need to know which factors motivate the employees and which factors cause the employee dissatisfaction. As a result, important is that recruiting right people but very important to other concept that, strongly continue those right people motivated and contented in the working environment with their job. This HSBC research strength of character understands the behaviour of its employees and the reasons of the job satisfaction and dissatisfaction. On the other hand the research will classify the factors that motivate the employees and ultimately lead to job satisfaction which is very important for the efficiency, effectiveness and customer satisfaction. 1.4 Research Purpose or Objective The research objective and reason is designed to find out motivation is in actuality an essential element to convey satisfaction for the employees. Moreover, it will direct to assist the employees of HSBC to clearly understand the behaviour and to get the best out of their works. The most important of this research is to analyse the current situation of the employees of HSBC; are they really motivated and satisfied with work and how can improve more in the customer service of HSBC, if they are not motivated, identify the main issue which is responsible for job dissatisfaction. The other objective of the research is to cortically review the literature of motivation, job satisfaction and other related topics. A further objective is analysing the existing employee satisfaction and customer management in HSBC. The main research question is: “Are motivated employees can satisfy the customer most”? Following the adobe mentioned the researcher concluded the below those questions which relevant objectives that is could do with proper answer and main finding source in this research. i. To identify the factors that lead to job satisfaction & dissatisfaction in HSBC ii. To analyse the existing employee satisfaction and customer management in HSBC iii. To examine the relationship between motivation and job satisfaction in HSBC
9 iv. To evaluate the relationship between job satisfaction and customer relationship in HSBC v. To investigate the relationship between motivation, job satisfaction and customer relationship in HSBC i)To identify the factors that lead to job satisfaction in HSBC: The researcher will identify that the growth of organization is the key motivating factor in HSBC, strongly positive reception of work done and Job security, individual loyalty facilities to employees, feelings of being in on things, better salary, interesting work, best working environments, more understanding with personal problem, thoughtful regulation are the most attractive element for dissatisfaction in the rank. When will get HSBC employees all those facilities it will be satisfaction or dissatisfaction. ii. To analyse the existing employee satisfaction and customer management in HSBC: The researcher will analyse relationship between the overall satisfaction and motivational factor of the employees; Researcher will find out that all the relationship is very strong. The significant positive relationship among the different variables indicates that they are correlated to each other. On the other hand employees have very positive belief and attitude in different questions in the survey which indicates that employees are satisfied in HSBC. This can be also analysed in this way is that as the satisfied employees make the customers satisfied, survey report also indicates that. iii) To examine the relationship between motivation and job satisfaction in HSBC: The researcher going to examine the relationship from the simple correlations model and identified some key variable from the relationship of motivation and job satisfaction. It means that the employee feeling about their job salary and the amount of work is equitable in HSBC. The insignificant relationship between the two variables indicates that both two factor i.e. salary and care are important and a good motivating factor. If HSBC cares a lot then even the lower salary can be a good motivating factor and vice versa.
10 There is a highly positive relationship between the salary and recommendation. In HSBC employees believe that they are getting good salary for their effort and for this reason they are going to recommend the others to join in HSBC. iv. To evaluate the relationship between job satisfaction and customer correlation in HSBC: The researcher will be able to evaluate that the relationship between job satisfaction and correlation. Customers have very high expectation about the customer satisfaction in HSBC and. The employee satisfaction leads the customer satisfaction. v. To investigate the relationship between motivation, job satisfaction and customer correlation in HSBC The researcher will investigates that, the relationship between the attitude of immediate supervisor and the overall satisfaction is perfectly positive. That means the positive attitude of immediate supervisor and the employee satisfaction is very closely related.
11 Chapter Two: Literature Review 2.1 Introduction: Customer satisfaction initiatives which is developed by the by the Centre for the Study of Social Policy (2007). This is to affect the life style of population and to improve the quality of services for human being. Developing customer service initiative is because of:  To Improve the sensitivity and efficiency of service providers in intended field  To link usual customer service opinion to quality service development plans  To empower the customer, workers and agencies to serve them as a whole. and  To promote a consumer society those are well informed about the situation and future and can take necessary steps. This literature review will discover some important theories of motivation and customer service as well to link my research topic. Before going to investigate different theories, we will go through the definition of Motivation. 2.2 Motivation: The word “Motivation” comes from the Latin word "movere", which has meaning like “to move”. Motivation is always comes from internally and intrinsically. It is as an inner constrain that instigates actions and gives a direction. The theory of motivation often discusses the issues like: Why human behaviour gets direction to a certain direction How that behaviour is defined and how that behaviour can be affected with certain actions and activities. Moreover, the theory of motivation takes place as an important are to be studied as an organizational behaviour.
12 The motivation theory and concepts have been researched but it is matter of fact that the theory of Motivation is still fully comprehend and accurate to be practiced. More often it is found that the traditional theory of money is still prevalent and practiced. Overall the authors identified motivation as the fundamental cause of changing and existing behaviour. At this time competitive world, everything changing faster, growing and changing workplaces, modern organizations require fully motivated employees. Employee motivation increases better productivity and delivers better services. So, Managers must consider motivation as an important and the most important factors to ensure smooth operation, more productivity, better workplace as well as organizational profit s a whole. The management is all about managing organizational resources. As the most important resources of an organization, people is a crucial subject matter to manage and utilize efficiently as people is to core element by which manager can get things done. If managers want to get things done by others, it is very much important to motivate them and to maintain an environment where people will automatically do their work. Though from the very beginning, motivation is being researched as a special branch of organizational behaviour, it is nor even practiced efficiently or comprehends clearly. If manager wants to understand motivation, he must need to know human behaviour, attitude and nature. Managers can become leaders if they can understand the people and can motivate them in the direction to get things done. 2.3 Types of motivation: There are two types of Motivation. They are: intrinsic motivation and extrinsic motivation. Intrinsic motivation directly target self actualization factors and belongingness need in the Maslow‟s need theory. To be clear more, intrinsic motivation comes from the interior behaviour, preferences, likings and personal feelings as a whole. Opposite of the intrinsic motivation, extrinsic motivation leads toward meeting esteem needs. The table below shows the two types of motivation which is presented by Deci and Ryan (1987). To be more clear, intrinsic motivation is when you yourself want to do something that means self motivated, Unlike this extrinsic motivation if other person influence you to do certain work or activities, then this is call extrinsic motivation.
13 Intrinsic Motivation Extrinsic Motivation That behaviour is related to intrinsic and self directory factors such as self motivation, influence, interest and satisfaction. Behaviour motivated by external factors. For example, reward and punishment. You are motivated to read something because you feel interest. If you are motivated to finish reading only to meet a deadline You are doing your work because you find the task stimulating and enjoyable. You need the money and you are working for that only. Challenging jobs because you want the challenge. You are certain that you will be fired for this reason, this is challenging. Study to improve yourself. You are studying because you need a highly paid job. You are motivated because you love challenge and this challenging job challenges you. Increasing payment can motivate people in difficult job. Table 2.1: Different aspects of Motivation: Intrinsic and extrinsic There are another two types of motivation i.e. positive motivation and Negative motivation. When managers try to motivate employees are tried to be motivated by giving something for the accomplishment of specific goals, this is called positive motivation such as demotion, withholding pay, or denigration. Negative motivation on the other hand, employees avoid something such as demotion, withholding pay, or denigration. There are other types of motivations: achievement Motivation, Affiliation Motivation, Competence Motivation, Attitude Motivation, Fear Motivation. 2.4. Motivation Theories Motivation theory inspects the process of motivation by explaining individuals‟ behaviour at work and also exams the way an individual put his/her efforts and the path he/she takes. It
14 portrays how organizations respond to support an employee to apply his/her efforts and skills in a way that will let an organization to achieve its goals along with gratifying his/her want. For the place of work, in the mid 20th century, motivation theory came in to existence. The fundamental notion at the back motivation theory is to search for the ways making the workers happy. This could not be so difficult in case manager would have been able to ascertain some factors that can truly represent the workers/employee‟s “hearts and minds” and would have been able to achieve company‟s goals by dint of this. In modern information era, it is even not impossible to follow employee‟s personal matter, preferences, activities and other personal staffs by tracking him/her by GPS and formulate motivating strategy that can be very much personalised and different for different people. Motivation also theory can be classified in this way: content theory and process theory. The theory of motivation covers the science of modern management such as working in team, changes of management behaviour, job preferences, leadership management and decision making and so on. Many theories have been initiated which explains the way of achieving organizational, personal and social goal by individuals. Other theories also have been developed to describe those achievements in different aspects. In a work environment motivation is considered as a crucial factor for employee productivity, satisfaction, performance, retention and so on. As the most important resources of an organization, people is a crucial subject matter to manage and utilize efficiently as people is to core element by which manager can get things done. If managers want to get things done by others, it is very much important to motivate them and to maintain an environment where people will automatically do their work. Though from the very beginning, motivation is being researched as a special branch of organizational behaviour, it is nor even practiced efficiently or comprehends clearly. If manager wants to understand motivation, he must need to know human behaviour, attitude and nature. Managers can become leaders if they can understand the people and can motivate them in the direction to get things done.
15 2.5 Content Theory: The content theory is also known as need based theory. This theory manly describes the internal issues that shape human behaviour. There are some contents theories like Herzeberg's two factors theory, ERG theory, Maslow‟s need theory and McClelland's three-need theory. 2.5.1 Maslow’s Hierarchy of needs theory Maslow‟s need theory presents the hierarchy of human needs and classified the human needs in five steps: i. Physiological needs ii. Safety needs iii. Love/belonging needs iv. Esteem needs v. Self actualization needs Human needs always follow the hierarchy and always seek to improve the life style by moving from bottom to top of the need pyramid. Organization can this opportunity and can truly identify the exact stage of employee needs and can motivate him/her accordingly. If we look into the need hierarchy more closely we can be able to find out that Maslow classifies the needs into two ways. Some needs are basic needs to live the life and others are related to social needs. 1. Physiological needs Human body needs certain things to be live in the world. Physiological needs are those basic needs that make able human bodies to be alive. We know those fundamental needs are food, clothing and shelter. Without those elements human body cannot function. So, physiological needs include:  Food  Clothing  Breathing
16  Shelter  Sex Food, air, water are basics for not only human beings but also for all other animals. On the other hand, human beings are civilised and need shelter and cloths for living life. Another important physiological need is need for sex. This is also a basic need for human being. 2. Safety and Security needs After satisfying the physiological needs, safety needs take priority and the individual‟s are described with this dominant behaviour. If we consider this need in any organization, those are security of their job, savings, insurance policy and so on. This type of needs basically includes: individual security, financial protection, healthiness and well-being. Figure 2.1: Maslow’s Hierarchy of needs theory
17 3. Love and belonging: In the Maslow‟s hierarchy needs the next need is social and love needs. This is the need of social involvement and belongingness. In this case, emotional relationship is related such as: friendship, family relationship and community etc. As a human being, we always try to feel belongingness and acceptance which often comes from social group of relationships. Those groups includes clubs, community, society, office environment, religious groups, sports teams, gangs, or even any small social connections. If we don‟t have this involvement, we feel lonely, social anxiety, depression, and worries and like this. 4. Esteem Human beings are often expected to be valued and the ideas to be accepted by the others. They need recognition, and they want to contribute so that they can be valued and accepted. If any one does not able to get this, he will feel low self esteem or inferiority complex. If they have lower self esteem, these people cannot improve their view from themselves and will not be able to improve in life. So, it is obvious that, people always this kind of needs. Maslow categorises those needs as two versions. Some needs of those types are higher one and some are lower one. The lower self esteem needs are for the respect of others, the need for status, recognition, fame, prestige, and attention. There is the same technique, self-respect need, need strength, freedom and independence. 5. Self-actualization In the hierarchy pyramid, Maslow placed self actualization, as high level need in the need theory. Whatever a human being wants to be, he will be. This is self actualization, self fulfilment. Individual always try to challenge his/her capability and achieve the best by giving the effort up to the level he/she can give. This desire becomes more intensive every time he/she achieves anything and become what he can be and up to his capability. Those needs are just not like other basic needs. In the hierarchy of needs, Maslow also separated the quest of knowledge and those are sharply separated. Maslow‟s need theory is the basic for any motivation theory. This theory is often discussed, being researched further.
18 2.5.2 Two Factors Theory of Herzberg’s (Hygiene/ Motivation): Herzberg classified the factors of motivation as Hygiene/ Motivation theory which is known as two factor theory. This theory is developed after interviewing 200 accountants and engineers. After analysing the needs, Herzberg classified the needs in two ways: Supervision, interpersonal relations, working conditions and Salary are the hygiene factors. Thos factors are the factors responsible for job dissatisfaction. In absence of those factors, employees are de motivated. On the other hand, fulfilment of these factors is not meaning that employees will be satisfied. On the other hand, Herzberg identifies the other factors those are responsible for motivation: recognition, work, responsibility and advancement. If organization can ensure those factors, employees will be motivated. Figure: 2.2: Herzberg‟s (1959) two factors theory adopted from: http://tan-moneyonline.com/2008/03/06/
19 2.6 Process theory: This theories of motivation influence on process that affect motivation. There are some process theory that are mentionable are Expectancy Theory of Vroom, equity theory, goal setting theory and reinforcement theory. There are some key concepts in expectancy theory. In Goal setting theory, it is found that, individuals feel motivated to act in a set goal. This theory requires that the goal should be very specific. From reinforcement theory we know that, we can manipulate the consequences to control behaviour. Process theory is also called cognitive theory; Process theory is concentrated on the perception. The theory identifies how employees typically interpret and identifies the work environment. Expectancy theory is suggested by Victor Vroom in 1964. This theory describes the outcomes that an individual can want. After identifying the outcome, individual try to achieve this. This theory also mentions that human being expectancy of product is a part of motivation. A particular effort towards goal will direct to the expected performance. This is basically described by the expectancy theory. On the other hand, the instrumentality the desired performance to achieve a certain goal is known as valence. Figure 2.3: Victor Vroom Theory
20 Vroom described the theory does focuses outcomes rather than on needs. The expectations of certain behaviour may depend on past understanding and knowledge. But employees are often like to change their jobs; organizations can change the salary systems, or working conditions. For this reason, managers cannot predict the outcome. He added further that motivation is unlikely if there is no connection exists between performance and outcomes. The formula to measure the strength of energy: Motivation = Valance * Expectancy That means motivation is the product of valance and expectancy. The equation mentioned above, is sometimes used to specify and calculate employment preference, job satisfaction, the probability of continuing a work, and the effort an individual might boost in his/her job. This theory is considered for more study and serving to understand the motivation, calculation and complexity. In addition to this, the theory assists managers to reflect the behaviour according to different outcomes. This theory also provides the basis of finding the correlation between organizational and individual goal. The theory also provides some implication and accomplishment of managers in case of training and job designing. 2.7 Customer Expectation It is a feeling or thinking of potential customers about the product what the customer wants or needs. Basically it is a set idea on product or service by the customer are influenced by the perception of customers along with awareness of competitors, previous experience, advertising, and hearsay including brand image play a major role to create the customer perception on the product or service. Hutchins (1992) points out that customers are not sure about the feasibility both technically and organizationally. In competitive market place it is necessary to raise expectations through quality goods and services than the competitors.
21 2.8 Customer Satisfaction: Organizations now-a-days becoming increasingly interested to measure customer satisfaction. It is measurable for both goods and services. This measurement of satisfaction is very personal and customer expectation affects this. Customer satisfaction may vary on the basis of the products and services and situations. There are so many factors that can contribute to the customer satisfaction,. Sometimes, customer satisfaction can be obtained by a sales person, product attributes, store location and decoration, packaging and so on. The measurement of satisfaction is always relative. For his reason the measurement of satisfaction is vague. Rather than measuring specific customer satisfaction, organization sometimes concentrates on total experiences with the organization. In the private organization, like HSBC, the customer satisfaction always refers to the service delivery promptness, efficiency, service quality. On the other hand, In the government sector, the interaction is important between the service providers and service takers. According to Benjamin Schneider and David Bowen “service organizations must meet three key customer needs to deliver service excellence:” security, esteem, and justice. From various research it is identified that there are some service quality factors like are appropriateness and handiness, personal attention, dependability and reliability, employee capability and professionalism, compassion, receptiveness, promise, ease of use, and tangibles such as physical facilities and equipment and the appearance of the personnel. Those qualities are applicable no matter whether the organization is private or public. Giving services on time is considered as a strong determinant of quality across different types of public and private services. In public services, fairness and outcomes are also important. Organizations keep an eye on satisfaction of customer so that it can be able to calculate increment of their customer loyalty, customer base, revenue, profits, market share and survival. Though maximizing profit is the primary key factor, often organizations try to achieve long term business objectives. Organizations always make an effort so that their customers are happy
22 2.9 Gender and Motivation: From the study, we have got that, in HSBC the gender is almost balance. So there is no physiological and psychological differences that can be influenced by gender issue. But in case of variation in the gender there are some variations in characteristics and attitude and behaviour. Typically work effort and preferences of men and women are different in work environment. Though educational level and occupations status have been changed over the time, but certain issues are even exists in the gender. Usually in all environments it has been researched that women speak to each other about appearance, people and relationships. On the other hand, men always talk about money and work preferences. So from the various research and analysis, it is proved that motivation factors and way of motivation can be different in terms of male and female. We can be mentioned here the assessment of Maccoby and Jacklin‟s in 1974 assessment. There were studied the sex role differences among 1400 people which derived that motivation, intelligence and achievement and. Organizational commitment can be used in relation to theories of motivation and job satisfaction. On the other hand there is a significant relationship among job satisfaction, organizational climate and job involvement. It is very crucial to manage motivational factors in men and women. Many researchers have been done related to this topic i.e. motivation of men and women but no significant relationship is found. This topic is very critical but plays a very important role in work environment. In other way this can lead to organizational success. 2.10 Job Satisfaction Researchers have been engaged in many years finding the relationship between motivation in the workplace and job satisfaction. After having a research among engineers and accountants, Herzberg (1966) found some factors that contribute to job satisfaction and dissatisfaction. The factors are: “ i. recognition ii. Achievement, iii. The nature of the work itself, iv. Advancement, v. Responsibility, vi. Company policy and administration, vii. Salary, viii. Supervision, ix. Interpersonal relationships, x. working conditions.
23 The study of Herzberg also indicates that the factors from one to five cause job satisfaction and the last five of them identified the factors affecting job dissatisfaction. According to Herzberg‟s theory, the job satisfaction in the theory is considered self actualization needs on the other hand, physical and social deprivation are related to the job dissatisfaction. Herzberg‟s theory is only true in case of job dissatisfaction. On the other hand the job satisfaction is more likely to be getting more and more. Later on, Herzberg supported this acceleration principle. If an employee receives a salary £ 500 in a month and an increase of £ 150 after that month, then receive less than £150 in the next year. The increase in the next month is clearly the less than the other month. For this reason the employee would not be happy with the company‟s decision and this will lead to dissatisfaction. According to (Smith, 1994) Performance is measured as a function of job performance and motivation. So, Job performance = F (ability) X (motivation). So form this equation, it is clearly realize that motivation is important factor to increase performance improvement. Motivation is a great factor to satisfy employee and make them happy in the work. But it is not possible for the manager to bind them to do work. Motivation can only make them to be interested in the work. If anyone really does not want to work, then it is not possible to make him to work. They will work when they will feel they should work. If we want to improve performance, then we must need to improve either motivation or ability. To increase ability of employees are difficult process. This improvement of ability often depends on various factors that are associated long term practice. Ability improvement depends on education background, knowledge, values, attitude and many other social and environmental factors. Unlike ability motivation can be improved rapidly. Job satisfaction is the "individual's attitude toward his work." If the employees feel motivated to work they can be considered satisfied and job satisfaction is determined if the individual
24 expectations are met. For further clarification, if an individual expects up to certain level of salary, good work environment and other benefits, that individual will be satisfied if he gets the all. Those expectations from certain job come from the values of the employee. Job satisfaction is very much important particularly in service industries. This is because satisfied employees only can satisfy the customers. In service industry, customer satisfaction is a must. Employees are motivated only when they are satisfied in the job. Job satisfaction considers the different facets of tasks, roles, responsibilities and outcomes. 2.11 Different Model of Customer Service Quality: There are different models of service quality. There are some models that have been described here for critical literature review: 2.12 The Kano Model: Kano model classifies satisfaction of customer product attributes based on observation of customers. This model useful for instruction to design to indicate it is good enough or not. Figure 2.4: The Kano Model adapted from: http://www.betterproductdesign.net/tools/definition/kano.html
25 There are three categories product attributes which are according to Keno Model: i. Threshold, ii. Performance, iii. Excitement. Threshold Attributes: This kind of attributes are very demandable aspect or invention and do not have any prospect for the product segregation. This type of attributes affording deteriorating returns satisfaction of customer. On the other hand any deficiency and deprive performance come out dissatisfaction in this attributes. Performance attributes: This attributes are more generally well gain, it will improve satisfaction of employee. On the contrary, irregular or poor performance attributes are decreases customer satisfactions. This attributes in a straight line related to satisfaction of customer. Performance attributes can be increase quality of product, all that positive functionality will be positive result customer satisfaction. Excitement Attributes: Excitement attributes are often unexpected by customers and it is can be easier said than done in high level customer satisfaction but their irregularity does not show the way to dissatisfaction. 2.13 Grönroos' Perceived Service Quality model: Basically two types of service quality experienced by Grönroos (1984), one is Technical quality and another one is Functional Quality. Technical Quality: when customer will receive product from any company, during this period what type of goods customer will receive positively. Customer always expecting more benefit product or services.
26 Figure 2.5: Grönroos' Perceived Service Quality model (1984) Functional Quality: when customer will receive product from any company, during this period how service is deliver which is customer will receive positively. Customer always expecting more benefit product or services. The organization‟s image or goodwill works as a filter and can modify either positively or negatively. In recent times fine few criticisms against the traditional quality model. Iacobucci et.al (1994) argued that this model required to few modification and need to added economic factors. Encouraged to customer to join with company that means this strategy called value added approach. According to Grönroos those are the determinant factors when evaluating the service quality of any organization. 2.14 QFD Model: A matrix format is used to convert the voice of the customer into the process of developing products and services and it is called House of quality (HOQ) which narrates the customer Perceived Service Quality
27 requirements, technical measures, target values and competitive analysis (Eureka and Ryan, 1994). According to Figure the list of the customer‟s requirements or needs which is called “Whats”, are placed in the left room of the HOQ. The customers use the “Whats” phrases to make the list of the needs. The upper room below the roof is used to translate the needs into corresponding “Hows” and its function is to translate the “Whats” in measurable way. When the “Whats” and “Hows” are identified then we need to find out their relationships or correlation matrix in the HOQ. Basically the correlation matrix indicate how the each “How” affects each “What”. The others room of HOQ also the roof which draw out the interdependencies between the pairs of “Hows”. The other two room of the right side of the HOQ are for to make the priorities assigned of the customers need and the competitive assessments. There are some limitations of this model reported by Bouchereau and Rowlands (1999) and Shen et al (2000). - there can be ambiguity in the customer voice - subjective data will be huge and it is need to input and analyze - it will be time consuming and difficult to input the data of customer survey information in the HOQ - HOQ will be more complex and large - It imprecise the to setting the target values in the HOQ - Some time the strengths of the relationships are ill-defined - Sometimes it has been stopped after initial HOQ and also cannot be link up of the four phases - It is only qualitative - It is assume that the relationship between customer satisfaction and product or service attribute performance is linear.
28 Priorities assigned to design requirements Priority assigned to customer needs Custome r needs or “Whats” Correlation between the “Whats” and the “Hows” Design requirement or “Hows” Competitive assessment Figure 2.6: QFD Model http://www.masetllc.com 2.1 5 The GAP Model or SERVQUAL Model This model is used very widely to measure the service quality. Parasuraman et al. (1985) determined its original service dimensions with the help of industry-specific adaptations and subsequent refinements. It is not easy and straightforward job to develop a valid and accurate instrument to measure the service quality which is related with conceptual and indefinable constructs and the bothersome matters of expectation and perceptions in the customers minds (Cunningham et al, 2000). Contribution to recognize the conception of service quality and the factors which influence the service quality. It has been augmented by Zeithmal et al. (1983) to differentiate the service quality and customer satisfaction and they also added that it is interchangeable. In fact customer evaluates the service quality by comparing the level of service what they receive against the level of service they preferred or the service level they willingly accept (adequate). Customer satisfaction is the contrast of what service the customers were expected (predicted) and the service that the customer has received or perceived. Bolton and Drew (1991) said that in a
29 dynamic framework customer satisfaction for the specific encounter rely on pre-existing or contemporary mind-set about service quality and they also explained that customer post-attitudes depend on customer satisfaction. Liosa et al (1998) argues that SERVQUAL model is user- friendly and it define the customer service very clearly and it become the industry standard. The SERVQUAL has become as a diagnostic method or technique to find out the organization‟s service quality strengths and weakness. This model has been build up on the following five dimensions- Tangible: This is practical field materials which are like that equipment, human resources and communiqué resources. Reliability: Reliability means quantity of service which are genuinely, correctly and consistently. Responsiveness: Responsiveness very important part of GAP model. It is willingly progress to be of assistance customers. Basically, it is very quickly and positively solve the problem.. Assurance: knowledge and courtesy of employees and their expertise to convey customers‟ confidence and trust. Empathy: Caring and individualistic attention to every customer. According to SERVQUAL evaluation of quality by the customer is a function of the gap (difference) between the predicted service and received service. SERVQUAL find out the five gaps that makes the unsuccessful delivery. These gaps are described as: Gap between customer expectation and management perception: This gap comes out for not to recognize the customer expectation for a particular service by the management.
30 Gap between management’s perception and service quality specifications: This gap takes place from the discrepancy of the way management perceives the customer‟s expectations and the actual established service quality specifications. Gap between service quality specifications and service delivery: In spite of the well- established guidelines or specifications for the outstanding service, some time the final point of service or delivery does not the meet the standard by the employee‟s poor performance which makes this gap. Gap between service delivery and external communication: Organization promotional message made the customer‟s expectation. Any inconsistency between the quality image which is establish by the promotional activities and the actual quality service has been offered to the customers is the reason for this gap. Figure: 2.7: The GAP Model The Journal of Marketing 1985
31 Gap between perceived service and delivered service: One or more above mentioned gaps jointly build up this gap. Zeithaml et al (1993) realized that there is deficiency of consents among the other researchers about the enhanced definition of the customer service. So they extended SERVQUAL inclusive of the relationships among customer service expectation, service level antecedents, perceived service, service quality, customer satisfaction and other intervening factors. Their additional research made a massive contribution on the study of service marketing (Dion et al, 1998) Source: Reproduced from Zeinthal et al (1993). Figure 2.8 : Nature and Determinants of Customer Service Expectation EXPECTED SERVICE Zone of Tolerance ENDURING SERVICE INTERSIFIERS:  Derived expectation  Personal service philosophies SITUATIONAL FACTORS:  Bad weather  Catastrophe  Random over-demand PERCIEVED SERVICE ALTERNATIVES TRANSITORY SERVICE INTERSIFIERS  Emergencies  Service problems Desired Service Adequate Service PERCIEVED SERVICE PREDECTED SERVICE PAST EXPERIENCES WORD-OF-MOUTH:  Personal Expert PERSONAL NEEDS IMPLICIT SERVICE PROMISES:  Tangibles  Price EXPLECIT SERVICE PROMISES:  Advertising  Personal selling  Contracts  Other communication SELF-PERCIEVED SERVICE ROLE Customer satisfaction
32 Zeithaml et al (1993) included in service quality has two more gap. They are apparent once-over authority. Perceived service superiority gap means dissimilarity of expected service and received service. Expected service means the service which customer desire before purchasing the service. Received service means perception of the Service level which already been received. The received or perceived service, sufficiency gap occurs from the variation of perceived service and adequate service. Adequate service is the least level of the service which customers accept willingly. They also deflected quality of service as of the satisfaction of customer and this is the most significant theme of the Zeithaml et al (1993) model. They classify that quality of service as the function of the apparent provision gaps and customer service is the comparison of how getting happy to customer. The benefits of the SERVQUAL are follows:  It helps to find out the customer views about the service encounters like customer relative importance, expectations and satisfaction.  It can send the message to the management to pay attention both the management and the customer‟s perception.  The gaps help to build up the strategy and tactics to fulfilment of the expectations.  It helps the organization to find out the specific areas of excellence and weakness and give priority to the areas of service weakness.  It helps for benchmarking analysis for any organization in the same industry.  If it applies periodically it helps come across the trend customer relative importance, prospect and perception. SERVQUAL model is very popular by the educational and trainee management in different places and different company. there are some question has been raised on the basis of intangible and functioning basis
33 The second criticism related to the number and stability of the five SERVQUAL dimensions (Buttle, 1996) and (Carman, 1990). After application of SERVQUAL in different industries it has been noticed that five dimensions are not sufficient to cover all the aspects of customer‟s service in all service encounters. The third is SERVQUAL assumes that there is a linear relationship between customer satisfaction and service attribute performance. It means the poor attribute performance creates the poor customer satisfaction and this will be focused for improvement. This statement is not always accurate. By paying more attention on a particular service attribute like customer assurance may not lead the higher customer satisfaction if there is satisfaction or if that attribute is taken for granted. From time to time customer satisfaction is possible to improve a lot only with a small upgrading a service attribute that is unexpected or enchanting like extra or bonus with the main product or service. SERVQUAL is a better consistency and strength for the good relation with customer and customer expectation .But in the competitive market it is not possible to maintain the competitive edge only improving the service. So that many organization has taken the innovative strategy to attain the increasing competitiveness (McAdam et al, 2000). Shen et al (2000) argued that customer‟s requirements and expectations have to be fulfilled and exceeded by the product modernization but SERVQUAL was not designed to address the element of innovation. Kuei and Lu (1997) stated several matters linked to the practical application of SERVQUAL. How can be computed the five gaps? Is it vital to respond to all indicators of the service quality or to only those which are lower expectations? What are the other chances still remains for promoting service quality improvement? What is the process to evaluate the potential service quality improvement? Which department of the organization is liable to examine and evaluate service quality?
34 Who is accountable for the different sorts of service quality gaps? 2.16 Conclusion: There are lots of factors connected to extent service quality like customer‟s expectation, perception and causes and issues related to service quality and company performance. Applying the different service quality model to find out the customer expectation, perception and measurement of the quality of service and relation of the company performance is not an easy task in the real world and not one specific theory is absolutely perfect to measure the service quality level.
35 Chapter 3: Research Methodology 3.1 INTRODUCTION This chapter analyse the way of how the theoretical background can be linked with the practical data. The chapter also provides justification why and how all the methods and process by which theoretical and practical data and information were obtained for this dissertation. This chapter also helps to evaluating the related ethical issues, sampling, testing, research strategy, the reliability and generalizability of the methods and processes applied to collect and analyze data. According to Ghauri et al. (1995), research is a process or permutation of interconnected activities unfolding over time. The figure below indicates that research is build up as a structure with the conceptual activities but some time works as exceptional because while doing the research some new arena come out and it need to be interrelated with the research activities and it could be shown by the broken down feedback lines. Figure 3.1: The research Process Ghauri el al. (1995) also describes that research requires to be accomplished the activities at the theoretical level. In the above figure the first two steps may be treated at the „conceptual level‟ activities in the research process and rest of the activities until 5 can be treated at the „empirical level‟.
36 Empirical research means the research which helps to find out probable relationships by the organized study and observation which requires causes, measures and score but not the all research is not empirical (Schwab, 1999). Research methodology or mechanism helps to do effective research delivering the related effective data, means ideas, facts, knowledge (Adams and Schvaneveldt, 1985) and collecting data can be verified through the specific process for justifying their validity, utility and applicability. Now it is easy to the researcher to make them as a theory and theory is being built from the actual facts which are come out from the hard works on research studies Mann (1985). There is a relation among the research methodology, theory and data. Research methodology is a rule of scientific function or method which helps to get the answers to the large volume of selective research questions (Adams and Schvaneveldt, 1985). The researcher sketch a research plan to answer the research questions and the questions are associated with the human aspects or thinking at the working environment (Saunders, 2007). Figure 3.2: Relationship between Methodology, Data Analysis and Theoretical Framework Taken from Adams and Schvanedlt, 1985
37 3.2. Research Philosophy There are three reasons which are significant in particular research phenomena: First of all, the researcher easily can process and indentify in the research technique used by learning, which is make clear taken as whole research approach to be used. It would be take in of support group and starting point. Secondly, knowledge research philosophy can be assists appraise of alternative methodologies. It‟s avoiding all unnecessary things or unusable work which is done by the research. Lastly, it would be help for the researcher to be resourceful and modernise to do research structure that was beforehand of his or her practical experience. 3.3. Research approach When researcher doing a research works he/she can use deductive approach or inductive approach. The theory of Saunders (2007), it is really difficult to evaluate or justify which research approach are the best significant for research work. Any Companies or management level research both commonly positivist and interpretive and all incident realism. There are two approaches explanation and which actually relevant to positive approach. 3.3.1. Inductive Approach The theory of Steinberg (2006), inductive approach, research subject and achievable theory comes out from main source. In the other side, research cannot study with at all distinct information and hypothesis. When the research progressing procedure to collecting data after that time researcher thinking to progress of sample studied. Inductive approach assist to understand data subject for the researcher or researcher sometimes doesn‟t follow any individual procedure. This research approach firstly collecting data without any theory or ideas. 3.3.2. Deductive Approach The researcher when going to do research paper, he/she has to improve hypothesis theory. The researcher has to make designs plan to experiment of hypothesis. The approach of Steinberg
38 (2006) explanation is that, researcher starts the research by review of literature, meeting with theoretical framework, modifying theory and experiment of collecting data. In this research paper all research questions are similar to job satisfaction, employee motivation and develop customer service. All data collecting by quantitative based and all information using the designed research approach. “I do feel better when use deductive approach when i am getting more significantly advantage and it has contributed to highest degree of level and this method active to take up where is any seniors have left off” by Bish ( 1971) A important of attribute of assumption is that need to ideas of operational such a manner that is concentrate to be appraised quantitatively and to be able to generalize statistically with their policy as in social behaviour ( Saunders, 2007). In our case, where the organization is question is HSBC, and few branches in London Street has more than 500 employees that meet the researcher‟s criterion, so a sufficient amount of samples will be collected. This research following by deductive approach because of when researcher collecting date from the respondent about employee motivation and customer service. 3.3.2.1. Stages to Progress Deductive Research There are a few deductive researches which are using many of company‟s research or management level. Deductive research will developed by the following by those stages Robson (2002): 1) Subtracting a hypothesis from the theory; 2) Stating the hypothesis in operational terms which suggest a connection among two definite ideas or concepts; 3) Testing this operational hypothesis; 4) Investigating the exact result of the query; 5) If essential, alter the theory according to the results.
39 3.4. Research strategy In basis of Saunders (2007) below few types of research strategies: i. Experiment; ii. Case study; iii. Grounded theory; iv. Ethnography; v. Archival research; vi. Survey; vii. Action research. Theory of Saunders (2007), using different paces different research area. Sometimes experimental strategies are will not using where is abstract situation in any management and business research questions. 3.4.3. Grounded Theory Grounded theory often known as GT is from social sciences concentrate on systematic qualitative research methodology. This type of research method operates almost in a fashion from traditional research. This method appears to be in contradiction of the scientific method. In this method the first stage is to collect the data through a variety of methods instead of developing hypothesis in traditional method. Which are derived from the text. In this way, categories are formed, later on they used as the source of basis for the information of a theory. This process is always called a reverse engineered hypothesis. This has a clear contradiction from the traditional model of research. We know, in traditional research, researcher chooses a theoretical framework, an implement the model to the researched phenomenon. 3.4.4. Ethnography Inductive approach uses by Ethnography by Saunders (2007), in writing ethnographic footnote the researcher always need to follow a detail procedure employing him in social world. This concept comes from the Anthropology and often can be used in qualitative research.
40 3.4.5. Archival Research Archival research is a kind of research that uses references and knowledge from secondary sources. The secondary resources can be pas records and information in various departments, census data, newspaper, demography information. As this research is using the archive of information, this is called archival research. This is often called as secondary research. Primary research is the opposite of secondary research. Primary research is conducted from scratch and no past material is used to take help. As compare to primary research, archival research is inexpensive. In case of archival research, there is incomplete or haphazard information, for this reason, a type of research named naturalistic observation is used, that is also different than the secondary research 3.4.6. Survey The researcher used this report type of deductive approach. So this survey approach usually related with the deductive approach. In survey the researchers frequently use some question mark and seek for answer of some questions: how much, who, where, how many, and what questions. Survey strategy is the most commonly used in research. In survey sampling method is used to represent the whole population and in this way it can be conducted as less expensive. Survey helps to analyse the data and to interpret after having some statistical analysis. 3.4.7. Action Research Action Research is a major component of the research approach. This is often used in finding the solutions of socio socio-economic problems for rural development. The Major objectives of RDA are as follows: To test development hypothesis, to evolve appropriate strategies and methodologies, to analyse and evaluate the findings and experiences of action research for deciding future course of action, to feed the rural development planners and practitioners and to document and publish the findings.
41 3.5. Research Methods There is a explanation few research method which are research used in research paper and when researcher collect data from interview, recording and face included all information. 3.5.1. Data Collection Methods According to Kumar (2005) there are two types of data collection related to the research information. When researcher able to collect all related information and only need to take out it then same type of date name is Secondary data. In case of fresh study, we need to collect new information and at that time primary data is used. In this research, the researcher will concentrate on primary data. Primary data is raw form of data collected from interviewing or questionnaire survey. 3.5.2. Questionnaire Design A questionnaire consists of a listing of questions. All answers to those questions are documented by participants. When respondents read the questions in the questionnaire, understand what is required and then write down the answers (Kumar, 2005). D. L. Phillips (1971) believe that devices. The simplicity and clarity of questionnaire is essential. The researcher must think about the following issues when developing questionnaire:  Avoid sensitive questions that may cause hesitation to answer  Clearly written the instruction and procedure to answer the questions  To declare that secrecy will be maintained for your opinion. 3.5.3. Type of Questions Two types of questionnaires can be using any research paper: i. Open-ended ii. Closed-ended questions. In the open-ended question the respondent has the full freedom to answer his or her opinion which is not very structured way. For this reason it is difficult to analyse data. It is also unpleasant for the responded to answer the question by writing a paragraph.
42 In closed ended questions, responded check the answer whether it is true for him or not. This is easy for the respondents. There are other advantages of closed ended questions are: Easy to answer, less response time, ease in scoring, coding, and tabulation 3.5.4. Question Styles According to Adams and schvaneveldt (1985) there are different styles of closed-ended questions. Those are: Likert-type style, Cafeteria-type style, Order-of-merit-method, Demographic-objective information format. Likert-type style in this style respondent responds to different questions to relevant the research topic and respondent typically give the answer from “strongly agree via strongly disagree. In this style researcher instant can get idea how the situation going on the company. In-order-of-omit method in this style respondent ask rank basis questions from their situation, respondent give the answer from high to low, satisfaction to dissatisfaction, range of number. Demographic-objective information format it is very modern and standard style, there is objective information like education, income, age, gender and researcher can use total percentages of information. 3.6. Questionnaire Designing Questionnaire designing is major significant part for the researcher. It is the tool and technique to derive factual information from the respondents. Having the literature background and theoretical aspects, the designing of questionnaire is: Literature review based a Conceptual framework What type of statements will attempt to bring out Statements of Questionnaire
43 Maslow’s need theory deals with human needs. The theory is now needs in the hierarchy, Physiological, Safety, He give details how dissatisfaction can be eliminated. On the other hand, motivators’ needs to be met it is needed to have positive satisfaction and effort. Maslow’s theory has modified by two factor theories and it is really important things to this report which is make a better relation with employee motivation and develop customer service. To attract whether the respondents are pleased with Hygiene needs (physical and safety needs) Physical Needs  HSBC provides satisfactory salary Safety Needs  The salary and workload is reasonable.  I feel pretty secure while working in HSBC (job security). To bring out if interviewed are happy with Motivator needs (social, esteem and actualization needs) Social Needs  I am satisfied with working schedule of my shift in HSBC.  I understand the daily work of my department.  I point of view lots of person by own thinking like masculinity, event, and educated peoples are respected in HSBC.  With my job I can manage my work-life balance  HSBC give excellent working environment and working shift.  The team spirit of my work group is satisfactory.  I am happy to work with well experience supervisor.
44  My supervisor listen to my important issues and responds accordingly  My supervisor value my views and participation at work are.  I am satisfied to work with intelligent skills manager who is very helpfull. To receive almost feeling of respondents about HSBC General Statements  I never feel depressed working in HSBC  I will recommend HSBC to others to join  I feel that HSBC cares about its staff.  I take pleasure when i am working in HSBC. Table 3.1: Questionnaire Designing 3.7. Sampling: Sampling is a representative part of population subject to review and analyse in details. It is not possible and feasible to work with population. Instead in any research, we use sampling. The researcher applied the simple random sample in this research.
45 3.8 Research Credibility Research credibility refers to the impartiality, neutrality and believability of a source suggested by the Saunders et al (2003) and the Generalizability, Validity and Reliability of the message or findings of the research. Validity is related to observation or measurement of the variables. Validity played a major role to establish the credibility of the research projects (O‟Leary, 2004) because it measures the closeness of the research to the reality. He also advised that it is necessary to take care to make sure about the outcome of the research means it is valid, neutral and authentic and looks credible. Reliability means the consistency of measurement of an implement process which will deliver the same result the similar belonging is the same result with the same variable. Explanation of Swanson (2004)”Reliability measurement or estimation is considered consistent or reliable if a test performed on more than one occasion produces the same results”. Research Generalizability the quality and influences to make a general form of statistics. Basically generalizability research is a statistical framework for conceptualizing, investigating, and designing reliable observations. It is used to determine how reliable a given measurement is at predicting general behaviour. Generalizability adds to the credibility research findings (Swanson, 2004). Ethical issues like ensuring the respondent confidentiality equally top up the researcher‟s own credibility. This is researcher‟s duty to ensure the contributors of the research that their contribution or opinion or consents are fully granted and assurance to protect the privacy and anonymity of the participants on the research questions and other involvements 3.9. Summary This chapter is basically the description of how the researcher is going to do the research. As a positivist, the researcher has chosen the deductive approach to the research.
46 General Specialization I explained few difference research strategies: research Case study; Grounded theory; Ethnography; Archival research; Survey; Action research. This research going to do deductive approach. Where availability is in positive method that is any new stuff can take over easily when their senior stuff has left. An important few features are significant features are assumption that data important to be operational factors to continue those progress. This research flowing Survey strategy. This strategy allows the researcher to gather quantitative information that is to be inspected quantitatively using meaningful and constructive information. The researcher has taken sample as many as 120 and the random sampling has been used for the lower and middle level management of HSBC. This survey research identifying the factors that lead to job satisfaction in HSBC, Survey report will be showing how many percent employees are job satisfied and dissatisfied. This survey researcher explained about the research of HSBC in methodology chapter. This Deductive method research going to classify the few issues going to show way job satisfaction & dissatisfaction in HSBC. To analyse the existing employee satisfaction and customer management in HSBC To find out the relationship between inspiration and employee satisfaction in HSBC. To find out the relationship between job satisfaction and customer correlation in HSBC To find out the relationship between motivation, job satisfaction and customer correlation in HSBC.
47 Chapter Four: Data Findings and Analysis 4.1. Introduction The researcher has outlined of design of questions to address the motivation factors, factors that cause dissatisfaction, customer satisfaction survey, measurement of customer satisfaction and some suggestion from the customer perspective. The factors also identified can be used as further research to analyze the relationship among them. The questionnaire starts with ten motivating factors that are to be ranked to find out the most motivating factors in HSBC. In the same way there are other ten factors that are to be identified for employee dissatisfaction. In this way there are some other questions that are used to gain the most suitable factors that can be sued to retain its employees in HSBC. There are other questions that have been set for knowing about the HSBC management from the lower or middle level management. In this way the questionnaire is designed so that the researcher can find out all the answer for research objectives. 4.2. Explanation The researcher has taken sample as many as 120 and the random sampling has been used for the lower and middle level management of HSBC. Out of 120 questionnaires there are 100 questionnaires have been received and used in data analysis. The researcher has been used tabular and some pictorial format of analysis. The explanations have been given in bar diagram and pie chart. First of all the researcher identified the demography of the employee surveyed.
48 Male female ratio of the employee surveyed: Male 56 Female 44 Figure 4.1: In the Survey Male and Female Participated. Out of 100 respondent 56 are male and 44 are female. As this is randomly chosen, we can tell that about 56% of employees of HSBC are male and the rest 44% of them are female and the HSBC is not gender discrimination organization. Age of employee surveyed: Age employed survey related about gender basis. From the chart 4.2. It is showing that are16 to 20 ages 24.66% of respondents and 21 to 24 ages are 47.3%. That means approximately 72% of interviewed are between 16 to 24 years old and rest of 28% are 25 and more years old. 56 44 0 10 20 30 40 50 60 Male Female Percentage of Male and FemalePercentage
49 Figure 4.2: The age of employees participated in the survey Identifying the factors that lead to job satisfaction in HSBC: To identify of issue with the aim of lead to job satisfaction in HSBC, the researcher has selected some motivational factors and designed the questionnaire ranked them according to the answers provided. Here are 10 Motivation factors:  motivating work  Better working environment  Good earnings  Full positive reception of work done  Job precautions  Encouragement and development of the organization  Feelings of being in on things  Individual consistency to employees  Considerate regulation  Compassionate assist with personal efforts. 33 and above29 to 3225 to 2821 to 2416 to 20 Age 50 40 30 20 10 0 Percent 2.74% 8.9% 16.44% 47.26% 24.66% Age
50 Rank 1 Motivational factor: Figure 4.3: Ranked 1 Motivational factors From the survey and the pie diagram we can find out that promotion and growth in the organization is the most attractive motivating factors for the employees in HSBC. 25 30 20 30 25 35 15 10 15 25 0 5 10 15 20 25 30 35 40 Rank 1 Motivating factor Series1 Series2
51 Figure 4.4: Ranked 2 Motivational factors From the survey and the pie diagram we can find out that positive reception of work completed and Job security are the most attractive motivating factors after promotion and growth in HSBC. Rank 3 Motivational factors: 15 15 15 20 14 16 5 15 20 15 0 5 10 15 20 25 Rank 2 Motivating factor Series1
52 Figure 4.5: Ranked 3 Motivational factors The third motivational factor that has been identified is that Personal loyalty to employees. Rank 4 Motivational factors: From the questionnaire survey and analysis the researcher has found that the feelings of being in on things are the 4th ranked motivational factors in HSBC. Figure 4.6: Ranked 4 Motivational factors
53 Rank 5 Motivational factors: Figure 4.7: Ranked 5 Motivational factor in HSBC From the questionnaire survey and analysis the researcher has found that good wages is the 5th ranked motivational factors in HSBC. Rank 6 Motivational factors:
54 Figure 4.8: Ranked 6 Motivational factor of HSBC From the questionnaire survey and analysis the researcher has found that interesting work is the 6th ranked motivational factors in HSBC. Rank 7 Motivational factors: From the questionnaire survey and analysis the researcher has found that good working condition is the 7th ranked motivational factors in HSBC. Figure 4.9: Ranked 7 Motivational factor of HSBC Rank 8 Motivational factors:
55 Figure 4.10: Ranked 7 Motivational factor of HSBC From the questionnaire survey and analysis the researcher has found that sympathetic help with personal problem is the 8th ranked motivational factors in HSBC. Rank 9 Motivational factors: From the questionnaire survey and analysis the researcher has found that tactful discipline is the 9th ranked motivational factors in HSBC. Figure 4.11: Ranked 7 Motivational factor in HSBC
56 Factors that causes dissatisfaction: We have identified the factors that cause dissatisfaction among the employees of HSBC. We have found the ten factors that are: 1) Lack of appreciation 2) Too much paperwork 3) Problems with supervisors 4) Poor pay and benefits 5) Lack of training 6) Lack of opportunity 7) Fairness 8) Problems with co-workers 9) Commute 10) Boring job Rank 1 Dissatisfaction factor: Figure: The ranked 1 dissatisfied factor identified is poor pay and benefits Out of 100 respondents the researcher got 30 who marked poor pay and benefit is the number 1 factor for dissatisfaction.
57 Rank 2 Dissatisfaction factor: Figure: The ranked 2 dissatisfied factor identified is lack of appreciation 0 1 2 3 4 5 6 Category 1 Category 2 Category 3 Category 4 Series 1 Series 2 Series 3
58 Out of 100 respondents we go 25 who marked lack of appreciation is the number 2 factor for dissatisfaction. Rank 3 Dissatisfaction factor: The questionnaire survey identified the third factor for dissatisfaction in the job in HSBC. Out of 100 respondents there are 29 who marked lack of opportunity is the number 3 factor for dissatisfaction. Figure: The ranked 3 dissatisfied factor identified is lack of opportunity
59 Rank 4 Dissatisfaction factor: Figure: The ranked 4 dissatisfied factor identified is problem with supervisor The researcher identified the fourth factor for dissatisfaction in the job in HSBC. Out of 100 respondents there are 36 who marked lack of opportunity is the number 4 factor for dissatisfaction. Rank 5 Dissatisfaction factor: Figure: The ranked 5 dissatisfied factor identified is fairness in the evaluation process and work environment Out of 100 respondents the researcher got 25 who marked lack of appreciation is the number 5 factor for dissatisfaction. Rank 6 Dissatisfaction factor: Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Rank 7 Rank 8 Rank 9 Rank 10 Series1 6 8 7 16 25 20 5 7 3 3 0 5 10 15 20 25 30 AxisTitle Chart Title
60 Figure: The ranked 6 dissatisfied factor identified is boring job The researcher identified the fourth factor for dissatisfaction in the job in HSBC. Out of 100 respondents there are 20 who marked boring job is the number 6 factor for dissatisfaction. Rank 7 Dissatisfaction factor: Out of 100 respondents the researcher got 17 who marked too much paper work is the number 7 factor for dissatisfaction.
61 Figure: The ranked 7 dissatisfied factor identified is too much paper work Rank 8 Dissatisfaction factor: Figure: The ranked 8 dissatisfied factor identified is problem with coworker The researcher identified the fourth factor for dissatisfaction in the job in HSBC. Out of 100 respondents there are 25 who marked problem with coworker is the number 8 factor for dissatisfaction. Rank 9 Dissatisfaction factor: 3 4 3 7 7 8 5 25 20 18 Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Rank 7 Rank 8 Rank 9 Rank 10 Ranked 9 dissatisfaction factor identified
62 Figure: The ranked 9 dissatisfied factor identified is lack of training The researcher identified the fourth factor for dissatisfaction in the job in HSBC. Out of 100 respondents there are 25 who marked lack of training is the number 9 factor for dissatisfaction. Rank 10 Dissatisfaction factor: Figure: The ranked 10 dissatisfied factor identified is commute The researcher identified the fourth factor for dissatisfaction in the job in HSBC. Out of 100 respondents there are 20 who marked commute is the number 10 factor for dissatisfaction. Objective: 2 Measurement of Customer Satisfaction of the employee in HSBC: I am happy with the timings of my shift in HSBC: Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 3 5 6 9 7 9 8 15 18 20 Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Rank 7 Rank 8 Rank 9 Rank 10 Ranked 10 Job factor for job dissatisfaction
63 Figure: I am happy with the timings of my shift in HSBC About 40% employees are strongly agreed that they are happy about timing in HSBC and another 25% people just agreed that statement. 2. I feel enthusiastic/ delighted when i am working in HSBC: Below the result showing the reason when researcher asked the interviewed feels delightfully or feels really hard work when working in HSBC. Strongly Agree Agree Not Sure Disagree Strongly Disagree 35 15 15 22 13 This report is showing two types level of enthusiasm when people working in HSBC. When the researcher collected data precisely 35.00% + 15% was agreed that when they are working in this company they are really feeling better. So the researcher will consider that they are acceptable with this report. The researcher realized that, few percentages employee selected disagree option and strongly disagree option, researcher asked few employees why they filled the disagree option. After that almost 35% (22% + 13%) of interviewed given like negative approach and 40 25 20 10 5 0 5 10 15 20 25 30 35 40 45 Strongly Agree Agree Not Sure Disagree Strongly Disagree Series1
64 they said few things always expected while working in HSBC which is explaining in recommendation. Figure: I feel enthusiastic/ energized while working in HSBC 3. The amount of work I am expected to do on my job is reasonable Strongly Agree Agree Not Sure Disagree Strongly Disagree 35 25 20 15 5
65 Figure: Employee expected of work to do as a reasonable job. The researcher will be understand with this report if This report will help the researcher to understand if work making trouble to employee then it‟s really special effects to job satisfaction the employees of HSBC. Only 20% employees are not agreed with this statement. That means the employees are happy with the volume of work they have in the job. 4. I understand the day-to-day goals/ tasks of my department. Strongly Agree Agree Not Sure Disagree Strongly Disagree 30 26 20 19 5 About 56% employees are completely agreed that they have clear cut goal in terms of what they are going to do in HSBC. 35 25 20 15 5 0 5 10 15 20 25 30 35 40 Strongly Agree Agree Not Sure Disagree Strongly Disagree Series1 30 26 20 19 5 0 10 20 30 40 Strongly Agree Agree Not Sure Disagree Strongly Disagree
66 50 25 10 10 5 0 10 20 30 40 50 60 Strongly AgreeAgree Not Sure DisagreeStrongly Disagree Series1 5. I am satisfied with the team spirit in my work environment. 50% employees completely agreed that they have team spirit in working environment. Another 25% employees also agreed that they have working strength of mind in the working place. However, only 15% employees disagree the statement. Figure: I am satisfied with the team spirit in my work environment 6. I am satisfied with the morale of the staff with whom I work: The researcher has tried to judge the employee relationship and employee cooperativeness among each other. 65% employees agreed that they have very well and they are satisfied with this. Strongly Agree Agree Not Sure Disagree Strongly Disagree 50 25 10 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5
67 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree Morale of staff Figure: I am satisfied with the morale of the staff with whom I work 7. I feel that the individual differences like gender, race and educational background are respected in HSBC: This is also to judge the opinion about the employee demography. This is to judge to know about the respect among each other. About 65% employees agreed that they are respected in HSBC irrespective of the gender, race and educational background. Strongly Agree Agree Not Sure Disagree Strongly Disagree 45 20 20 10 5
68 Figure: I feel that the individual differences like gender, race and educational background are respected in HSBC 8. I feel pretty secure while working in HSBC (job security): Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 0 10 20 30 40 50 Strongly Agree Agree Not Sure Disagree Strongly Disagree Employee Demography is respected Series1
69 Figure: I feel pretty secure while working in HSBC (job security): Only 15% employees feel that their job in HSBC is not secure and other 20% employees are unsure about it. But rests of the employees feel that their job in HSBC is quite secure. 9. This job I can manage a logical balance with my personal life and as an employment: Strongly Agree Agree Not Sure Disagree Strongly Disagree 26 25 24 15 10 More than 50% employees can maintain their work life balance in HSBC. Other 50% either not sure or cannot maintain their work life balance. Figure: This job I can manage a logical balance with my personal life and as an employment. 40 25 20 10 5 0 5 10 15 20 25 30 35 40 45 Strongly Agree Agree Not Sure Disagree Strongly Disagree Job Security in HSBC Series1 0 5 10 15 20 25 30 Strongly Agree Agree Not Sure Disagree Strongly Disagree
70 10. I am satisfied with the attitude of my direct supervisor: Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 This is very important that employee satisfaction and the relationship with the supervisor. 65% employees agreed that employees are happy to their correlation with the boss. However, 15% think that their not satisfied with direct supervisor. Figure: I am satisfied with the attitude of my direct supervisor 11. My supervisor always helps me whenever I have problems with my job: Strongly Agree Agree Not Sure Disagree Strongly Disagree 37 25 23 10 5 62% employees believe that their supervisor help them if they are in any problem. 23% employees are not sure about this and the other 15% employees disagreed the statement. 40 25 20 10 5 0 5 10 15 20 25 30 35 40 45 Strongly Agree Agree Not Sure Disagree Strongly Disagree Satisfied with direct superisor Series1
71 Figure: My supervisor always helps me whenever I have problems with my job 12. HSBC offer most elasticity working hour & environment: Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 HSBC offers great flexibility in working hour and working condition. This statement is true only for 65% employees. But others are not agreed the statement. Figure: HSBC offer most elasticity working hour & environment. 37 25 23 10 5 0 5 10 15 20 25 30 35 40 Strongly Agree Agree Not Sure Disagree Strongly Disagree Supervisor always help Series1 40 25 20 10 5 0 10 20 30 40 50 Strongly Agree Agree Not Sure Disagree Strongly Disagree HSBC offers great flexibility Series1
72 13. I would recommend HSBC to others as a great place to work: Strongly Agree Agree Not Sure Disagree Strongly Disagree 33 23 20 12 12 If anyone is satisfied then he recommend the same thing to others. HSBC is a great place to work is strongly agreed about 33% employees and agreed 23% of them. Only 24% of the employees surveyed think that hey will not recommend you to work in HSBC. 14. I feel that HSBC cares about its staff: Strongly Agree Agree Not Sure Disagree Strongly Disagree 20 27 25 15 13 HSBC is a renowned bank and their employee retention policy and motivation policy is caring the employees and 47% of employees feel that their organization cares a lot. But about 28% of them told that they are not agreed with the statement. Rest of the employees surveyed are unsure about this. 33 23 20 12 12 Strongly Agree Agree Not Sure Disagree Strongly Disagree HSBC is a great place to work Series1
73 Figure: I feel that HSBC cares about its staff 15. I enjoy working in HSBC on the whole: Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 Figure: I enjoy working in HSBC on the whole 20 27 25 15 13 Strongly Agree Agree Not Sure Disagree Strongly Disagree HSBC cares about the staffs Series1 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree I enjoy working in HSBC
74 65% employees feel that they are enjoying working in HSBC and other 15% employees ar not satisfied and rest of the 20% employees are sometimes satisfied and some times not. The opinion and the suggestion from the employee to on some mangamaent issue in HSBC bank: This survey is because of getting some opinion on certain issue. Those factors also something we call for motivation.Those elements are necessary as well to motviate the employees in HSBC. In otherway, we can explain it as the major weakness of ISBC that should be considered if HSBC wants to maintain employee satisfaction. The first three factors are Improve benefit, select manager better and pay more. Those are very crucial for the employee satisfaction in HSBC. Number person suggested Total participants Train managers better 25 100 Listen more 35 100 Try something new 25 100 Pay more 45 100 Select managers better 50 100 Set the example 10 100 Hire better people 40 100 Improve benefits 50 100 All exists 20 100
75 Customer service and Customer satisfaction: Particulars Well below average Below Average Average Above Average Excellent Total participants Customer service 20 10 10 20 40 100 Professionalism 10 20 25 15 30 100 Quality of Products/Services 30 5 10 20 35 100 Understanding customers' needs 15 10 30 20 25 100 Sales staff 20 3 17 20 40 100 Service charges 25 10 25 15 25 100 1. The table shows that the 60% of the customers have very high about the customer satisfaction in HSBC and 10% of them could not find any difference with the other banks. But 30% of the customers are not happy having accounts and transaction with HSBC. 2. 70% of employees like the professionalism of the staffs in HSBC. The rest of the customers are not happy with this.
76 3. 55% of the customers are happy with the product quality and services. Other 35% commented that HSBC has well below average or below average quality of products. Figure: Customer satisfaction in HSBC Will the customer recommend HSBC to others? 65% existing customers will recommend to others to bank with HSBC. 15% are not going to recommend HSBC and other 20% customers are neutral about this. 10 25 10 30 17 25 20 15 20 20 20 15 40 30 35 25 40 25 0 5 10 15 20 25 30 35 40 45 Customer satisfaction survey reslut Average Above Average Excellent Very likely 35 Somewhat likely 30 Neutral 20 Somewhat unlikely 5 Very unlikely 10 Total Number of participants 100
77 Figure: Will you recommend HSBC to others? Overall customer satisfaction: Highly satisfied 50 Somewhat dissatisfied 20 Neutral 20 Highly dissatisfied 10 About 70% of the customers are satisfied and among them 50% are highly satisfied. The other 30% of the customers are either neutral or highly dissatisfied. 35 30 20 5 10 0 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 0 0 5 10 15 20 25 30 35 40 Very likely Somewhat likely Neutral Somewhat unlikely Very unlikely Will you recommend us? Series1 Series2 Series3 Series4 Series5 Series6 50 20 20 10 0 10 20 30 40 50 60 Highly satisfied Somewhat satisfied Neutral Highly dissatisfied Percentage Satisfactionleveel Overall satisfaction
78 4.3 Correlation Analysis: Correlation is a simple measurement to describe the relationship between the two variables. The researcher has got the relationship from the simple correlations model and identified some key variable from the relationship of motivation and job satisfaction. This table is the tabular presentation of that: Sl. N. Statements Correlation 1. The salary HSBC offered is satisfactory to me. This quantity of work always I like to do as my job responsibility. 0.6906 2. The salary HSBC offered is satisfactory to me. I feel that HSBC cares about its staff. 0.0096 3. The salary HSBC offered is satisfactory to me. I will recommend others to join in HSBC 0.8245 4. The salary HSBC offered is satisfactory to me. HSBC offers great flexibility (hours and working conditions) 0.7873 5. I am happy working in HSBC. HSBC offer most elasticity working hour & environment 1.000 6. I am happy working in HSBC. I believe that HSBC be concerned about their staff. 0.5703 7. I am happy working in HSBC. I will recommend others to join in HSBC. 0.9915 8. I am happy working in HSBC. I am happy to work with direct supervisor. 1.0000 9. I enjoy working in HSBC on the whole. This job I can manage a logical balance with my personal life and as an employment 0.8864
79 10. I enjoy working in HSBC on the whole I feel pretty secure while working in HSBC (job security). 1.0000 Table: The relationship between some key issues in HSBC In this table there are only two variables in the left panel and there are ten different variables in the right panel. 1. The relationship between the salary HSBC offered and the amount of work: The relationship between the two variables is significantly positive. It means that the employee feeling about their job salary and the amount of work is equitable in HSBC. Figure: The relationship between the salary HSBC offered and the amount of work 50 15 10 8 17 35 25 20 15 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree the relationship is 0.6906
80 2. The relationship between the salary and care from the HSBC: Figure: The relationship between the salary and care from the HSBC The insignificant relationship between the two variables indicates that wither two factor is important and a good motivating factor. If HSBC cares a lot then even the lower salary can be a good motivating factor and vice versa. 50 15 10 8 17 33 23 20 12 12 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is 0.8245 50 15 10 8 17 20 27 25 15 13 Strongly Agree Agree Not Sure Disagree Strongly Disagree the relationship is 0.0096
81 . 3. The relationship between the salary and recommendation to others: There is decidedly optimistic relationship between the salary and recommendation. In HSBC employees believe that they are getting good salary for their effort and for this reason they are going to recommend the others to join in HSBC. 4. The relationship between the salary and the flexibility of work: Figure: The relationship between the salary and the flexibility of work This relationship indicates that the HSBC employees are in balance of having salary and the flexibility in working condition. The positive value 0.7873 indicates that work flexibility is very important along with the salary or any monetary payment. 5. The relationship between the overall satisfaction and flexibility in work: 40 25 20 10 12 33 23 20 12 5 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is 0.7873
82 Figure: The relationship between the overall satisfaction and flexibility in work The relationship between the two variables is completely positive and the overall satisfaction of the employee is explained by the greater flexibility. 6. Relationship between the overall satisfaction and employee caring: Figure: Relationship between the overall satisfaction and employee caring There is a positive relationship between the two variables that means the overall satisfaction depends on employee caring. 7. The relationship between the employee satisfaction and recommendation to others: Figure: The relationship between the employee satisfaction and recommendation to others 40 25 20 10 5 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree relationship is completely correlated 40 25 20 10 12 33 23 20 12 5 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is 0.5703
83 The strongly positive relationship between the employee satisfaction and whether they are going to recommend that indicates that if the employees are pleased with their work then they are going to recommend that. 1. The relationship between overall satisfaction and the attitude of immediate supervisor: Figure: the relationship between overall satisfaction and the attitude of immediate supervisor 40 25 20 10 12 33 23 20 12 5 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is 0.9915 40 25 20 10 5 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree relationship is postive
84 The relationship between the attitude of immediate supervisor and the overall satisfaction is perfectly positive. That means the positive attitude of immediate supervisor and the employee satisfaction is very closely related. 9. The relationship between the job satisfaction and work life balance: Figure: The relationship between the job satisfaction and work life balance The relationship between job satisfaction and work life balance is strongly positive as well. 10. The relationship between job security and overall motivation: The relationship between job security and employee motivation is very high and perfectly 50 15 10 8 17 33 23 20 12 12 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is 0.8864 40 25 20 10 5 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is strongly postive
85 correlated to each other. In HSBC if employees feel their job is secure then it is likely that they are satisfied. 4.4 Research Objectives This research is based on the objective that has been set at the beginning of this research paper. The objectives are as follows: i. To identify the factors that lead to job satisfaction & dissatisfaction in HSBC ii. To analyse the existing employee satisfaction and customer management in HSBC iii. To examine the relationship between motivation and job satisfaction in HSBC iv. To evaluate the relationship between job satisfaction and customer correlation in HSBC v. To find out the relationship between motivation, job satisfaction and customer correlation in HSBC The most important of this research is to analyse the current situation of the employees of HSBC; are they really motivated and satisfied with work and how can improve more in the customer service of HSBC, if they are not motivated, find out the factors that are responsible for job dissatisfaction. The other objective of the research is to cortically review the literature of motivation, job satisfaction and other related topics. A further objective is analysing the existing employee satisfaction and customer management in HSBC. The main research question is: “Are motivated employees can satisfy the customer most”? Following the adobe mentioned the researcher concluded the below those questions which relevant objectives that is could do with proper answer and main finding source in this research. i. To identify the factors that lead to job satisfaction in HSBC: The researcher has found out that the growth of organization is the key motivating factor in HSBC, strongly positive reception of work done and Job security, individual loyalty facilities to employees, feelings of being in on things, better salary, interesting work, best working environments, more understanding with personal problem, thoughtful regulation are the most attractive element for dissatisfaction in the rank.
86 Poor pay and benefits, lack of appreciation, lack of opportunity, boring job, too much paper work, problem with co-worker, and lack of training, commute are the major factor for job dissatisfaction in a rank. ii. To analyse the existing employee satisfaction and customer management in HSBC: From the graph it is clearly shown that the percentage of employees in HSBC is more than that of the people who are either disagree or not sure. We can see this chart, relationship between the overall satisfaction and motivational factor of the employees; we will find out that all the relationship is very strong. The significant positive relationship among the different variables indicates that they are correlated to each other. On the other hand employees have very positive belief and attitude in different questions in the survey which indicates that employees are satisfied in HSBC. This can be also analysed in this way is that as the satisfied employees make the customers satisfied, survey report also indicates that.
87 iii. To examine the relationship between motivation and job satisfaction in HSBC: The researcher has got the relationship from the simple correlations model and identified some key variable from the relationship of motivation and job satisfaction. It means that the employee feeling about their job salary and the amount of work is equitable in HSBC. The insignificant relationship between the two variables indicates that both two factor i.e. salary and care are important and a good motivating factor. If HSBC cares a lot then even the lower salary can be a good motivating factor and vice versa. There is a highly positive relationship between the salary and recommendation. In HSBC employees believe that they are getting good salary for their effort and for this reason they are going to recommend the others to join in HSBC. This relationship indicates that the HSBC employees are in balance of having salary and the flexibility in working condition. The positive value 0.7873 indicates that work flexibility is very important along with the salary or any monetary payment. iv. To evaluate the relationship between job satisfaction and customer correlation in HSBC: The researcher diagnose that the 60% of the customers have very high about the customer satisfaction in HSBC and 10% of them could not find any difference with the other banks. But 30% of the customers are not happy having accounts and transaction with HSBC.70% of customers like the professionalism of the staffs in HSBC. The rest of the customers are not happy with this. 55% of the customers are happy with the product quality and services. Other 35% commented that HSBC has well below average or below average quality of products. The employee satisfaction leads the customer satisfaction.
88 v. To investigate the relationship between motivation, job satisfaction and customer correlation in HSBC The researcher investigates that, the relationship between the attitude of immediate supervisor and the overall satisfaction is perfectly positive. That means the positive attitude of immediate supervisor and the employee satisfaction is very closely related. The relationship between job security and employee motivation is very high and perfectly correlated to each other. In HSBC if employees feel their job is secure then it is likely that they are satisfied.
89 Chapter 5: Conclusions and Recommendations 5.1 Introduction: In this chapter the researcher going to clarify lead to job satisfaction and dissatisfaction in HSBC, the relation between motivation and job satisfaction in HSBC, relation between job satisfaction and customer correlation in HSBC which is researcher viewing questionnaire (based on theoretical framework) will confirm to demonstrate whether the research objective were met. Finally the researcher will draw the conclusions and some recommendation from the researches on the basis of finding recommendations, limitations and suggested were the future research. The global local bank, HSBC, does have the necessity of research. Whenever HSBC hires new people, it has to spend money and time in recruiting and then training those new employees. So, retention of employees is much more important than hiring new employees. For this reason HSBC need to know which factors motivate the employees and which factors cause the employee dissatisfaction. As a result, important is that recruiting right people but very important to other concept that, strongly continue those right people motivated and contented in the working environment with their job. This HSBC research strength of character understands the behaviour of its employees and the reasons of the job satisfaction and dissatisfaction. On the other hand the research will classify the factors that motivate the employees and ultimately lead to job satisfaction which is very important for the efficiency, effectiveness and customer satisfaction. 5.2 Analysis of Findings: At fast previewing the research objective again this is using the feedback from questionnaire respondents. Observations made are summaries as follows:  What the factors that leads to job satisfaction in HSBC?  How are the existing employee satisfaction and customer management in HSBC?  How are the relationship between motivation and job satisfaction in HSBC?
90  What the relationship between job satisfaction and customer correlation in HSBC?  Is there a relationship between motivation, job satisfaction and customer correlation in HSBC? The factors that lead to job satisfactions in HSBC: The researcher has found out that the growth of organization is the key motivating factor in HSBC, strongly positive reception of work done and Job security, individual loyalty facilities to employees, feelings of being in on things, better salary, interesting work, best working environments, more understanding with personal problem, thoughtful regulation are the most attractive element for dissatisfaction in the rank. Poor pay and benefits, lack of appreciation, lack of opportunity, boring job, too much paper work, problem with co-worker, and lack of training, commute are the major factor for job dissatisfaction in a rank. Poor pay and benefits, lack of appreciation, lack of opportunity, boring job, too much paper work, problem with co-worker, and lack of training, commute are the major factor for job dissatisfaction in a rank. The existing employee satisfaction and customer management in HSBC: From the research result it is clearly shown that the percentage of employees in HSBC is more than that of the people who are either disagree or not sure. We can see this chart, relationship between the overall satisfaction and motivational factor of the employees. The significant positive relationship among the different variables indicates that they are correlated to each other. On the other hand employees have very positive belief and attitude in different questions in the survey which indicates that employees are satisfied in HSBC. This can be also analysed in this way is that as the satisfied employees make the customers satisfied, survey report also indicates that. The relationship between motivation and job satisfaction in HSBC: The researcher has got the relationship from the simple correlations model and identified some key variable from the relationship of motivation and job satisfaction. It means that the employee feeling about their job salary and the amount of work is equitable in HSBC.
91 The insignificant relationship between the two variables indicates that both two factor i.e. salary and care are important and a good motivating factor. If HSBC cares a lot then even the lower salary can be a good motivating factor and vice versa. There is a highly positive relationship between the salary and recommendation. In HSBC employees believe that they are getting good salary for their effort and for this reason they are going to recommend the others to join in HSBC. This relationship indicates that the HSBC employees are in balance of having salary and the flexibility in working condition. The positive value 0.7873 indicates that work flexibility is very important along with the salary or any monetary payment. The relationship between job satisfaction and customer correlation in HSBC: The researcher diagnose that the 60% of the customers have very high about the customer satisfaction in HSBC and 10% of them could not find any difference with the other banks. But 30% of the customers are not happy having accounts and transaction with HSBC.70% of customers like the professionalism of the staffs in HSBC. The rest of the customers are not happy with this.55% of the customers are happy with the product quality and services. Other 35% commented that HSBC has well below average or below average quality of products. The employee satisfaction leads the customer satisfaction. Investigate the relationship between motivation, job satisfaction and customer correlation in HSBC: The researcher investigates that, the relationship between the attitude of immediate supervisor and the overall satisfaction is perfectly positive. That means the positive attitude of immediate supervisor and the employee satisfaction is very closely related. The relationship between job security and employee motivation is very high and perfectly correlated to each other. In HSBC if employees feel their job is secure then it is likely that they are satisfied. 5.3 Recommendation on the basis of findings: This research analysis shows what the factors lead to job satisfactions and dissatisfaction between motivations in HSBC. The list of recommendation o the basis if findings which will help to eradicate the lack to improve employee motivation and develop best customer service.
92 This research will find out the reason that lead to job satisfaction in HSBC, the researcher has selected some motivational factors and designed the questionnaire ranked them according to the answers provided. Here are 10 Motivation factors:  motivating work  Better working environment  Good earnings  Full positive reception of work done  Job precautions  Encouragement and development of the organization  Feelings of being in on things  Individual consistency to employees  Considerate regulation  Compassionate assist with personal efforts. This research have showed 60% customer have very high about the customer satisfaction in HSBC and 10% of then could not find any differences with any other bank. 30% of the customers like the professionalism of the employee in HSBC. 55% customers are happy with the service quality. As a result HSBC should be need to concentrates to develop this lacking issues. The researcher recommended that HSBC management need to take flowing decisions to improve their customer service.  They need be more plans to build up job security for appreciation of work done.  They have to revise personal loyalty to employees.  They need to increase employees pay and benefits and indentify lack of opportunity.  Strongly build up relationship between the overall satisfaction and motivational factor of the employees  Salary and Care are important and a good motivating factor if HSBC cares a lot then even the lower salary can be a good motivating factor and vice versa.
93  They have to systematize workshop in which appropriate instruction can be make a better relation to supervisor.  Manger should keep in touch with best motivation to front-line employee and proper feedback would be able to improve better customer service.  Encourage employee with more facilities to set up meaningful and robust customer service.  They should review regularly employee management performance and customers reflect which issues will be raise to brand position to be “world local bank”. The researcher has got the relationship from the simple correlations model and identified some key variable from the relationship of motivation and job satisfaction. There is a highly positive relationship between the salary and recommendation. In HSBC employees believe that they are getting good salary for their effort and for this reason they are going to recommend the others to join in HSBC. This relationship indicates that the HSBC employees are in balance of having salary and the flexibility in working condition. The positive value 0.7873 indicates that work flexibility is very important along with the salary or any monetary payment. This report is showing two types level of enthusiasm when people working in HSBC. When the researcher collected data precisely 35.00% + 15% was agreed that when they are working in this company they are really feeling better. So the researcher will consider that they are acceptable with this report. The researcher realized that, few percentages employee selected disagree option and strongly disagree option, researcher asked few employees why they filled the disagree option. After that almost 35% (22% + 13%) of interviewed given like negative approach and they said few things always expected while working in HSBC which is explaining in recommendation. HSBC is a renowned bank and their employee retention policy and motivation policy is caring the employees and 47% of employees feel that their organization cares a lot. But about 28% of them told that they are not agreed with the statement. Rest of the employees surveyed are unsure about this.
94 At last, Researcher suggests to HSBC management should recover those kinds of findings. The researcher can understand HSBC has strong management system as a well reputed world local bank and researcher not recommending changing their management effective strategy; however they can recover their deficient approach and minimize employee dissatisfaction. This research uniformly supportive HSBC management who seeks continued existence benefits, job satisfaction, motivation and better customer service. 5.4 Limitation of Research: This research attempts to illustrate the factors that might affect motivation of employee and customer service provisions of HSBC bank. The current study however has some limitations. There are few limitations which are realize that when researcher do this research:  The branch manager of HSBC in Liverpool Street has allowed the researcher to do the research only for education purpose.  The researcher when bring the questionnaire for interview the employee needed to permission of branch manager.  When researcher taken interviews few employees was really scared about their internal information.  Before interviewing employees said it will be not allowed to publish all information.  When researcher asking questions from questionnaire few employees didn‟t agree to give answer.  Researcher distributed the questionnaires after it‟s approved by the HSBC branch manager. 5.5 Suggestions for future Studies: It‟s a delicate problem and one we've long struggled with. Staffs get paid regardless of whether or not customer‟s problems are solved. But unhappy customers will leave and, worse, in this day and age can make their complaints widely heard, costing the firm significant money. Management has to is insure staff act out of self interest but in a way that will help customers
95 solve their problems. Bonuses are always suggested here. But bonuses for low levels of complaints provide a disincentive, in that staffs have much to gain by hiding or otherwise suppressing / covering up customer's valid concerns. A classic example of moral hazard, in other words. But why not tie a percentage of staff compensation to long term divisional (i.e., not corporate) performance? Bonuses don't have to be cash; share awards are tax advantageous, as staffs doesn‟t incur an immediate liability, particularly one that might attract higher rate (i.e., capital gains rates, particularly long term, are much lower than ordinary income rates). Deferred share awards allow corporate to deflect a tax hit as well. Since staff and customers interests are aligned, such an approach does indeed seem winning / win. This would motivate staff across a couple of dimensions: first, they think and act long term. Second, they'd solve - not hide - problems.
96 Chapter 6: Self Reflection 6.1. Introduction Self reflection is very important to be success in any work. Self reflection is a process of personal beliefs, values, learning and experiences and implementation into the work. In the competitive world, it‟s a key to success and a tool to be standing alone and take some attention away into the direction. Through this self reflection we are able to judge ourselves. The report helped the researcher a lot in revealing skills through brain storming, reading, learning and in developing communication and time management skill. 6.2 Choosing and Formulation of Research Topic: The researcher selected the topic employee motivation and customer satisfaction in HSBC bank. Now-a-days employee motivation and customer satisfaction are very important for specially service organization. Motivated employee can ensure customer satisfaction. People are the most important element in modern organization and the success depends on how they react and work in a team. The research area covered both motivation and employee satisfaction and employee dissatisfaction. Researcher found out the motivational factor for employees satisfaction and dissatisfaction as well. This learning from the research will help a lot to work in any organization where employee motivation and customer satisfaction are the key issues. 6.3 Critically Reviewing the Literature: For any research this part is very crucial. To do research we must need to know what has been done in this particular field of study. By doing this research, the researcher has got the opportunity to come across contradictory books and journals interrelated to motivation, job satisfaction and dissatisfaction which helped him in to develop a detail concept in this field of study. Critically reviewing of literature has made the learning completely connected to employee fulfilment and motivation of employees. The researcher also learnt theories and which enabled
97 him to grasp the idea and prepare him for the job market and to become a manager. These conceptions have individual interest as they can be useful in work place particularly if any job is human interaction related. 6.4. Designing of the research method: The next step for any research is to design the methodology for the researcher and to develop the own researcher methodology. This research gave the opportunity to different research methodology such as deductive and inductive research approach. In this Research already selected deductive approach which is exactly goes with the research topic. As the research is directly related to the resolution of organizational issues. This research paper would be help to beneficiary in understanding the research strategies and methodology which will be very helpful to do further research. 6.5. Designing questionnaire After having the theoretical structure with questionnaire which based on literature review on the basic area under discussions are collecting data for further analysis to get findings and recommendation. Questionnaire design was really a challenging task, because of the questions needs to have relevant with the conceptual framework. On the other hand, the questionnaire must have been very short, clear and understandable. 6.6. Data analysis After collecting data, the most important work was to manipulate and analyze the data that data in a logical way. The data was critically analyzed and presented using the developed concepts from the literature review on the topic of job satisfaction and motivation of employees. This data analysis and presentation helped the researcher in summarizing the data in various ways. This technique will also be very useful to work in any workplace.
98 6.7. Writing a report Writing a report on very specific topic is a very common in the modern education system. Learning of writing a report is very essential for any business graduate because it has practical implication on the job. A report writing skill is an important function in developing his professional career. This report will help for researcher in improving his vocabulary and also helped developing the writing skill. As a advanced level study any proper report, which is include relevant information without conversation, meeting. This research will help to developing writes any specific research-based information that will applied to work as an institution or company level professionals. 6.8. Conclusion This report skill can be very helpful for the future any relevant project, it will be work in management field. In this way he learnt a unique technique to present ideas and to summarize it in a logical way. After completing this research he feels confident, skilled to work on any professional‟s field with more confidently he can exchange a few word as a bold. Masters of Business Administration (MBA) is a world rehabilitated professional degree which is related with knowledge of practical business practices. In several company MBA degrees become a pre-qualification to run the career. If any individual striving who wish to work successfully and want to fulfilment goal to career in business management or administrative position, the MBA programme is a top priority. For the drive of career the researcher enrolled MBA programme in 2009. The main goal was achieve knowledge and skills business sector to be a business leader vibrant business surroundings. Whenever researcher joined the programme, it was really revealed that MBA opened prospect of upgrading future business plan with difference professional skill, new people and new management network. First it was quite feel difficult because different teaching and learning model. Kolb‟s (1984) give explanations that, every individual people by a different nature and a exacting learning style; and it mentioned four learning successions which that applicable any learner. While his sophisticated experimental learning theory model (ELT), Kolb‟s explained
99 three stages of person progress, people anticipated that human susceptibility make your mind up and the four learning stages get better output go through their learning period. Practise of Kolb‟s (1984) model the researcher understand that, his learning approach mostly two axis of Kolb continuum which is showing (Appendix-8), it main learning approach is processing communication which behind the concept of how people approaching task. Active experimentation and Reflective observation (east-west axis of Kolb‟s continuum), this process after reading, learning what is get from learning room then try to make new something‟s by own self and Concrete experience and Abstract conceptualisation (north-south axis of Kolb‟s continuum), it is apply to knowledge obtain to coursework all the way through analysis of case study, examination from all work out. However, learning knowledge is not only reading and deliberation; it engages ability to apply what has been learnt in to memory. It is having the ability to apply all intelligence things whenever it becomes necessary. The researcher strongly believes that without learnt cognitively not possible to conduct this research. On the other hand researcher gained lots of knowledge from his Research Skill Analysis (RSA) which is vital point to successfully done this job. The researcher confidently believe that, completing this research he learnt lots of critical business concept which will be able to work any challenging position where is he can proof his youthful vibrancy and dynamic skills.
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108 Appendix Appendix 1: Questionnaire Designing: 1. Here are 10 Motivation factors. Please rank those factors from Number 1 to 10 according to your own view: (rank 1 the most motivated)  Interesting work  Good wages  Full appreciation of work done  Job security  Good working conditions  Promotions and growth in the organization  Feelings of being in on things  Personal loyalty to employees  Tactful discipline  Sympathetic help with personal problems 2. Here are 10 factors that may cause you for the dissatisfaction in the job. Please rank those factors from Number 1 to 10 according to your own view: (rank 1 the most dissatisfaction)  Lack of appreciation  Too much paperwork  Problems with supervisors  Poor pay and benefits  Lack of training  Lack of opportunity  Fairness  Problems with coworkers
109  Commute  Boring job 3. The factors that you think are the most effective actions HSBC can take to improve retention were: (Mark √ them any of you believe should be implemented in HSBC, if you think those are already exist in HSBC, then you can even mark only the last option)  Train managers better  Listen more  Try something new  Pay more  Select managers better  Set the example  Hire better people  Improve benefits  All exists
110 Appendix 2: 4. Do you think HSBC management: (mark √ the answer you think best fit for the management in HSBC ) a) Lead by example and be passionate and energetic about their organisation, their work, and their employees? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all b) Show trust and respect to their staff? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all c) Act as an advocate? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all d) Provide competitive and realistic salaries? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all e) Reward achievements? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all f) Provide opportunities for job enlargement and enrichment? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all g) Redesign jobs to expand opportunities for self-control, self-direction, challenge, and responsibility? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all h) Provide the resources and support necessary for employees to complete work to the levels required by the organisation? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all i) Plan for advancement opportunities for employees and support mentoring? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all j) Provide professional development opportunities? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all k) Promote and provide two-way feedback? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all
111 l) Encourage humour and creativity in the workplace? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all m) Address stress and burnout? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all n) Implement work/life balance initiatives? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all Appendix 3: 5. Do you think HSBC management: (mark √ the answer you think best fit for the management in HSBC ) a) I am happy with the timings of my shift in HSBC. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree b) I feel enthusiastic/ energized while working in HSBC. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree c) I am satisfied with the salary HSBC offered me. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree d) The amount of work I am expected to do on my job is reasonable. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree e) I understand the day-to-day goals/ tasks of my department. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree f) I am satisfied with the team spirit in my work environment. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree
112 g) I am satisfied with the morale of the staff with whom I work. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree h) I am satisfied with the professionalism of the staff with whom I work. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree i) I feel that the individual differences like gender, race and educational background are respected in HSBC a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree j) I feel pretty secure while working in HSBC (job security). a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree k) With this job I am able to maintain a reasonable balance between family life and work life. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree l) I am satisfied with the attitude of my direct supervisor. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree m) My supervisor listens and responds to the issues that are most important for me. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree n) My supervisor always helps me whenever I have problems with my job. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree o) I am satisfied with the reasonable recognition I receive for my contributions at work. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree
113 p) HSBC offers great flexibility (hours and working conditions). a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree q) I would recommend HSBC to others as a great place to work. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree r) I feel that HSBC cares about its staff. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree s) I enjoy working in HSBC on the whole a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree
114 Appendix 4: Do you think HSBC management: (mark √ the answer you think best fit for the management in HSBC ) 1. How much do you rate HSBC on the following attributes? Well below average Below Average Average Above Average Excellent Customer service Professionalism Quality of Products/Services Understanding customers' needs Sales staff Service charges
115 56 44 0 10 20 30 40 50 60 Male Female Percentage of Male and FemalePercentage 50 15 10 8 17 0 10 20 30 40 50 60 1 Strongly Agree Agree Not Sure Disagree Strongly Disagree Appendix 5: Measurement of Satisfaction: Male 56 Female 44 I am satisfied with the salary HSBC offered me. Strongly Agree Agree Not Sure Disagree Strongly Disagree 50 15 10 8 17
116 40 25 20 10 5 0 5 10 15 20 25 30 35 40 45 Strongly Agree Agree Not Sure Disagree Strongly Disagree Series1 I am happy with the timings of my shift in HSBC. Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 I feel enthusiastic/ energized while working in HSBC. Strongly Agree Agree Not Sure Disagree Strongly Disagree 35 15 15 22 13 35 15 15 22 13 0 5 10 15 20 25 30 35 40 Strongly Agree Agree Not Sure Disagree Strongly Disagree Series1
117 The amount of work I am expected to do on my job is reasonable. Strongly Agree Agree Not Sure Disagree Strongly Disagree 35 25 20 15 5 I understand the day-to-day goals/ tasks of my department. Strongly Agree Agree Not Sure Disagree Strongly Disagree 30 26 20 19 5 I am satisfied with the team spirit in my work environment. 35 25 20 15 5 0 5 10 15 20 25 30 35 40 Strongly Agree Agree Not Sure Disagree Strongly Disagree Series2 Series1 30 26 20 19 5 0 5 10 15 20 25 30 35 Strongly Agree Agree Not Sure Disagree Strongly Disagree Series1
118 Strongly Agree Agree Not Sure Disagree Strongly Disagree 50 25 10 10 5 I am satisfied with the morale of the staff with whom I work. Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 50 25 10 10 5 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Series1 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree Morale of staff
119 I feel that the individual differences like gender, race and educational background are respected in HSBC Strongly Agree Agree Not Sure Disagree Strongly Disagree 45 20 20 10 5 I feel pretty secure while working in HSBC (job security). Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 40 25 20 10 5 0 10 20 30 40 50 Strongly Agree Agree Not Sure Disagree Strongly Disagree Job Security in HSBC Series1 45 20 20 10 5 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree Morale of staff
120 With this job I am able to maintain a reasonable balance between family life and work life. Strongly Agree Agree Not Sure Disagree Strongly Disagree 26 25 24 15 10 I am satisfied with the attitude of my direct supervisor. Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 My supervisor always helps me whenever I have problems with my job. Strongly Agree Agree Not Sure Disagree Strongly Disagree 37 25 23 10 5 26 25 24 15 10 0 10 20 30 40 50 Strongly Agree Agree Not Sure Disagree Strongly Disagree Job Security in HSBC Series2 Series1 40 25 20 10 5 0 20 40 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Satisfied with direct superisor Series1
121 HSBC offers great flexibility (hours and working conditions). Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 I would recommend HSBC to others as a great place to work. Strongly Agree Agree Not Sure Disagree Strongly Disagree 33 23 20 12 12 37 25 23 10 5 0 10 20 30 40 Strongly Agree Agree Not Sure Disagree Strongly Disagree Supervisor always help Series1 0 10 20 30 40 50 Strongly Agree Agree Not Sure Disagree Strongly Disagree HSBC offers great flexibility Series1
122 20 27 25 15 13 Strongly Agree Agree Not Sure Disagree Strongly Disagree HSBC cares about the staffs Series1 I feel that HSBC cares about its staff. Strongly Agree Agree Not Sure Disagree Strongly Disagree 20 27 25 15 13 I enjoy working in HSBC on the whole Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 33 23 20 12 12 Strongly Agree Agree Not Sure Disagree Strongly Disagree HSBC is a great place to work Series1
123 20 10 30 15 20 25 10 20 5 10 3 1010 25 10 30 17 25 20 15 20 20 20 15 40 30 35 25 40 25 0 5 10 15 20 25 30 35 40 45 Customer satisfaction survey reslut Well below average Below Average Average Above Average Excellent Appendix 6: Customer Satisfaction: 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree I enjoy working in HSBC Well below average Below Average Average Above Average Excellent Total participants Customer service 20 10 10 20 40 100 Professionalism 10 20 25 15 30 100 Quality of Products/Services 30 5 10 20 35 100 Understanding customers' needs 15 10 30 20 25 100 Sales staff 20 3 17 20 40 100 Service charges 25 10 25 15 25 100
124 35 30 20 5 10 0 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 0 0 10 20 30 40 Very likely Somewhat likely Neutral Somewhat unlikely Very unlikely Will you recommend us? Series1 Series2 Series3 Series4 Series5 Series6 50 20 20 10 0 10 20 30 40 50 60 Highly satisfied Somewhat dissatisfied Neutral Highly dissatisfied Percentage Satisfactionleveel Overall satisfaction Very likely 35 Somewhat likely 30 Neutral 20 Somewhat unlikely 5 Very unlikely 10 Total Number of participants 100 Highly satisfied 50 Somewhat dissatisfied 20 Neutral 20 Highly dissatisfied 10
125 25 35 25 45 50 10 40 50 20 100 100 100 100 100 100 100 100 100 0 20 40 60 80 100 120 Appendix 7: The factors that you think are the most effective actions HSBC can take to improve retention: Number person suggested Total participants Train managers better 25 100 Listen more 35 100 Try something new 25 100 Pay more 45 100 Select managers better 50 100 Set the example 10 100 Hire better people 40 100 Improve benefits 50 100 All exists 20 100
126 10 15 10 5 10 20 5 15 3 7 0 5 10 15 20 25 Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Rank 7 Rank 8 Rank 9 Rank 10 Series1 Dissatisfaction Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Rank 7 Rank 8 Rank 9 Rank 10 Lack of appreciation 10 15 10 5 10 20 5 15 3 7 Too much paperwork 7 15 12 5 17 10 5 15 7 7 Problems with supervisors 5 8 10 15 10 20 8 15 5 4 Poor pay and benefits 10 15 10 5 10 20 5 15 3 7 Lack of training 13 23 10 5 11 16 5 6 4 7 Lack of opportunity 10 15 10 5 10 20 5 15 3 7 Fairness 10 15 10 5 10 20 5 15 3 7 Problems with coworkers 7 15 11 5 10 17 5 20 3 7 Commut e 9 12 16 5 10 18 5 15 3 7 Boring job 10 15 10 5 10 20 5 15 3 7 Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Rank 7 Rank 8 Rank 9 Rank 10 Lack of appreciation 10 15 10 5 10 20 5 15 3 7
127 50 15 10 8 17 20 27 25 15 13 Strongly Agree Agree Not Sure Disagree Strongly Disagree the relationship is 0.6906 Appendix 8: Relationship of employee with HSBC 1 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I am satisfied with the salary HSBC offered me. 50 15 10 8 17 0.6906 The amount of work I am expected to do on my job is reasonable. 35 25 20 15 5 2 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I am satisfied with the salary HSBC offered me. 50 15 10 8 17 (0.0096)I feel that HSBC cares about its staff 20 27 25 15 13 50 15 10 8 17 35 25 20 15 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree the relationship is 0.6906
128 50 15 10 8 17 33 23 20 12 12 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is 0.8245 50 15 10 8 17 33 23 20 12 12 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is 0.8245 3 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I am satisfied with the salary HSBC offered me. 50 15 10 8 17 0.8245 I would recommend HSBC to others as a great place to work 33 23 20 12 12 4 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I am satisfied with the salary HSBC offered me. 50 15 10 8 17 0.7873 HSBC offers great flexibility (hours and working conditions) 40 25 20 10 5
129 40 25 20 10 5 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is positive 5 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I enjoy working in HSBC on the whole 40 25 20 10 5 1.0000HSBC offers great flexibility (hours and working conditions) 40 25 20 10 5 6 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I enjoy working in HSBC on the whole 40 25 20 10 5 0.5703I feel that HSBC cares about its staff. 20 27 25 15 13 40 25 20 10 5 20 27 25 15 13 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is positive
130 40 25 20 10 12 33 23 20 12 5 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is 0.8245 40 25 20 10 5 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree relationship is strongly postive 7 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I enjoy working in HSBC on the whole 40 25 20 10 5 0.9915I would recommend HSBC to others as a great place to work 33 23 20 12 12 8 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I enjoy working in HSBC on the whole 40 25 20 10 5 1.0000I am satisfied with the attitude of my direct supervisor 40 25 20 10 5
131 40 25 20 10 5 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is positive 40 25 20 10 5 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is positive 9 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I enjoy working in HSBC on the whole 40 25 20 10 5 0.8864With this job I am able to maintain a reasonable balance between family life and work life. 26 25 24 15 10 10 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I enjoy working in HSBC on the whole 40 25 20 10 5 1.0000I feel pretty secure while working in HSBC (job security). 40 25 20 10 5
132 Appendix-9 Kolb’s Learning Styles
133 Appendix – 10 Gant Chart Activity J u l y A u g u s t S e p t e b e r O c t o b e r N o v e m b e r Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Meeting with Supervisor for finding selection Reading Literature Research for Developing Literature Review Drafting & Finding Objective Negotiating Access Drafting & Writing Literature Review Arrange meeting with supervisor to check literature review Considering Research Method Distribution of Questionnaire Collection of Questionnaire Feedback Replying to Questionnaire Conducting Data Analysis Recording Finding Drafting Chapters Send draft to Supervisor Wait for feedback from Supervisor Finalizing Study Proof Reading Final confirmation from Supervisor Printing and Binding Submission

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HSBC-Final-M Islam

  • 1.
    A CRITICAL EXAMINATIONON HOW MOTIVATION OF EMPLOYEES IMPACTS CUSTOMER SERVICE PROVISION: A CASE STUDY OF HSBC BANK. Master of Business Administration MUHAMMAD AHASANUL ISLAM Masters of Business Administration Liverpool John Moores University MBA 2010
  • 2.
    A CRITICAL EXAMINATIONON HOW MOTIVATION OF EMPLOYEES IMPACTS CUSTOMER SERVICE PROVISION: A CASE STUDY OF HSBC BANK. A Dissertation Submitted to the Liverpool John Moores University in Partial Fulfilment of the Requirements for the Degree of Masters of Business Administration. by MUHAMMAD AHASANUL ISLAM Supervisor by: Paul Booth Masters of Business Administration Liverpool John Moores University MBA 2010
  • 3.
    Declaration I declare thatno part of work in this dissertation has been submitted in support of an application for another degree or qualification of this or any other university or other institute of learning. Furthermore, all above the work in this dissertation is completely my own works, except referenced in the book as a precise source and included in the bibliography. Name of Candidate: Muhammad Ahasanul Islam Signature: ____________________ Date: III
  • 4.
    Acknowledgements My special gratefulnessand thanks to my supervisor Mr. Paul Booth who allowed me to work under his guidance on this challenging project. His vital guidance, support and excellent co- operation helped me a lot to complete the project successfully. Lastly, I would like to give thanks my nearest friend Abdulllah Al Emran who is working at Dhaka Bank, Bangladesh. He helped me to provide some Bank information during my study period was really important to me. Thanks Muhammad Ahasanul Islam IV
  • 5.
    Abstract This report isstand on the factor which is can help to motivation of employee‟s impacts to satisfy customers through value of norm that will reflect global image of HSBC as a world premier bank. This research will be very important for an organization like HSBC whenever HSBC hires new people; it has to spend money and time in recruiting and then training those new employees. So, retention of employees is much more important than hiring new employees. For this reason HSBC need to know which factors motivate the employees and which factors cause the employee dissatisfaction. In this research would be help HSBC to identify with the behaviour of internal management and the factors which is positive effect for their job satisfaction and dissatisfaction. Also the research will find out the reason of motivation the employees and ultimately lead to job satisfaction which is very important for the efficiency, effectiveness and customer satisfaction. As a result HSBC can be Maximize their well reputation, profit volume from growing customers and it will be able to increase company performances. This report concludes some reasonable recommendations that could be making stronger employee‟s team and effectiveness customers‟ satisfaction and improve standard position of HSBC. In this report will proving customer services are the largely challenging activity contained by any company. This report represents what are the insides, how satisfaction employee of HSBC and how strong communication in HSBC. If this companies all employee doing better customer service then it will be great benefit as long as a best world premier bank. This report evaluate when HSBC employee getting motivation and job satisfaction then organization would be get a better output. The report explores the relationship with employee motivation and better customer service provisions and here is conclude few recommendations which will help to improve future business of HSBC. V
  • 6.
    Table of Contents GuideNo. Paper Contents Page No. Declaration III Acknowledgements IV Abstract V 1 Chapter One: Introduction 1 1.1 Introduction 1 1.2 Organization Background 2 1.2.1 HSBC Group 2 1.2.2 HSBC Group‟s Vision 2 1.2.3 Organization‟s History & Background 2 1.2.4 Group Structure 3 1.2.5 Business Lines of HSBC Group 5 1.3 Importance of Research 7 1.4 Research Purpose or Objective 8 2 Chapter Two: Literature Review 11 2.1 Introduction 11 2.2 Motivation 11 2.3 Types of motivation 12 2.4 Motivation Theories 13 2.5 Content Theory 15 2.5.1 Maslow‟s Hierarchy of needs theory 15 1 Physiological needs 15 2 Safety and Security needs 16 3 Love and belonging 17 4 Esteem 17 5 Self-actualization 17 2.5.2 Herzberg‟s (1959) Hygiene/ Motivation theory 18 2.6 Process theory 19 2.7 Customer Expectation 20
  • 7.
    Guide No. PaperContents Page No. 2.8 Customer Satisfaction 21 2.9 Gender and Motivation 22 2.10 Job Satisfaction 22 2.11 Customer Service Standards 24 2.12 The Kano Model 24 2.13 Grönroos' Perceived Service Quality model 25 2.14 QFD Model 26 2.15 The GAP Model or SERVQUAL Model 28 3 Chapter Three: Research Methodology 35 3.1 Introduction 35 3.2 Research Philosophy 37 3.3 Research approach 37 3.3.1 Inductive Approach 37 3.3.2 Deductive Approach 37 3.3.2.1 Stages to Progress Deductive Research 38 3.4 Research strategy 39 3.4.1 Experiment 39 3.4.2 Case Study 39 3.4.3 Grounded Theory 39 3.4.4 Ethnography 39 3.4.5 Archival Research 40 3.4.6 Survey 40 3.4.7 Action Research 40 3.5 Research Methods 41 3.5.1 Data Collection Methods 41 3.5.2 Questionnaire Design 41 3.5.3 Type of Questions 41
  • 8.
    Guide No. PaperContents Page No. 3.5.4 Question Styles 42 3.6 Questionnaire Designing 42 3.7 Sampling 44 3.8 Research Credibility 45 3.9 Summary 45 4 Chapter Four: Data Findings & Data Analysis 47 4.1 Introduction 47 4.2 Explanation 47 4.3 Correlation Analysis 76 4.4 Research Objectives 85 5 Chapter Five: Conclusions and Recommendations 89 5.1 Introduction 89 5.2 Analysis of Findings 89 5.3 Recommendation on the basis of findings 91 5.4 Limitation of Research 94 5.5 Suggestions for future Studies 94 6 Chapter Six: Self Reflections 96 6.1 Introduction 96 6.2 Choosing and Formulation of Research Topic 96 6.3 Critically Reviewing the Literature 96 6.4 Designing the method of Research 97 6.5 Designing questionnaire 97 6.6 Data analysis 97 6.7 Writing a report 98 6.8 Conclusion 98 References 100-104 Bibliography 105-107 Appendix 108-133
  • 9.
    1 Chapter One: Introduction 1.1Introduction Now days, the organizations are becoming more concern on employee satisfaction and other HR related issues. Employee satisfaction directly contributes to customer satisfaction and service quality. Satisfaction of employee depends on the motivation. As a result, for any organizations are very important to make good relationship between motivation and job satisfaction. Organization‟s internal management service good depend on how satisfied they are with job if he or she is motivated to work. According to the grapevine it is clearing that if expand in job satisfaction then performance range will be automatically increase. The typical give and take relationship exists between employees and employers. The main responsibility of an employee to offer dexterity and endeavour to the employers in exchange of this it is the duty of employers to provide a salary or a wage to the employees. Trust and the employment correlation play a very essential responsibility in creating a successful business. In recent years the financial disaster creates very complex and contest in the business sector. Simply excellence customer service provision can be of assistance to preserve the accessible customers as well as create a centre of attention the prospective customers and able to make the significant difference and achieve a remarkable improvement in the business indeed. A Important of customer service declare that any company to make a income and revenue. We can understand the importance of the customers from the comments of. Sir Terry Leahy- chief Executive of Tesco Plc, said, “We follow the customer, and if they change... we change”. With the view in this mind and dynamism of the three factors that ultimately affect the overall organizational development, customer satisfaction, Motivation and Employee satisfaction, I have tried to develop a relationship among those. In this paper, will identify different factors that affect those three factors and how those factors can affect the ultimate organizational performance as a whole.
  • 10.
    2 1.2 Organization Background 1.2.1.HSBC Group The name of HSBC (Hong Kong and Shanghai Banking Corporation), the financial magazine Forbes reported that, HSBC is the 8th largest company world‟s banking and financial services group. HSBC has a huge operational service in Asia and also significantly investment bank, lending, insurance and corporate finance provider activities all around the world. HSBC has a global achieve and financial fundamentals harmonized by few other banking and financial multinationals. As a group of company has a major significant existence in each of the world's major financial markets, with Americas, Asia Pacific and Europe around one third of the business. There are 8,000 offices in 88 countries all over the world. Also they have 210,000 shareholders, 300,000 staff and 128 million customers worldwide. At the present HSBC has largely worldwide well reputation between the world‟s multinational banking giants and financial massive network as world local bank. 1.2.2. HSBC Group’s Vision: As a group of company their vision and mission “we aim to satisfy our customers with high quality service that reflects our global image as the premier international bank.” The group visions itself to be the organization in the pole positions in all the business sectors it operates in with the help of its excellent employees and associates. Always they are trying to give best facilities and exceptional customer service for the people. 1.2.3. Organization’s History & Background HSBC was established in 1865 as a finance provider. At first HSBC grown finance trade between Europe, India and China. HSBC founder Thomas Sutherland was first encouraged behind the founding of this bank. Sutherland, as an origin of Scot man, he was worked the Hong Kong Superintendent of the Peninsular and it was Oriental Steam Navigation Company. He realized that there was a significantly demandable market as local banking facilities in Hong Kong and by the side of the China coast. He then assisted to establish the bank of HSBC
  • 11.
    3 in March 1865.After establishment a new branch was opened in Shanghai. All through this bank recognized a financial network agency and mainly this bank branches based on China and Asia. Also they business Japan, Europe and America as well. A lot of branches this bank was the lead the way of contemporary banking practices. At the beginning finance trade was a well- built element for the bank business, exchange and trade banking as well running as a significant part. Furthermore, the bank concerned financial transaction in many countries the same times. For the period of Second World War a many of branches was pressurised to close down and that reason of HSBC head office was moved to London. Convertibly later this bank engaged a key role with modernization of the Hong Kong economy environment and again stated to spread the geological way of the bank. However, the bank again committed to rebuild and expand largely to geographically expand through the market in world wide. Now HSBC progressing and striving positive way to financial market to grow world economy. At the present, this bank one of the world largest data communication networks and booming Business Company. HSBC speedily changed their own businesses as a e-commerce competences include with internet banking facilities. . 1.2.4. Group Structure HSBC is a public limited company and its head group head quarter is London, UK. This group of company mainly doing the business in five regions: Europe, Hong Kong, Asia including the Middle East and Africa as well America. HSBC group provide a wide-range of financial services; personal loan, corporate business, and investment banking. Additionally they are promoting differentiate brand technique describing the unique characteristics which is trade mark of HSBC, as a world local bank. References of HSBC group reports are doing the business largely to keeping their own brand image. For the successfully amount produced Customer satisfaction and facilities are owned by HSBC Holdings plc. Their whole network and operation are as below:
  • 12.
    4 Subsidiary Primary Areaof Operation The Hong Kong and Shanghai Banking Corporation Limited Hong Kong SAR, with an extensive network throughout Asia- Pacific. Hang Seng Bank Limited Hong Kong SAR HSBC Bank plc United Kingdom HSBC France France Household International, Inc. USA HSBC Bank USA N.A. New York State in the USA HSBC Bank Brazil S.A-Banco Mutiplo Brazil HSBC Private Banking Holdings (Suisse) S.A. Switzerland, Hong Kong SAR, Monaco, Luxembourg, United Kingdom, Singapore and the Channel Islands. Grupo Financiero HSBC, S.A. de C.V. Mexico
  • 13.
    5 1.2.5. Business Linesof HSBC Group Personal Financial Services HSBC providing a full range of private and corporate financial service, which is including Personal loan, credit cards, current account, savings account, insurance and mortgages. In result of 2003, residential mortgage raised 15% it‟s excluding Household. At the same time personal lending greater than before 20%. HSBC worldwide issued credit card 20% up. Insurance and cash deposit grown a record level. This company has 10 billion pound current account balances in UK which is large quantity as a largest bank. Consumer Finance In the causes of, at present HSBC is a largest amount provider of customer finance and most popular bank as a credit card provider in USA. They have a huge amount corporate finance for the industrial consumer which is major facilities available for setup of new industry. In an emerging market HSBC providing huge amount in the real estate project and home loan service as well.
  • 14.
    6 Corporate, Investment Banking and Markets HSBS groupof company doing four major businesses which are making their business more largely- HSBC corporate banks one ofthe largest banking in the world. They have a service 24 hours business information about all over local banking..HSBCdoingonlineandofflinebusiness morethan60countriesalloverthe world.. In the economical crisis global market largely competitive capital gains which is for the most part debt insurance, structured product and foreign exchange. HSBC doing to successfully all economical challenges and reconstructing corporate investing and landmark deal.
  • 15.
    7 Private Banking Private Bankingservices of deposit and loan which a large amount more than over traditional banking. They have very positive approach to keep your view of wealth. HSBC group as a well reputed company, they have world class financial serves for their individual customers and corporate. They have excellent private banking in there all regions. As a world local bank, they have a great ability to identify customer goals and requirements and HSBC can build up an individual decision to make a better opportunities for customers. HSBC wealth can make a modern lifestyle situation when any customer buys a new house or a new car. HSBC customer advisors offering for all facilities and prospect opportunities. 1.3 Importance of Research The global local bank, HSBC, does have the necessity of research. Whenever HSBC hires new people, it has to spend money and time in recruiting and then training those new employees. So, retention of employees is much more important than hiring new employees. For this reason HSBC need to know which factors motivate the employees and which factors cause the employee dissatisfaction. As a result, important is that recruiting right people however very essential to keep all the people proper motivated and contented in the working environment with their job. This research paper will assist for HSBC to identify with the behaviour of its employees and the reasons of the employee satisfaction and dissatisfaction. On the other hand the research will make out the reason how motivating the employees and ultimately lead to job satisfaction which is really significant for the efficiency, effectiveness and satisfaction of customer. HSBC is a service oriented organization. The research findings and recommendation also can be used for other Banks and financial institutions or even service industries as a whole.
  • 16.
    8 The global localbank, HSBC, does have the necessity of research. Whenever HSBC hires new people, it has to spend money and time in recruiting and then training those new employees. So, retention of employees is much more important than hiring new employees. For this reason HSBC need to know which factors motivate the employees and which factors cause the employee dissatisfaction. As a result, important is that recruiting right people but very important to other concept that, strongly continue those right people motivated and contented in the working environment with their job. This HSBC research strength of character understands the behaviour of its employees and the reasons of the job satisfaction and dissatisfaction. On the other hand the research will classify the factors that motivate the employees and ultimately lead to job satisfaction which is very important for the efficiency, effectiveness and customer satisfaction. 1.4 Research Purpose or Objective The research objective and reason is designed to find out motivation is in actuality an essential element to convey satisfaction for the employees. Moreover, it will direct to assist the employees of HSBC to clearly understand the behaviour and to get the best out of their works. The most important of this research is to analyse the current situation of the employees of HSBC; are they really motivated and satisfied with work and how can improve more in the customer service of HSBC, if they are not motivated, identify the main issue which is responsible for job dissatisfaction. The other objective of the research is to cortically review the literature of motivation, job satisfaction and other related topics. A further objective is analysing the existing employee satisfaction and customer management in HSBC. The main research question is: “Are motivated employees can satisfy the customer most”? Following the adobe mentioned the researcher concluded the below those questions which relevant objectives that is could do with proper answer and main finding source in this research. i. To identify the factors that lead to job satisfaction & dissatisfaction in HSBC ii. To analyse the existing employee satisfaction and customer management in HSBC iii. To examine the relationship between motivation and job satisfaction in HSBC
  • 17.
    9 iv. To evaluatethe relationship between job satisfaction and customer relationship in HSBC v. To investigate the relationship between motivation, job satisfaction and customer relationship in HSBC i)To identify the factors that lead to job satisfaction in HSBC: The researcher will identify that the growth of organization is the key motivating factor in HSBC, strongly positive reception of work done and Job security, individual loyalty facilities to employees, feelings of being in on things, better salary, interesting work, best working environments, more understanding with personal problem, thoughtful regulation are the most attractive element for dissatisfaction in the rank. When will get HSBC employees all those facilities it will be satisfaction or dissatisfaction. ii. To analyse the existing employee satisfaction and customer management in HSBC: The researcher will analyse relationship between the overall satisfaction and motivational factor of the employees; Researcher will find out that all the relationship is very strong. The significant positive relationship among the different variables indicates that they are correlated to each other. On the other hand employees have very positive belief and attitude in different questions in the survey which indicates that employees are satisfied in HSBC. This can be also analysed in this way is that as the satisfied employees make the customers satisfied, survey report also indicates that. iii) To examine the relationship between motivation and job satisfaction in HSBC: The researcher going to examine the relationship from the simple correlations model and identified some key variable from the relationship of motivation and job satisfaction. It means that the employee feeling about their job salary and the amount of work is equitable in HSBC. The insignificant relationship between the two variables indicates that both two factor i.e. salary and care are important and a good motivating factor. If HSBC cares a lot then even the lower salary can be a good motivating factor and vice versa.
  • 18.
    10 There is ahighly positive relationship between the salary and recommendation. In HSBC employees believe that they are getting good salary for their effort and for this reason they are going to recommend the others to join in HSBC. iv. To evaluate the relationship between job satisfaction and customer correlation in HSBC: The researcher will be able to evaluate that the relationship between job satisfaction and correlation. Customers have very high expectation about the customer satisfaction in HSBC and. The employee satisfaction leads the customer satisfaction. v. To investigate the relationship between motivation, job satisfaction and customer correlation in HSBC The researcher will investigates that, the relationship between the attitude of immediate supervisor and the overall satisfaction is perfectly positive. That means the positive attitude of immediate supervisor and the employee satisfaction is very closely related.
  • 19.
    11 Chapter Two: LiteratureReview 2.1 Introduction: Customer satisfaction initiatives which is developed by the by the Centre for the Study of Social Policy (2007). This is to affect the life style of population and to improve the quality of services for human being. Developing customer service initiative is because of:  To Improve the sensitivity and efficiency of service providers in intended field  To link usual customer service opinion to quality service development plans  To empower the customer, workers and agencies to serve them as a whole. and  To promote a consumer society those are well informed about the situation and future and can take necessary steps. This literature review will discover some important theories of motivation and customer service as well to link my research topic. Before going to investigate different theories, we will go through the definition of Motivation. 2.2 Motivation: The word “Motivation” comes from the Latin word "movere", which has meaning like “to move”. Motivation is always comes from internally and intrinsically. It is as an inner constrain that instigates actions and gives a direction. The theory of motivation often discusses the issues like: Why human behaviour gets direction to a certain direction How that behaviour is defined and how that behaviour can be affected with certain actions and activities. Moreover, the theory of motivation takes place as an important are to be studied as an organizational behaviour.
  • 20.
    12 The motivation theoryand concepts have been researched but it is matter of fact that the theory of Motivation is still fully comprehend and accurate to be practiced. More often it is found that the traditional theory of money is still prevalent and practiced. Overall the authors identified motivation as the fundamental cause of changing and existing behaviour. At this time competitive world, everything changing faster, growing and changing workplaces, modern organizations require fully motivated employees. Employee motivation increases better productivity and delivers better services. So, Managers must consider motivation as an important and the most important factors to ensure smooth operation, more productivity, better workplace as well as organizational profit s a whole. The management is all about managing organizational resources. As the most important resources of an organization, people is a crucial subject matter to manage and utilize efficiently as people is to core element by which manager can get things done. If managers want to get things done by others, it is very much important to motivate them and to maintain an environment where people will automatically do their work. Though from the very beginning, motivation is being researched as a special branch of organizational behaviour, it is nor even practiced efficiently or comprehends clearly. If manager wants to understand motivation, he must need to know human behaviour, attitude and nature. Managers can become leaders if they can understand the people and can motivate them in the direction to get things done. 2.3 Types of motivation: There are two types of Motivation. They are: intrinsic motivation and extrinsic motivation. Intrinsic motivation directly target self actualization factors and belongingness need in the Maslow‟s need theory. To be clear more, intrinsic motivation comes from the interior behaviour, preferences, likings and personal feelings as a whole. Opposite of the intrinsic motivation, extrinsic motivation leads toward meeting esteem needs. The table below shows the two types of motivation which is presented by Deci and Ryan (1987). To be more clear, intrinsic motivation is when you yourself want to do something that means self motivated, Unlike this extrinsic motivation if other person influence you to do certain work or activities, then this is call extrinsic motivation.
  • 21.
    13 Intrinsic Motivation ExtrinsicMotivation That behaviour is related to intrinsic and self directory factors such as self motivation, influence, interest and satisfaction. Behaviour motivated by external factors. For example, reward and punishment. You are motivated to read something because you feel interest. If you are motivated to finish reading only to meet a deadline You are doing your work because you find the task stimulating and enjoyable. You need the money and you are working for that only. Challenging jobs because you want the challenge. You are certain that you will be fired for this reason, this is challenging. Study to improve yourself. You are studying because you need a highly paid job. You are motivated because you love challenge and this challenging job challenges you. Increasing payment can motivate people in difficult job. Table 2.1: Different aspects of Motivation: Intrinsic and extrinsic There are another two types of motivation i.e. positive motivation and Negative motivation. When managers try to motivate employees are tried to be motivated by giving something for the accomplishment of specific goals, this is called positive motivation such as demotion, withholding pay, or denigration. Negative motivation on the other hand, employees avoid something such as demotion, withholding pay, or denigration. There are other types of motivations: achievement Motivation, Affiliation Motivation, Competence Motivation, Attitude Motivation, Fear Motivation. 2.4. Motivation Theories Motivation theory inspects the process of motivation by explaining individuals‟ behaviour at work and also exams the way an individual put his/her efforts and the path he/she takes. It
  • 22.
    14 portrays how organizationsrespond to support an employee to apply his/her efforts and skills in a way that will let an organization to achieve its goals along with gratifying his/her want. For the place of work, in the mid 20th century, motivation theory came in to existence. The fundamental notion at the back motivation theory is to search for the ways making the workers happy. This could not be so difficult in case manager would have been able to ascertain some factors that can truly represent the workers/employee‟s “hearts and minds” and would have been able to achieve company‟s goals by dint of this. In modern information era, it is even not impossible to follow employee‟s personal matter, preferences, activities and other personal staffs by tracking him/her by GPS and formulate motivating strategy that can be very much personalised and different for different people. Motivation also theory can be classified in this way: content theory and process theory. The theory of motivation covers the science of modern management such as working in team, changes of management behaviour, job preferences, leadership management and decision making and so on. Many theories have been initiated which explains the way of achieving organizational, personal and social goal by individuals. Other theories also have been developed to describe those achievements in different aspects. In a work environment motivation is considered as a crucial factor for employee productivity, satisfaction, performance, retention and so on. As the most important resources of an organization, people is a crucial subject matter to manage and utilize efficiently as people is to core element by which manager can get things done. If managers want to get things done by others, it is very much important to motivate them and to maintain an environment where people will automatically do their work. Though from the very beginning, motivation is being researched as a special branch of organizational behaviour, it is nor even practiced efficiently or comprehends clearly. If manager wants to understand motivation, he must need to know human behaviour, attitude and nature. Managers can become leaders if they can understand the people and can motivate them in the direction to get things done.
  • 23.
    15 2.5 Content Theory: Thecontent theory is also known as need based theory. This theory manly describes the internal issues that shape human behaviour. There are some contents theories like Herzeberg's two factors theory, ERG theory, Maslow‟s need theory and McClelland's three-need theory. 2.5.1 Maslow’s Hierarchy of needs theory Maslow‟s need theory presents the hierarchy of human needs and classified the human needs in five steps: i. Physiological needs ii. Safety needs iii. Love/belonging needs iv. Esteem needs v. Self actualization needs Human needs always follow the hierarchy and always seek to improve the life style by moving from bottom to top of the need pyramid. Organization can this opportunity and can truly identify the exact stage of employee needs and can motivate him/her accordingly. If we look into the need hierarchy more closely we can be able to find out that Maslow classifies the needs into two ways. Some needs are basic needs to live the life and others are related to social needs. 1. Physiological needs Human body needs certain things to be live in the world. Physiological needs are those basic needs that make able human bodies to be alive. We know those fundamental needs are food, clothing and shelter. Without those elements human body cannot function. So, physiological needs include:  Food  Clothing  Breathing
  • 24.
    16  Shelter  Sex Food,air, water are basics for not only human beings but also for all other animals. On the other hand, human beings are civilised and need shelter and cloths for living life. Another important physiological need is need for sex. This is also a basic need for human being. 2. Safety and Security needs After satisfying the physiological needs, safety needs take priority and the individual‟s are described with this dominant behaviour. If we consider this need in any organization, those are security of their job, savings, insurance policy and so on. This type of needs basically includes: individual security, financial protection, healthiness and well-being. Figure 2.1: Maslow’s Hierarchy of needs theory
  • 25.
    17 3. Love andbelonging: In the Maslow‟s hierarchy needs the next need is social and love needs. This is the need of social involvement and belongingness. In this case, emotional relationship is related such as: friendship, family relationship and community etc. As a human being, we always try to feel belongingness and acceptance which often comes from social group of relationships. Those groups includes clubs, community, society, office environment, religious groups, sports teams, gangs, or even any small social connections. If we don‟t have this involvement, we feel lonely, social anxiety, depression, and worries and like this. 4. Esteem Human beings are often expected to be valued and the ideas to be accepted by the others. They need recognition, and they want to contribute so that they can be valued and accepted. If any one does not able to get this, he will feel low self esteem or inferiority complex. If they have lower self esteem, these people cannot improve their view from themselves and will not be able to improve in life. So, it is obvious that, people always this kind of needs. Maslow categorises those needs as two versions. Some needs of those types are higher one and some are lower one. The lower self esteem needs are for the respect of others, the need for status, recognition, fame, prestige, and attention. There is the same technique, self-respect need, need strength, freedom and independence. 5. Self-actualization In the hierarchy pyramid, Maslow placed self actualization, as high level need in the need theory. Whatever a human being wants to be, he will be. This is self actualization, self fulfilment. Individual always try to challenge his/her capability and achieve the best by giving the effort up to the level he/she can give. This desire becomes more intensive every time he/she achieves anything and become what he can be and up to his capability. Those needs are just not like other basic needs. In the hierarchy of needs, Maslow also separated the quest of knowledge and those are sharply separated. Maslow‟s need theory is the basic for any motivation theory. This theory is often discussed, being researched further.
  • 26.
    18 2.5.2 Two FactorsTheory of Herzberg’s (Hygiene/ Motivation): Herzberg classified the factors of motivation as Hygiene/ Motivation theory which is known as two factor theory. This theory is developed after interviewing 200 accountants and engineers. After analysing the needs, Herzberg classified the needs in two ways: Supervision, interpersonal relations, working conditions and Salary are the hygiene factors. Thos factors are the factors responsible for job dissatisfaction. In absence of those factors, employees are de motivated. On the other hand, fulfilment of these factors is not meaning that employees will be satisfied. On the other hand, Herzberg identifies the other factors those are responsible for motivation: recognition, work, responsibility and advancement. If organization can ensure those factors, employees will be motivated. Figure: 2.2: Herzberg‟s (1959) two factors theory adopted from: http://tan-moneyonline.com/2008/03/06/
  • 27.
    19 2.6 Process theory: Thistheories of motivation influence on process that affect motivation. There are some process theory that are mentionable are Expectancy Theory of Vroom, equity theory, goal setting theory and reinforcement theory. There are some key concepts in expectancy theory. In Goal setting theory, it is found that, individuals feel motivated to act in a set goal. This theory requires that the goal should be very specific. From reinforcement theory we know that, we can manipulate the consequences to control behaviour. Process theory is also called cognitive theory; Process theory is concentrated on the perception. The theory identifies how employees typically interpret and identifies the work environment. Expectancy theory is suggested by Victor Vroom in 1964. This theory describes the outcomes that an individual can want. After identifying the outcome, individual try to achieve this. This theory also mentions that human being expectancy of product is a part of motivation. A particular effort towards goal will direct to the expected performance. This is basically described by the expectancy theory. On the other hand, the instrumentality the desired performance to achieve a certain goal is known as valence. Figure 2.3: Victor Vroom Theory
  • 28.
    20 Vroom described thetheory does focuses outcomes rather than on needs. The expectations of certain behaviour may depend on past understanding and knowledge. But employees are often like to change their jobs; organizations can change the salary systems, or working conditions. For this reason, managers cannot predict the outcome. He added further that motivation is unlikely if there is no connection exists between performance and outcomes. The formula to measure the strength of energy: Motivation = Valance * Expectancy That means motivation is the product of valance and expectancy. The equation mentioned above, is sometimes used to specify and calculate employment preference, job satisfaction, the probability of continuing a work, and the effort an individual might boost in his/her job. This theory is considered for more study and serving to understand the motivation, calculation and complexity. In addition to this, the theory assists managers to reflect the behaviour according to different outcomes. This theory also provides the basis of finding the correlation between organizational and individual goal. The theory also provides some implication and accomplishment of managers in case of training and job designing. 2.7 Customer Expectation It is a feeling or thinking of potential customers about the product what the customer wants or needs. Basically it is a set idea on product or service by the customer are influenced by the perception of customers along with awareness of competitors, previous experience, advertising, and hearsay including brand image play a major role to create the customer perception on the product or service. Hutchins (1992) points out that customers are not sure about the feasibility both technically and organizationally. In competitive market place it is necessary to raise expectations through quality goods and services than the competitors.
  • 29.
    21 2.8 Customer Satisfaction: Organizationsnow-a-days becoming increasingly interested to measure customer satisfaction. It is measurable for both goods and services. This measurement of satisfaction is very personal and customer expectation affects this. Customer satisfaction may vary on the basis of the products and services and situations. There are so many factors that can contribute to the customer satisfaction,. Sometimes, customer satisfaction can be obtained by a sales person, product attributes, store location and decoration, packaging and so on. The measurement of satisfaction is always relative. For his reason the measurement of satisfaction is vague. Rather than measuring specific customer satisfaction, organization sometimes concentrates on total experiences with the organization. In the private organization, like HSBC, the customer satisfaction always refers to the service delivery promptness, efficiency, service quality. On the other hand, In the government sector, the interaction is important between the service providers and service takers. According to Benjamin Schneider and David Bowen “service organizations must meet three key customer needs to deliver service excellence:” security, esteem, and justice. From various research it is identified that there are some service quality factors like are appropriateness and handiness, personal attention, dependability and reliability, employee capability and professionalism, compassion, receptiveness, promise, ease of use, and tangibles such as physical facilities and equipment and the appearance of the personnel. Those qualities are applicable no matter whether the organization is private or public. Giving services on time is considered as a strong determinant of quality across different types of public and private services. In public services, fairness and outcomes are also important. Organizations keep an eye on satisfaction of customer so that it can be able to calculate increment of their customer loyalty, customer base, revenue, profits, market share and survival. Though maximizing profit is the primary key factor, often organizations try to achieve long term business objectives. Organizations always make an effort so that their customers are happy
  • 30.
    22 2.9 Gender andMotivation: From the study, we have got that, in HSBC the gender is almost balance. So there is no physiological and psychological differences that can be influenced by gender issue. But in case of variation in the gender there are some variations in characteristics and attitude and behaviour. Typically work effort and preferences of men and women are different in work environment. Though educational level and occupations status have been changed over the time, but certain issues are even exists in the gender. Usually in all environments it has been researched that women speak to each other about appearance, people and relationships. On the other hand, men always talk about money and work preferences. So from the various research and analysis, it is proved that motivation factors and way of motivation can be different in terms of male and female. We can be mentioned here the assessment of Maccoby and Jacklin‟s in 1974 assessment. There were studied the sex role differences among 1400 people which derived that motivation, intelligence and achievement and. Organizational commitment can be used in relation to theories of motivation and job satisfaction. On the other hand there is a significant relationship among job satisfaction, organizational climate and job involvement. It is very crucial to manage motivational factors in men and women. Many researchers have been done related to this topic i.e. motivation of men and women but no significant relationship is found. This topic is very critical but plays a very important role in work environment. In other way this can lead to organizational success. 2.10 Job Satisfaction Researchers have been engaged in many years finding the relationship between motivation in the workplace and job satisfaction. After having a research among engineers and accountants, Herzberg (1966) found some factors that contribute to job satisfaction and dissatisfaction. The factors are: “ i. recognition ii. Achievement, iii. The nature of the work itself, iv. Advancement, v. Responsibility, vi. Company policy and administration, vii. Salary, viii. Supervision, ix. Interpersonal relationships, x. working conditions.
  • 31.
    23 The study ofHerzberg also indicates that the factors from one to five cause job satisfaction and the last five of them identified the factors affecting job dissatisfaction. According to Herzberg‟s theory, the job satisfaction in the theory is considered self actualization needs on the other hand, physical and social deprivation are related to the job dissatisfaction. Herzberg‟s theory is only true in case of job dissatisfaction. On the other hand the job satisfaction is more likely to be getting more and more. Later on, Herzberg supported this acceleration principle. If an employee receives a salary £ 500 in a month and an increase of £ 150 after that month, then receive less than £150 in the next year. The increase in the next month is clearly the less than the other month. For this reason the employee would not be happy with the company‟s decision and this will lead to dissatisfaction. According to (Smith, 1994) Performance is measured as a function of job performance and motivation. So, Job performance = F (ability) X (motivation). So form this equation, it is clearly realize that motivation is important factor to increase performance improvement. Motivation is a great factor to satisfy employee and make them happy in the work. But it is not possible for the manager to bind them to do work. Motivation can only make them to be interested in the work. If anyone really does not want to work, then it is not possible to make him to work. They will work when they will feel they should work. If we want to improve performance, then we must need to improve either motivation or ability. To increase ability of employees are difficult process. This improvement of ability often depends on various factors that are associated long term practice. Ability improvement depends on education background, knowledge, values, attitude and many other social and environmental factors. Unlike ability motivation can be improved rapidly. Job satisfaction is the "individual's attitude toward his work." If the employees feel motivated to work they can be considered satisfied and job satisfaction is determined if the individual
  • 32.
    24 expectations are met.For further clarification, if an individual expects up to certain level of salary, good work environment and other benefits, that individual will be satisfied if he gets the all. Those expectations from certain job come from the values of the employee. Job satisfaction is very much important particularly in service industries. This is because satisfied employees only can satisfy the customers. In service industry, customer satisfaction is a must. Employees are motivated only when they are satisfied in the job. Job satisfaction considers the different facets of tasks, roles, responsibilities and outcomes. 2.11 Different Model of Customer Service Quality: There are different models of service quality. There are some models that have been described here for critical literature review: 2.12 The Kano Model: Kano model classifies satisfaction of customer product attributes based on observation of customers. This model useful for instruction to design to indicate it is good enough or not. Figure 2.4: The Kano Model adapted from: http://www.betterproductdesign.net/tools/definition/kano.html
  • 33.
    25 There are threecategories product attributes which are according to Keno Model: i. Threshold, ii. Performance, iii. Excitement. Threshold Attributes: This kind of attributes are very demandable aspect or invention and do not have any prospect for the product segregation. This type of attributes affording deteriorating returns satisfaction of customer. On the other hand any deficiency and deprive performance come out dissatisfaction in this attributes. Performance attributes: This attributes are more generally well gain, it will improve satisfaction of employee. On the contrary, irregular or poor performance attributes are decreases customer satisfactions. This attributes in a straight line related to satisfaction of customer. Performance attributes can be increase quality of product, all that positive functionality will be positive result customer satisfaction. Excitement Attributes: Excitement attributes are often unexpected by customers and it is can be easier said than done in high level customer satisfaction but their irregularity does not show the way to dissatisfaction. 2.13 Grönroos' Perceived Service Quality model: Basically two types of service quality experienced by Grönroos (1984), one is Technical quality and another one is Functional Quality. Technical Quality: when customer will receive product from any company, during this period what type of goods customer will receive positively. Customer always expecting more benefit product or services.
  • 34.
    26 Figure 2.5: Grönroos' PerceivedService Quality model (1984) Functional Quality: when customer will receive product from any company, during this period how service is deliver which is customer will receive positively. Customer always expecting more benefit product or services. The organization‟s image or goodwill works as a filter and can modify either positively or negatively. In recent times fine few criticisms against the traditional quality model. Iacobucci et.al (1994) argued that this model required to few modification and need to added economic factors. Encouraged to customer to join with company that means this strategy called value added approach. According to Grönroos those are the determinant factors when evaluating the service quality of any organization. 2.14 QFD Model: A matrix format is used to convert the voice of the customer into the process of developing products and services and it is called House of quality (HOQ) which narrates the customer Perceived Service Quality
  • 35.
    27 requirements, technical measures,target values and competitive analysis (Eureka and Ryan, 1994). According to Figure the list of the customer‟s requirements or needs which is called “Whats”, are placed in the left room of the HOQ. The customers use the “Whats” phrases to make the list of the needs. The upper room below the roof is used to translate the needs into corresponding “Hows” and its function is to translate the “Whats” in measurable way. When the “Whats” and “Hows” are identified then we need to find out their relationships or correlation matrix in the HOQ. Basically the correlation matrix indicate how the each “How” affects each “What”. The others room of HOQ also the roof which draw out the interdependencies between the pairs of “Hows”. The other two room of the right side of the HOQ are for to make the priorities assigned of the customers need and the competitive assessments. There are some limitations of this model reported by Bouchereau and Rowlands (1999) and Shen et al (2000). - there can be ambiguity in the customer voice - subjective data will be huge and it is need to input and analyze - it will be time consuming and difficult to input the data of customer survey information in the HOQ - HOQ will be more complex and large - It imprecise the to setting the target values in the HOQ - Some time the strengths of the relationships are ill-defined - Sometimes it has been stopped after initial HOQ and also cannot be link up of the four phases - It is only qualitative - It is assume that the relationship between customer satisfaction and product or service attribute performance is linear.
  • 36.
    28 Priorities assigned todesign requirements Priority assigned to customer needs Custome r needs or “Whats” Correlation between the “Whats” and the “Hows” Design requirement or “Hows” Competitive assessment Figure 2.6: QFD Model http://www.masetllc.com 2.1 5 The GAP Model or SERVQUAL Model This model is used very widely to measure the service quality. Parasuraman et al. (1985) determined its original service dimensions with the help of industry-specific adaptations and subsequent refinements. It is not easy and straightforward job to develop a valid and accurate instrument to measure the service quality which is related with conceptual and indefinable constructs and the bothersome matters of expectation and perceptions in the customers minds (Cunningham et al, 2000). Contribution to recognize the conception of service quality and the factors which influence the service quality. It has been augmented by Zeithmal et al. (1983) to differentiate the service quality and customer satisfaction and they also added that it is interchangeable. In fact customer evaluates the service quality by comparing the level of service what they receive against the level of service they preferred or the service level they willingly accept (adequate). Customer satisfaction is the contrast of what service the customers were expected (predicted) and the service that the customer has received or perceived. Bolton and Drew (1991) said that in a
  • 37.
    29 dynamic framework customersatisfaction for the specific encounter rely on pre-existing or contemporary mind-set about service quality and they also explained that customer post-attitudes depend on customer satisfaction. Liosa et al (1998) argues that SERVQUAL model is user- friendly and it define the customer service very clearly and it become the industry standard. The SERVQUAL has become as a diagnostic method or technique to find out the organization‟s service quality strengths and weakness. This model has been build up on the following five dimensions- Tangible: This is practical field materials which are like that equipment, human resources and communiqué resources. Reliability: Reliability means quantity of service which are genuinely, correctly and consistently. Responsiveness: Responsiveness very important part of GAP model. It is willingly progress to be of assistance customers. Basically, it is very quickly and positively solve the problem.. Assurance: knowledge and courtesy of employees and their expertise to convey customers‟ confidence and trust. Empathy: Caring and individualistic attention to every customer. According to SERVQUAL evaluation of quality by the customer is a function of the gap (difference) between the predicted service and received service. SERVQUAL find out the five gaps that makes the unsuccessful delivery. These gaps are described as: Gap between customer expectation and management perception: This gap comes out for not to recognize the customer expectation for a particular service by the management.
  • 38.
    30 Gap between management’sperception and service quality specifications: This gap takes place from the discrepancy of the way management perceives the customer‟s expectations and the actual established service quality specifications. Gap between service quality specifications and service delivery: In spite of the well- established guidelines or specifications for the outstanding service, some time the final point of service or delivery does not the meet the standard by the employee‟s poor performance which makes this gap. Gap between service delivery and external communication: Organization promotional message made the customer‟s expectation. Any inconsistency between the quality image which is establish by the promotional activities and the actual quality service has been offered to the customers is the reason for this gap. Figure: 2.7: The GAP Model The Journal of Marketing 1985
  • 39.
    31 Gap between perceivedservice and delivered service: One or more above mentioned gaps jointly build up this gap. Zeithaml et al (1993) realized that there is deficiency of consents among the other researchers about the enhanced definition of the customer service. So they extended SERVQUAL inclusive of the relationships among customer service expectation, service level antecedents, perceived service, service quality, customer satisfaction and other intervening factors. Their additional research made a massive contribution on the study of service marketing (Dion et al, 1998) Source: Reproduced from Zeinthal et al (1993). Figure 2.8 : Nature and Determinants of Customer Service Expectation EXPECTED SERVICE Zone of Tolerance ENDURING SERVICE INTERSIFIERS:  Derived expectation  Personal service philosophies SITUATIONAL FACTORS:  Bad weather  Catastrophe  Random over-demand PERCIEVED SERVICE ALTERNATIVES TRANSITORY SERVICE INTERSIFIERS  Emergencies  Service problems Desired Service Adequate Service PERCIEVED SERVICE PREDECTED SERVICE PAST EXPERIENCES WORD-OF-MOUTH:  Personal Expert PERSONAL NEEDS IMPLICIT SERVICE PROMISES:  Tangibles  Price EXPLECIT SERVICE PROMISES:  Advertising  Personal selling  Contracts  Other communication SELF-PERCIEVED SERVICE ROLE Customer satisfaction
  • 40.
    32 Zeithaml et al(1993) included in service quality has two more gap. They are apparent once-over authority. Perceived service superiority gap means dissimilarity of expected service and received service. Expected service means the service which customer desire before purchasing the service. Received service means perception of the Service level which already been received. The received or perceived service, sufficiency gap occurs from the variation of perceived service and adequate service. Adequate service is the least level of the service which customers accept willingly. They also deflected quality of service as of the satisfaction of customer and this is the most significant theme of the Zeithaml et al (1993) model. They classify that quality of service as the function of the apparent provision gaps and customer service is the comparison of how getting happy to customer. The benefits of the SERVQUAL are follows:  It helps to find out the customer views about the service encounters like customer relative importance, expectations and satisfaction.  It can send the message to the management to pay attention both the management and the customer‟s perception.  The gaps help to build up the strategy and tactics to fulfilment of the expectations.  It helps the organization to find out the specific areas of excellence and weakness and give priority to the areas of service weakness.  It helps for benchmarking analysis for any organization in the same industry.  If it applies periodically it helps come across the trend customer relative importance, prospect and perception. SERVQUAL model is very popular by the educational and trainee management in different places and different company. there are some question has been raised on the basis of intangible and functioning basis
  • 41.
    33 The second criticismrelated to the number and stability of the five SERVQUAL dimensions (Buttle, 1996) and (Carman, 1990). After application of SERVQUAL in different industries it has been noticed that five dimensions are not sufficient to cover all the aspects of customer‟s service in all service encounters. The third is SERVQUAL assumes that there is a linear relationship between customer satisfaction and service attribute performance. It means the poor attribute performance creates the poor customer satisfaction and this will be focused for improvement. This statement is not always accurate. By paying more attention on a particular service attribute like customer assurance may not lead the higher customer satisfaction if there is satisfaction or if that attribute is taken for granted. From time to time customer satisfaction is possible to improve a lot only with a small upgrading a service attribute that is unexpected or enchanting like extra or bonus with the main product or service. SERVQUAL is a better consistency and strength for the good relation with customer and customer expectation .But in the competitive market it is not possible to maintain the competitive edge only improving the service. So that many organization has taken the innovative strategy to attain the increasing competitiveness (McAdam et al, 2000). Shen et al (2000) argued that customer‟s requirements and expectations have to be fulfilled and exceeded by the product modernization but SERVQUAL was not designed to address the element of innovation. Kuei and Lu (1997) stated several matters linked to the practical application of SERVQUAL. How can be computed the five gaps? Is it vital to respond to all indicators of the service quality or to only those which are lower expectations? What are the other chances still remains for promoting service quality improvement? What is the process to evaluate the potential service quality improvement? Which department of the organization is liable to examine and evaluate service quality?
  • 42.
    34 Who is accountablefor the different sorts of service quality gaps? 2.16 Conclusion: There are lots of factors connected to extent service quality like customer‟s expectation, perception and causes and issues related to service quality and company performance. Applying the different service quality model to find out the customer expectation, perception and measurement of the quality of service and relation of the company performance is not an easy task in the real world and not one specific theory is absolutely perfect to measure the service quality level.
  • 43.
    35 Chapter 3: ResearchMethodology 3.1 INTRODUCTION This chapter analyse the way of how the theoretical background can be linked with the practical data. The chapter also provides justification why and how all the methods and process by which theoretical and practical data and information were obtained for this dissertation. This chapter also helps to evaluating the related ethical issues, sampling, testing, research strategy, the reliability and generalizability of the methods and processes applied to collect and analyze data. According to Ghauri et al. (1995), research is a process or permutation of interconnected activities unfolding over time. The figure below indicates that research is build up as a structure with the conceptual activities but some time works as exceptional because while doing the research some new arena come out and it need to be interrelated with the research activities and it could be shown by the broken down feedback lines. Figure 3.1: The research Process Ghauri el al. (1995) also describes that research requires to be accomplished the activities at the theoretical level. In the above figure the first two steps may be treated at the „conceptual level‟ activities in the research process and rest of the activities until 5 can be treated at the „empirical level‟.
  • 44.
    36 Empirical research meansthe research which helps to find out probable relationships by the organized study and observation which requires causes, measures and score but not the all research is not empirical (Schwab, 1999). Research methodology or mechanism helps to do effective research delivering the related effective data, means ideas, facts, knowledge (Adams and Schvaneveldt, 1985) and collecting data can be verified through the specific process for justifying their validity, utility and applicability. Now it is easy to the researcher to make them as a theory and theory is being built from the actual facts which are come out from the hard works on research studies Mann (1985). There is a relation among the research methodology, theory and data. Research methodology is a rule of scientific function or method which helps to get the answers to the large volume of selective research questions (Adams and Schvaneveldt, 1985). The researcher sketch a research plan to answer the research questions and the questions are associated with the human aspects or thinking at the working environment (Saunders, 2007). Figure 3.2: Relationship between Methodology, Data Analysis and Theoretical Framework Taken from Adams and Schvanedlt, 1985
  • 45.
    37 3.2. Research Philosophy Thereare three reasons which are significant in particular research phenomena: First of all, the researcher easily can process and indentify in the research technique used by learning, which is make clear taken as whole research approach to be used. It would be take in of support group and starting point. Secondly, knowledge research philosophy can be assists appraise of alternative methodologies. It‟s avoiding all unnecessary things or unusable work which is done by the research. Lastly, it would be help for the researcher to be resourceful and modernise to do research structure that was beforehand of his or her practical experience. 3.3. Research approach When researcher doing a research works he/she can use deductive approach or inductive approach. The theory of Saunders (2007), it is really difficult to evaluate or justify which research approach are the best significant for research work. Any Companies or management level research both commonly positivist and interpretive and all incident realism. There are two approaches explanation and which actually relevant to positive approach. 3.3.1. Inductive Approach The theory of Steinberg (2006), inductive approach, research subject and achievable theory comes out from main source. In the other side, research cannot study with at all distinct information and hypothesis. When the research progressing procedure to collecting data after that time researcher thinking to progress of sample studied. Inductive approach assist to understand data subject for the researcher or researcher sometimes doesn‟t follow any individual procedure. This research approach firstly collecting data without any theory or ideas. 3.3.2. Deductive Approach The researcher when going to do research paper, he/she has to improve hypothesis theory. The researcher has to make designs plan to experiment of hypothesis. The approach of Steinberg
  • 46.
    38 (2006) explanation isthat, researcher starts the research by review of literature, meeting with theoretical framework, modifying theory and experiment of collecting data. In this research paper all research questions are similar to job satisfaction, employee motivation and develop customer service. All data collecting by quantitative based and all information using the designed research approach. “I do feel better when use deductive approach when i am getting more significantly advantage and it has contributed to highest degree of level and this method active to take up where is any seniors have left off” by Bish ( 1971) A important of attribute of assumption is that need to ideas of operational such a manner that is concentrate to be appraised quantitatively and to be able to generalize statistically with their policy as in social behaviour ( Saunders, 2007). In our case, where the organization is question is HSBC, and few branches in London Street has more than 500 employees that meet the researcher‟s criterion, so a sufficient amount of samples will be collected. This research following by deductive approach because of when researcher collecting date from the respondent about employee motivation and customer service. 3.3.2.1. Stages to Progress Deductive Research There are a few deductive researches which are using many of company‟s research or management level. Deductive research will developed by the following by those stages Robson (2002): 1) Subtracting a hypothesis from the theory; 2) Stating the hypothesis in operational terms which suggest a connection among two definite ideas or concepts; 3) Testing this operational hypothesis; 4) Investigating the exact result of the query; 5) If essential, alter the theory according to the results.
  • 47.
    39 3.4. Research strategy Inbasis of Saunders (2007) below few types of research strategies: i. Experiment; ii. Case study; iii. Grounded theory; iv. Ethnography; v. Archival research; vi. Survey; vii. Action research. Theory of Saunders (2007), using different paces different research area. Sometimes experimental strategies are will not using where is abstract situation in any management and business research questions. 3.4.3. Grounded Theory Grounded theory often known as GT is from social sciences concentrate on systematic qualitative research methodology. This type of research method operates almost in a fashion from traditional research. This method appears to be in contradiction of the scientific method. In this method the first stage is to collect the data through a variety of methods instead of developing hypothesis in traditional method. Which are derived from the text. In this way, categories are formed, later on they used as the source of basis for the information of a theory. This process is always called a reverse engineered hypothesis. This has a clear contradiction from the traditional model of research. We know, in traditional research, researcher chooses a theoretical framework, an implement the model to the researched phenomenon. 3.4.4. Ethnography Inductive approach uses by Ethnography by Saunders (2007), in writing ethnographic footnote the researcher always need to follow a detail procedure employing him in social world. This concept comes from the Anthropology and often can be used in qualitative research.
  • 48.
    40 3.4.5. Archival Research Archivalresearch is a kind of research that uses references and knowledge from secondary sources. The secondary resources can be pas records and information in various departments, census data, newspaper, demography information. As this research is using the archive of information, this is called archival research. This is often called as secondary research. Primary research is the opposite of secondary research. Primary research is conducted from scratch and no past material is used to take help. As compare to primary research, archival research is inexpensive. In case of archival research, there is incomplete or haphazard information, for this reason, a type of research named naturalistic observation is used, that is also different than the secondary research 3.4.6. Survey The researcher used this report type of deductive approach. So this survey approach usually related with the deductive approach. In survey the researchers frequently use some question mark and seek for answer of some questions: how much, who, where, how many, and what questions. Survey strategy is the most commonly used in research. In survey sampling method is used to represent the whole population and in this way it can be conducted as less expensive. Survey helps to analyse the data and to interpret after having some statistical analysis. 3.4.7. Action Research Action Research is a major component of the research approach. This is often used in finding the solutions of socio socio-economic problems for rural development. The Major objectives of RDA are as follows: To test development hypothesis, to evolve appropriate strategies and methodologies, to analyse and evaluate the findings and experiences of action research for deciding future course of action, to feed the rural development planners and practitioners and to document and publish the findings.
  • 49.
    41 3.5. Research Methods Thereis a explanation few research method which are research used in research paper and when researcher collect data from interview, recording and face included all information. 3.5.1. Data Collection Methods According to Kumar (2005) there are two types of data collection related to the research information. When researcher able to collect all related information and only need to take out it then same type of date name is Secondary data. In case of fresh study, we need to collect new information and at that time primary data is used. In this research, the researcher will concentrate on primary data. Primary data is raw form of data collected from interviewing or questionnaire survey. 3.5.2. Questionnaire Design A questionnaire consists of a listing of questions. All answers to those questions are documented by participants. When respondents read the questions in the questionnaire, understand what is required and then write down the answers (Kumar, 2005). D. L. Phillips (1971) believe that devices. The simplicity and clarity of questionnaire is essential. The researcher must think about the following issues when developing questionnaire:  Avoid sensitive questions that may cause hesitation to answer  Clearly written the instruction and procedure to answer the questions  To declare that secrecy will be maintained for your opinion. 3.5.3. Type of Questions Two types of questionnaires can be using any research paper: i. Open-ended ii. Closed-ended questions. In the open-ended question the respondent has the full freedom to answer his or her opinion which is not very structured way. For this reason it is difficult to analyse data. It is also unpleasant for the responded to answer the question by writing a paragraph.
  • 50.
    42 In closed endedquestions, responded check the answer whether it is true for him or not. This is easy for the respondents. There are other advantages of closed ended questions are: Easy to answer, less response time, ease in scoring, coding, and tabulation 3.5.4. Question Styles According to Adams and schvaneveldt (1985) there are different styles of closed-ended questions. Those are: Likert-type style, Cafeteria-type style, Order-of-merit-method, Demographic-objective information format. Likert-type style in this style respondent responds to different questions to relevant the research topic and respondent typically give the answer from “strongly agree via strongly disagree. In this style researcher instant can get idea how the situation going on the company. In-order-of-omit method in this style respondent ask rank basis questions from their situation, respondent give the answer from high to low, satisfaction to dissatisfaction, range of number. Demographic-objective information format it is very modern and standard style, there is objective information like education, income, age, gender and researcher can use total percentages of information. 3.6. Questionnaire Designing Questionnaire designing is major significant part for the researcher. It is the tool and technique to derive factual information from the respondents. Having the literature background and theoretical aspects, the designing of questionnaire is: Literature review based a Conceptual framework What type of statements will attempt to bring out Statements of Questionnaire
  • 51.
    43 Maslow’s need theory dealswith human needs. The theory is now needs in the hierarchy, Physiological, Safety, He give details how dissatisfaction can be eliminated. On the other hand, motivators’ needs to be met it is needed to have positive satisfaction and effort. Maslow’s theory has modified by two factor theories and it is really important things to this report which is make a better relation with employee motivation and develop customer service. To attract whether the respondents are pleased with Hygiene needs (physical and safety needs) Physical Needs  HSBC provides satisfactory salary Safety Needs  The salary and workload is reasonable.  I feel pretty secure while working in HSBC (job security). To bring out if interviewed are happy with Motivator needs (social, esteem and actualization needs) Social Needs  I am satisfied with working schedule of my shift in HSBC.  I understand the daily work of my department.  I point of view lots of person by own thinking like masculinity, event, and educated peoples are respected in HSBC.  With my job I can manage my work-life balance  HSBC give excellent working environment and working shift.  The team spirit of my work group is satisfactory.  I am happy to work with well experience supervisor.
  • 52.
    44  My supervisorlisten to my important issues and responds accordingly  My supervisor value my views and participation at work are.  I am satisfied to work with intelligent skills manager who is very helpfull. To receive almost feeling of respondents about HSBC General Statements  I never feel depressed working in HSBC  I will recommend HSBC to others to join  I feel that HSBC cares about its staff.  I take pleasure when i am working in HSBC. Table 3.1: Questionnaire Designing 3.7. Sampling: Sampling is a representative part of population subject to review and analyse in details. It is not possible and feasible to work with population. Instead in any research, we use sampling. The researcher applied the simple random sample in this research.
  • 53.
    45 3.8 Research Credibility Researchcredibility refers to the impartiality, neutrality and believability of a source suggested by the Saunders et al (2003) and the Generalizability, Validity and Reliability of the message or findings of the research. Validity is related to observation or measurement of the variables. Validity played a major role to establish the credibility of the research projects (O‟Leary, 2004) because it measures the closeness of the research to the reality. He also advised that it is necessary to take care to make sure about the outcome of the research means it is valid, neutral and authentic and looks credible. Reliability means the consistency of measurement of an implement process which will deliver the same result the similar belonging is the same result with the same variable. Explanation of Swanson (2004)”Reliability measurement or estimation is considered consistent or reliable if a test performed on more than one occasion produces the same results”. Research Generalizability the quality and influences to make a general form of statistics. Basically generalizability research is a statistical framework for conceptualizing, investigating, and designing reliable observations. It is used to determine how reliable a given measurement is at predicting general behaviour. Generalizability adds to the credibility research findings (Swanson, 2004). Ethical issues like ensuring the respondent confidentiality equally top up the researcher‟s own credibility. This is researcher‟s duty to ensure the contributors of the research that their contribution or opinion or consents are fully granted and assurance to protect the privacy and anonymity of the participants on the research questions and other involvements 3.9. Summary This chapter is basically the description of how the researcher is going to do the research. As a positivist, the researcher has chosen the deductive approach to the research.
  • 54.
    46 General Specialization I explainedfew difference research strategies: research Case study; Grounded theory; Ethnography; Archival research; Survey; Action research. This research going to do deductive approach. Where availability is in positive method that is any new stuff can take over easily when their senior stuff has left. An important few features are significant features are assumption that data important to be operational factors to continue those progress. This research flowing Survey strategy. This strategy allows the researcher to gather quantitative information that is to be inspected quantitatively using meaningful and constructive information. The researcher has taken sample as many as 120 and the random sampling has been used for the lower and middle level management of HSBC. This survey research identifying the factors that lead to job satisfaction in HSBC, Survey report will be showing how many percent employees are job satisfied and dissatisfied. This survey researcher explained about the research of HSBC in methodology chapter. This Deductive method research going to classify the few issues going to show way job satisfaction & dissatisfaction in HSBC. To analyse the existing employee satisfaction and customer management in HSBC To find out the relationship between inspiration and employee satisfaction in HSBC. To find out the relationship between job satisfaction and customer correlation in HSBC To find out the relationship between motivation, job satisfaction and customer correlation in HSBC.
  • 55.
    47 Chapter Four: DataFindings and Analysis 4.1. Introduction The researcher has outlined of design of questions to address the motivation factors, factors that cause dissatisfaction, customer satisfaction survey, measurement of customer satisfaction and some suggestion from the customer perspective. The factors also identified can be used as further research to analyze the relationship among them. The questionnaire starts with ten motivating factors that are to be ranked to find out the most motivating factors in HSBC. In the same way there are other ten factors that are to be identified for employee dissatisfaction. In this way there are some other questions that are used to gain the most suitable factors that can be sued to retain its employees in HSBC. There are other questions that have been set for knowing about the HSBC management from the lower or middle level management. In this way the questionnaire is designed so that the researcher can find out all the answer for research objectives. 4.2. Explanation The researcher has taken sample as many as 120 and the random sampling has been used for the lower and middle level management of HSBC. Out of 120 questionnaires there are 100 questionnaires have been received and used in data analysis. The researcher has been used tabular and some pictorial format of analysis. The explanations have been given in bar diagram and pie chart. First of all the researcher identified the demography of the employee surveyed.
  • 56.
    48 Male female ratioof the employee surveyed: Male 56 Female 44 Figure 4.1: In the Survey Male and Female Participated. Out of 100 respondent 56 are male and 44 are female. As this is randomly chosen, we can tell that about 56% of employees of HSBC are male and the rest 44% of them are female and the HSBC is not gender discrimination organization. Age of employee surveyed: Age employed survey related about gender basis. From the chart 4.2. It is showing that are16 to 20 ages 24.66% of respondents and 21 to 24 ages are 47.3%. That means approximately 72% of interviewed are between 16 to 24 years old and rest of 28% are 25 and more years old. 56 44 0 10 20 30 40 50 60 Male Female Percentage of Male and FemalePercentage
  • 57.
    49 Figure 4.2: Theage of employees participated in the survey Identifying the factors that lead to job satisfaction in HSBC: To identify of issue with the aim of lead to job satisfaction in HSBC, the researcher has selected some motivational factors and designed the questionnaire ranked them according to the answers provided. Here are 10 Motivation factors:  motivating work  Better working environment  Good earnings  Full positive reception of work done  Job precautions  Encouragement and development of the organization  Feelings of being in on things  Individual consistency to employees  Considerate regulation  Compassionate assist with personal efforts. 33 and above29 to 3225 to 2821 to 2416 to 20 Age 50 40 30 20 10 0 Percent 2.74% 8.9% 16.44% 47.26% 24.66% Age
  • 58.
    50 Rank 1 Motivationalfactor: Figure 4.3: Ranked 1 Motivational factors From the survey and the pie diagram we can find out that promotion and growth in the organization is the most attractive motivating factors for the employees in HSBC. 25 30 20 30 25 35 15 10 15 25 0 5 10 15 20 25 30 35 40 Rank 1 Motivating factor Series1 Series2
  • 59.
    51 Figure 4.4: Ranked2 Motivational factors From the survey and the pie diagram we can find out that positive reception of work completed and Job security are the most attractive motivating factors after promotion and growth in HSBC. Rank 3 Motivational factors: 15 15 15 20 14 16 5 15 20 15 0 5 10 15 20 25 Rank 2 Motivating factor Series1
  • 60.
    52 Figure 4.5: Ranked3 Motivational factors The third motivational factor that has been identified is that Personal loyalty to employees. Rank 4 Motivational factors: From the questionnaire survey and analysis the researcher has found that the feelings of being in on things are the 4th ranked motivational factors in HSBC. Figure 4.6: Ranked 4 Motivational factors
  • 61.
    53 Rank 5 Motivationalfactors: Figure 4.7: Ranked 5 Motivational factor in HSBC From the questionnaire survey and analysis the researcher has found that good wages is the 5th ranked motivational factors in HSBC. Rank 6 Motivational factors:
  • 62.
    54 Figure 4.8: Ranked6 Motivational factor of HSBC From the questionnaire survey and analysis the researcher has found that interesting work is the 6th ranked motivational factors in HSBC. Rank 7 Motivational factors: From the questionnaire survey and analysis the researcher has found that good working condition is the 7th ranked motivational factors in HSBC. Figure 4.9: Ranked 7 Motivational factor of HSBC Rank 8 Motivational factors:
  • 63.
    55 Figure 4.10: Ranked7 Motivational factor of HSBC From the questionnaire survey and analysis the researcher has found that sympathetic help with personal problem is the 8th ranked motivational factors in HSBC. Rank 9 Motivational factors: From the questionnaire survey and analysis the researcher has found that tactful discipline is the 9th ranked motivational factors in HSBC. Figure 4.11: Ranked 7 Motivational factor in HSBC
  • 64.
    56 Factors that causesdissatisfaction: We have identified the factors that cause dissatisfaction among the employees of HSBC. We have found the ten factors that are: 1) Lack of appreciation 2) Too much paperwork 3) Problems with supervisors 4) Poor pay and benefits 5) Lack of training 6) Lack of opportunity 7) Fairness 8) Problems with co-workers 9) Commute 10) Boring job Rank 1 Dissatisfaction factor: Figure: The ranked 1 dissatisfied factor identified is poor pay and benefits Out of 100 respondents the researcher got 30 who marked poor pay and benefit is the number 1 factor for dissatisfaction.
  • 65.
    57 Rank 2 Dissatisfactionfactor: Figure: The ranked 2 dissatisfied factor identified is lack of appreciation 0 1 2 3 4 5 6 Category 1 Category 2 Category 3 Category 4 Series 1 Series 2 Series 3
  • 66.
    58 Out of 100respondents we go 25 who marked lack of appreciation is the number 2 factor for dissatisfaction. Rank 3 Dissatisfaction factor: The questionnaire survey identified the third factor for dissatisfaction in the job in HSBC. Out of 100 respondents there are 29 who marked lack of opportunity is the number 3 factor for dissatisfaction. Figure: The ranked 3 dissatisfied factor identified is lack of opportunity
  • 67.
    59 Rank 4 Dissatisfactionfactor: Figure: The ranked 4 dissatisfied factor identified is problem with supervisor The researcher identified the fourth factor for dissatisfaction in the job in HSBC. Out of 100 respondents there are 36 who marked lack of opportunity is the number 4 factor for dissatisfaction. Rank 5 Dissatisfaction factor: Figure: The ranked 5 dissatisfied factor identified is fairness in the evaluation process and work environment Out of 100 respondents the researcher got 25 who marked lack of appreciation is the number 5 factor for dissatisfaction. Rank 6 Dissatisfaction factor: Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Rank 7 Rank 8 Rank 9 Rank 10 Series1 6 8 7 16 25 20 5 7 3 3 0 5 10 15 20 25 30 AxisTitle Chart Title
  • 68.
    60 Figure: The ranked6 dissatisfied factor identified is boring job The researcher identified the fourth factor for dissatisfaction in the job in HSBC. Out of 100 respondents there are 20 who marked boring job is the number 6 factor for dissatisfaction. Rank 7 Dissatisfaction factor: Out of 100 respondents the researcher got 17 who marked too much paper work is the number 7 factor for dissatisfaction.
  • 69.
    61 Figure: The ranked7 dissatisfied factor identified is too much paper work Rank 8 Dissatisfaction factor: Figure: The ranked 8 dissatisfied factor identified is problem with coworker The researcher identified the fourth factor for dissatisfaction in the job in HSBC. Out of 100 respondents there are 25 who marked problem with coworker is the number 8 factor for dissatisfaction. Rank 9 Dissatisfaction factor: 3 4 3 7 7 8 5 25 20 18 Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Rank 7 Rank 8 Rank 9 Rank 10 Ranked 9 dissatisfaction factor identified
  • 70.
    62 Figure: The ranked9 dissatisfied factor identified is lack of training The researcher identified the fourth factor for dissatisfaction in the job in HSBC. Out of 100 respondents there are 25 who marked lack of training is the number 9 factor for dissatisfaction. Rank 10 Dissatisfaction factor: Figure: The ranked 10 dissatisfied factor identified is commute The researcher identified the fourth factor for dissatisfaction in the job in HSBC. Out of 100 respondents there are 20 who marked commute is the number 10 factor for dissatisfaction. Objective: 2 Measurement of Customer Satisfaction of the employee in HSBC: I am happy with the timings of my shift in HSBC: Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 3 5 6 9 7 9 8 15 18 20 Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Rank 7 Rank 8 Rank 9 Rank 10 Ranked 10 Job factor for job dissatisfaction
  • 71.
    63 Figure: I amhappy with the timings of my shift in HSBC About 40% employees are strongly agreed that they are happy about timing in HSBC and another 25% people just agreed that statement. 2. I feel enthusiastic/ delighted when i am working in HSBC: Below the result showing the reason when researcher asked the interviewed feels delightfully or feels really hard work when working in HSBC. Strongly Agree Agree Not Sure Disagree Strongly Disagree 35 15 15 22 13 This report is showing two types level of enthusiasm when people working in HSBC. When the researcher collected data precisely 35.00% + 15% was agreed that when they are working in this company they are really feeling better. So the researcher will consider that they are acceptable with this report. The researcher realized that, few percentages employee selected disagree option and strongly disagree option, researcher asked few employees why they filled the disagree option. After that almost 35% (22% + 13%) of interviewed given like negative approach and 40 25 20 10 5 0 5 10 15 20 25 30 35 40 45 Strongly Agree Agree Not Sure Disagree Strongly Disagree Series1
  • 72.
    64 they said fewthings always expected while working in HSBC which is explaining in recommendation. Figure: I feel enthusiastic/ energized while working in HSBC 3. The amount of work I am expected to do on my job is reasonable Strongly Agree Agree Not Sure Disagree Strongly Disagree 35 25 20 15 5
  • 73.
    65 Figure: Employee expectedof work to do as a reasonable job. The researcher will be understand with this report if This report will help the researcher to understand if work making trouble to employee then it‟s really special effects to job satisfaction the employees of HSBC. Only 20% employees are not agreed with this statement. That means the employees are happy with the volume of work they have in the job. 4. I understand the day-to-day goals/ tasks of my department. Strongly Agree Agree Not Sure Disagree Strongly Disagree 30 26 20 19 5 About 56% employees are completely agreed that they have clear cut goal in terms of what they are going to do in HSBC. 35 25 20 15 5 0 5 10 15 20 25 30 35 40 Strongly Agree Agree Not Sure Disagree Strongly Disagree Series1 30 26 20 19 5 0 10 20 30 40 Strongly Agree Agree Not Sure Disagree Strongly Disagree
  • 74.
    66 50 25 10 10 5 0 10 20 30 40 50 60 Strongly AgreeAgreeNot Sure DisagreeStrongly Disagree Series1 5. I am satisfied with the team spirit in my work environment. 50% employees completely agreed that they have team spirit in working environment. Another 25% employees also agreed that they have working strength of mind in the working place. However, only 15% employees disagree the statement. Figure: I am satisfied with the team spirit in my work environment 6. I am satisfied with the morale of the staff with whom I work: The researcher has tried to judge the employee relationship and employee cooperativeness among each other. 65% employees agreed that they have very well and they are satisfied with this. Strongly Agree Agree Not Sure Disagree Strongly Disagree 50 25 10 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5
  • 75.
    67 40 25 20 10 5 Strongly Agree AgreeNot Sure Disagree Strongly Disagree Morale of staff Figure: I am satisfied with the morale of the staff with whom I work 7. I feel that the individual differences like gender, race and educational background are respected in HSBC: This is also to judge the opinion about the employee demography. This is to judge to know about the respect among each other. About 65% employees agreed that they are respected in HSBC irrespective of the gender, race and educational background. Strongly Agree Agree Not Sure Disagree Strongly Disagree 45 20 20 10 5
  • 76.
    68 Figure: I feelthat the individual differences like gender, race and educational background are respected in HSBC 8. I feel pretty secure while working in HSBC (job security): Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 0 10 20 30 40 50 Strongly Agree Agree Not Sure Disagree Strongly Disagree Employee Demography is respected Series1
  • 77.
    69 Figure: I feelpretty secure while working in HSBC (job security): Only 15% employees feel that their job in HSBC is not secure and other 20% employees are unsure about it. But rests of the employees feel that their job in HSBC is quite secure. 9. This job I can manage a logical balance with my personal life and as an employment: Strongly Agree Agree Not Sure Disagree Strongly Disagree 26 25 24 15 10 More than 50% employees can maintain their work life balance in HSBC. Other 50% either not sure or cannot maintain their work life balance. Figure: This job I can manage a logical balance with my personal life and as an employment. 40 25 20 10 5 0 5 10 15 20 25 30 35 40 45 Strongly Agree Agree Not Sure Disagree Strongly Disagree Job Security in HSBC Series1 0 5 10 15 20 25 30 Strongly Agree Agree Not Sure Disagree Strongly Disagree
  • 78.
    70 10. I amsatisfied with the attitude of my direct supervisor: Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 This is very important that employee satisfaction and the relationship with the supervisor. 65% employees agreed that employees are happy to their correlation with the boss. However, 15% think that their not satisfied with direct supervisor. Figure: I am satisfied with the attitude of my direct supervisor 11. My supervisor always helps me whenever I have problems with my job: Strongly Agree Agree Not Sure Disagree Strongly Disagree 37 25 23 10 5 62% employees believe that their supervisor help them if they are in any problem. 23% employees are not sure about this and the other 15% employees disagreed the statement. 40 25 20 10 5 0 5 10 15 20 25 30 35 40 45 Strongly Agree Agree Not Sure Disagree Strongly Disagree Satisfied with direct superisor Series1
  • 79.
    71 Figure: My supervisoralways helps me whenever I have problems with my job 12. HSBC offer most elasticity working hour & environment: Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 HSBC offers great flexibility in working hour and working condition. This statement is true only for 65% employees. But others are not agreed the statement. Figure: HSBC offer most elasticity working hour & environment. 37 25 23 10 5 0 5 10 15 20 25 30 35 40 Strongly Agree Agree Not Sure Disagree Strongly Disagree Supervisor always help Series1 40 25 20 10 5 0 10 20 30 40 50 Strongly Agree Agree Not Sure Disagree Strongly Disagree HSBC offers great flexibility Series1
  • 80.
    72 13. I wouldrecommend HSBC to others as a great place to work: Strongly Agree Agree Not Sure Disagree Strongly Disagree 33 23 20 12 12 If anyone is satisfied then he recommend the same thing to others. HSBC is a great place to work is strongly agreed about 33% employees and agreed 23% of them. Only 24% of the employees surveyed think that hey will not recommend you to work in HSBC. 14. I feel that HSBC cares about its staff: Strongly Agree Agree Not Sure Disagree Strongly Disagree 20 27 25 15 13 HSBC is a renowned bank and their employee retention policy and motivation policy is caring the employees and 47% of employees feel that their organization cares a lot. But about 28% of them told that they are not agreed with the statement. Rest of the employees surveyed are unsure about this. 33 23 20 12 12 Strongly Agree Agree Not Sure Disagree Strongly Disagree HSBC is a great place to work Series1
  • 81.
    73 Figure: I feelthat HSBC cares about its staff 15. I enjoy working in HSBC on the whole: Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 Figure: I enjoy working in HSBC on the whole 20 27 25 15 13 Strongly Agree Agree Not Sure Disagree Strongly Disagree HSBC cares about the staffs Series1 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree I enjoy working in HSBC
  • 82.
    74 65% employees feelthat they are enjoying working in HSBC and other 15% employees ar not satisfied and rest of the 20% employees are sometimes satisfied and some times not. The opinion and the suggestion from the employee to on some mangamaent issue in HSBC bank: This survey is because of getting some opinion on certain issue. Those factors also something we call for motivation.Those elements are necessary as well to motviate the employees in HSBC. In otherway, we can explain it as the major weakness of ISBC that should be considered if HSBC wants to maintain employee satisfaction. The first three factors are Improve benefit, select manager better and pay more. Those are very crucial for the employee satisfaction in HSBC. Number person suggested Total participants Train managers better 25 100 Listen more 35 100 Try something new 25 100 Pay more 45 100 Select managers better 50 100 Set the example 10 100 Hire better people 40 100 Improve benefits 50 100 All exists 20 100
  • 83.
    75 Customer service andCustomer satisfaction: Particulars Well below average Below Average Average Above Average Excellent Total participants Customer service 20 10 10 20 40 100 Professionalism 10 20 25 15 30 100 Quality of Products/Services 30 5 10 20 35 100 Understanding customers' needs 15 10 30 20 25 100 Sales staff 20 3 17 20 40 100 Service charges 25 10 25 15 25 100 1. The table shows that the 60% of the customers have very high about the customer satisfaction in HSBC and 10% of them could not find any difference with the other banks. But 30% of the customers are not happy having accounts and transaction with HSBC. 2. 70% of employees like the professionalism of the staffs in HSBC. The rest of the customers are not happy with this.
  • 84.
    76 3. 55% ofthe customers are happy with the product quality and services. Other 35% commented that HSBC has well below average or below average quality of products. Figure: Customer satisfaction in HSBC Will the customer recommend HSBC to others? 65% existing customers will recommend to others to bank with HSBC. 15% are not going to recommend HSBC and other 20% customers are neutral about this. 10 25 10 30 17 25 20 15 20 20 20 15 40 30 35 25 40 25 0 5 10 15 20 25 30 35 40 45 Customer satisfaction survey reslut Average Above Average Excellent Very likely 35 Somewhat likely 30 Neutral 20 Somewhat unlikely 5 Very unlikely 10 Total Number of participants 100
  • 85.
    77 Figure: Will yourecommend HSBC to others? Overall customer satisfaction: Highly satisfied 50 Somewhat dissatisfied 20 Neutral 20 Highly dissatisfied 10 About 70% of the customers are satisfied and among them 50% are highly satisfied. The other 30% of the customers are either neutral or highly dissatisfied. 35 30 20 5 10 0 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 0 0 5 10 15 20 25 30 35 40 Very likely Somewhat likely Neutral Somewhat unlikely Very unlikely Will you recommend us? Series1 Series2 Series3 Series4 Series5 Series6 50 20 20 10 0 10 20 30 40 50 60 Highly satisfied Somewhat satisfied Neutral Highly dissatisfied Percentage Satisfactionleveel Overall satisfaction
  • 86.
    78 4.3 Correlation Analysis: Correlationis a simple measurement to describe the relationship between the two variables. The researcher has got the relationship from the simple correlations model and identified some key variable from the relationship of motivation and job satisfaction. This table is the tabular presentation of that: Sl. N. Statements Correlation 1. The salary HSBC offered is satisfactory to me. This quantity of work always I like to do as my job responsibility. 0.6906 2. The salary HSBC offered is satisfactory to me. I feel that HSBC cares about its staff. 0.0096 3. The salary HSBC offered is satisfactory to me. I will recommend others to join in HSBC 0.8245 4. The salary HSBC offered is satisfactory to me. HSBC offers great flexibility (hours and working conditions) 0.7873 5. I am happy working in HSBC. HSBC offer most elasticity working hour & environment 1.000 6. I am happy working in HSBC. I believe that HSBC be concerned about their staff. 0.5703 7. I am happy working in HSBC. I will recommend others to join in HSBC. 0.9915 8. I am happy working in HSBC. I am happy to work with direct supervisor. 1.0000 9. I enjoy working in HSBC on the whole. This job I can manage a logical balance with my personal life and as an employment 0.8864
  • 87.
    79 10. I enjoyworking in HSBC on the whole I feel pretty secure while working in HSBC (job security). 1.0000 Table: The relationship between some key issues in HSBC In this table there are only two variables in the left panel and there are ten different variables in the right panel. 1. The relationship between the salary HSBC offered and the amount of work: The relationship between the two variables is significantly positive. It means that the employee feeling about their job salary and the amount of work is equitable in HSBC. Figure: The relationship between the salary HSBC offered and the amount of work 50 15 10 8 17 35 25 20 15 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree the relationship is 0.6906
  • 88.
    80 2. The relationshipbetween the salary and care from the HSBC: Figure: The relationship between the salary and care from the HSBC The insignificant relationship between the two variables indicates that wither two factor is important and a good motivating factor. If HSBC cares a lot then even the lower salary can be a good motivating factor and vice versa. 50 15 10 8 17 33 23 20 12 12 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is 0.8245 50 15 10 8 17 20 27 25 15 13 Strongly Agree Agree Not Sure Disagree Strongly Disagree the relationship is 0.0096
  • 89.
    81 . 3. The relationshipbetween the salary and recommendation to others: There is decidedly optimistic relationship between the salary and recommendation. In HSBC employees believe that they are getting good salary for their effort and for this reason they are going to recommend the others to join in HSBC. 4. The relationship between the salary and the flexibility of work: Figure: The relationship between the salary and the flexibility of work This relationship indicates that the HSBC employees are in balance of having salary and the flexibility in working condition. The positive value 0.7873 indicates that work flexibility is very important along with the salary or any monetary payment. 5. The relationship between the overall satisfaction and flexibility in work: 40 25 20 10 12 33 23 20 12 5 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is 0.7873
  • 90.
    82 Figure: The relationshipbetween the overall satisfaction and flexibility in work The relationship between the two variables is completely positive and the overall satisfaction of the employee is explained by the greater flexibility. 6. Relationship between the overall satisfaction and employee caring: Figure: Relationship between the overall satisfaction and employee caring There is a positive relationship between the two variables that means the overall satisfaction depends on employee caring. 7. The relationship between the employee satisfaction and recommendation to others: Figure: The relationship between the employee satisfaction and recommendation to others 40 25 20 10 5 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree relationship is completely correlated 40 25 20 10 12 33 23 20 12 5 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is 0.5703
  • 91.
    83 The strongly positiverelationship between the employee satisfaction and whether they are going to recommend that indicates that if the employees are pleased with their work then they are going to recommend that. 1. The relationship between overall satisfaction and the attitude of immediate supervisor: Figure: the relationship between overall satisfaction and the attitude of immediate supervisor 40 25 20 10 12 33 23 20 12 5 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is 0.9915 40 25 20 10 5 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree relationship is postive
  • 92.
    84 The relationship betweenthe attitude of immediate supervisor and the overall satisfaction is perfectly positive. That means the positive attitude of immediate supervisor and the employee satisfaction is very closely related. 9. The relationship between the job satisfaction and work life balance: Figure: The relationship between the job satisfaction and work life balance The relationship between job satisfaction and work life balance is strongly positive as well. 10. The relationship between job security and overall motivation: The relationship between job security and employee motivation is very high and perfectly 50 15 10 8 17 33 23 20 12 12 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is 0.8864 40 25 20 10 5 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is strongly postive
  • 93.
    85 correlated to eachother. In HSBC if employees feel their job is secure then it is likely that they are satisfied. 4.4 Research Objectives This research is based on the objective that has been set at the beginning of this research paper. The objectives are as follows: i. To identify the factors that lead to job satisfaction & dissatisfaction in HSBC ii. To analyse the existing employee satisfaction and customer management in HSBC iii. To examine the relationship between motivation and job satisfaction in HSBC iv. To evaluate the relationship between job satisfaction and customer correlation in HSBC v. To find out the relationship between motivation, job satisfaction and customer correlation in HSBC The most important of this research is to analyse the current situation of the employees of HSBC; are they really motivated and satisfied with work and how can improve more in the customer service of HSBC, if they are not motivated, find out the factors that are responsible for job dissatisfaction. The other objective of the research is to cortically review the literature of motivation, job satisfaction and other related topics. A further objective is analysing the existing employee satisfaction and customer management in HSBC. The main research question is: “Are motivated employees can satisfy the customer most”? Following the adobe mentioned the researcher concluded the below those questions which relevant objectives that is could do with proper answer and main finding source in this research. i. To identify the factors that lead to job satisfaction in HSBC: The researcher has found out that the growth of organization is the key motivating factor in HSBC, strongly positive reception of work done and Job security, individual loyalty facilities to employees, feelings of being in on things, better salary, interesting work, best working environments, more understanding with personal problem, thoughtful regulation are the most attractive element for dissatisfaction in the rank.
  • 94.
    86 Poor pay andbenefits, lack of appreciation, lack of opportunity, boring job, too much paper work, problem with co-worker, and lack of training, commute are the major factor for job dissatisfaction in a rank. ii. To analyse the existing employee satisfaction and customer management in HSBC: From the graph it is clearly shown that the percentage of employees in HSBC is more than that of the people who are either disagree or not sure. We can see this chart, relationship between the overall satisfaction and motivational factor of the employees; we will find out that all the relationship is very strong. The significant positive relationship among the different variables indicates that they are correlated to each other. On the other hand employees have very positive belief and attitude in different questions in the survey which indicates that employees are satisfied in HSBC. This can be also analysed in this way is that as the satisfied employees make the customers satisfied, survey report also indicates that.
  • 95.
    87 iii. To examinethe relationship between motivation and job satisfaction in HSBC: The researcher has got the relationship from the simple correlations model and identified some key variable from the relationship of motivation and job satisfaction. It means that the employee feeling about their job salary and the amount of work is equitable in HSBC. The insignificant relationship between the two variables indicates that both two factor i.e. salary and care are important and a good motivating factor. If HSBC cares a lot then even the lower salary can be a good motivating factor and vice versa. There is a highly positive relationship between the salary and recommendation. In HSBC employees believe that they are getting good salary for their effort and for this reason they are going to recommend the others to join in HSBC. This relationship indicates that the HSBC employees are in balance of having salary and the flexibility in working condition. The positive value 0.7873 indicates that work flexibility is very important along with the salary or any monetary payment. iv. To evaluate the relationship between job satisfaction and customer correlation in HSBC: The researcher diagnose that the 60% of the customers have very high about the customer satisfaction in HSBC and 10% of them could not find any difference with the other banks. But 30% of the customers are not happy having accounts and transaction with HSBC.70% of customers like the professionalism of the staffs in HSBC. The rest of the customers are not happy with this. 55% of the customers are happy with the product quality and services. Other 35% commented that HSBC has well below average or below average quality of products. The employee satisfaction leads the customer satisfaction.
  • 96.
    88 v. To investigatethe relationship between motivation, job satisfaction and customer correlation in HSBC The researcher investigates that, the relationship between the attitude of immediate supervisor and the overall satisfaction is perfectly positive. That means the positive attitude of immediate supervisor and the employee satisfaction is very closely related. The relationship between job security and employee motivation is very high and perfectly correlated to each other. In HSBC if employees feel their job is secure then it is likely that they are satisfied.
  • 97.
    89 Chapter 5: Conclusionsand Recommendations 5.1 Introduction: In this chapter the researcher going to clarify lead to job satisfaction and dissatisfaction in HSBC, the relation between motivation and job satisfaction in HSBC, relation between job satisfaction and customer correlation in HSBC which is researcher viewing questionnaire (based on theoretical framework) will confirm to demonstrate whether the research objective were met. Finally the researcher will draw the conclusions and some recommendation from the researches on the basis of finding recommendations, limitations and suggested were the future research. The global local bank, HSBC, does have the necessity of research. Whenever HSBC hires new people, it has to spend money and time in recruiting and then training those new employees. So, retention of employees is much more important than hiring new employees. For this reason HSBC need to know which factors motivate the employees and which factors cause the employee dissatisfaction. As a result, important is that recruiting right people but very important to other concept that, strongly continue those right people motivated and contented in the working environment with their job. This HSBC research strength of character understands the behaviour of its employees and the reasons of the job satisfaction and dissatisfaction. On the other hand the research will classify the factors that motivate the employees and ultimately lead to job satisfaction which is very important for the efficiency, effectiveness and customer satisfaction. 5.2 Analysis of Findings: At fast previewing the research objective again this is using the feedback from questionnaire respondents. Observations made are summaries as follows:  What the factors that leads to job satisfaction in HSBC?  How are the existing employee satisfaction and customer management in HSBC?  How are the relationship between motivation and job satisfaction in HSBC?
  • 98.
    90  What therelationship between job satisfaction and customer correlation in HSBC?  Is there a relationship between motivation, job satisfaction and customer correlation in HSBC? The factors that lead to job satisfactions in HSBC: The researcher has found out that the growth of organization is the key motivating factor in HSBC, strongly positive reception of work done and Job security, individual loyalty facilities to employees, feelings of being in on things, better salary, interesting work, best working environments, more understanding with personal problem, thoughtful regulation are the most attractive element for dissatisfaction in the rank. Poor pay and benefits, lack of appreciation, lack of opportunity, boring job, too much paper work, problem with co-worker, and lack of training, commute are the major factor for job dissatisfaction in a rank. Poor pay and benefits, lack of appreciation, lack of opportunity, boring job, too much paper work, problem with co-worker, and lack of training, commute are the major factor for job dissatisfaction in a rank. The existing employee satisfaction and customer management in HSBC: From the research result it is clearly shown that the percentage of employees in HSBC is more than that of the people who are either disagree or not sure. We can see this chart, relationship between the overall satisfaction and motivational factor of the employees. The significant positive relationship among the different variables indicates that they are correlated to each other. On the other hand employees have very positive belief and attitude in different questions in the survey which indicates that employees are satisfied in HSBC. This can be also analysed in this way is that as the satisfied employees make the customers satisfied, survey report also indicates that. The relationship between motivation and job satisfaction in HSBC: The researcher has got the relationship from the simple correlations model and identified some key variable from the relationship of motivation and job satisfaction. It means that the employee feeling about their job salary and the amount of work is equitable in HSBC.
  • 99.
    91 The insignificant relationshipbetween the two variables indicates that both two factor i.e. salary and care are important and a good motivating factor. If HSBC cares a lot then even the lower salary can be a good motivating factor and vice versa. There is a highly positive relationship between the salary and recommendation. In HSBC employees believe that they are getting good salary for their effort and for this reason they are going to recommend the others to join in HSBC. This relationship indicates that the HSBC employees are in balance of having salary and the flexibility in working condition. The positive value 0.7873 indicates that work flexibility is very important along with the salary or any monetary payment. The relationship between job satisfaction and customer correlation in HSBC: The researcher diagnose that the 60% of the customers have very high about the customer satisfaction in HSBC and 10% of them could not find any difference with the other banks. But 30% of the customers are not happy having accounts and transaction with HSBC.70% of customers like the professionalism of the staffs in HSBC. The rest of the customers are not happy with this.55% of the customers are happy with the product quality and services. Other 35% commented that HSBC has well below average or below average quality of products. The employee satisfaction leads the customer satisfaction. Investigate the relationship between motivation, job satisfaction and customer correlation in HSBC: The researcher investigates that, the relationship between the attitude of immediate supervisor and the overall satisfaction is perfectly positive. That means the positive attitude of immediate supervisor and the employee satisfaction is very closely related. The relationship between job security and employee motivation is very high and perfectly correlated to each other. In HSBC if employees feel their job is secure then it is likely that they are satisfied. 5.3 Recommendation on the basis of findings: This research analysis shows what the factors lead to job satisfactions and dissatisfaction between motivations in HSBC. The list of recommendation o the basis if findings which will help to eradicate the lack to improve employee motivation and develop best customer service.
  • 100.
    92 This research willfind out the reason that lead to job satisfaction in HSBC, the researcher has selected some motivational factors and designed the questionnaire ranked them according to the answers provided. Here are 10 Motivation factors:  motivating work  Better working environment  Good earnings  Full positive reception of work done  Job precautions  Encouragement and development of the organization  Feelings of being in on things  Individual consistency to employees  Considerate regulation  Compassionate assist with personal efforts. This research have showed 60% customer have very high about the customer satisfaction in HSBC and 10% of then could not find any differences with any other bank. 30% of the customers like the professionalism of the employee in HSBC. 55% customers are happy with the service quality. As a result HSBC should be need to concentrates to develop this lacking issues. The researcher recommended that HSBC management need to take flowing decisions to improve their customer service.  They need be more plans to build up job security for appreciation of work done.  They have to revise personal loyalty to employees.  They need to increase employees pay and benefits and indentify lack of opportunity.  Strongly build up relationship between the overall satisfaction and motivational factor of the employees  Salary and Care are important and a good motivating factor if HSBC cares a lot then even the lower salary can be a good motivating factor and vice versa.
  • 101.
    93  They haveto systematize workshop in which appropriate instruction can be make a better relation to supervisor.  Manger should keep in touch with best motivation to front-line employee and proper feedback would be able to improve better customer service.  Encourage employee with more facilities to set up meaningful and robust customer service.  They should review regularly employee management performance and customers reflect which issues will be raise to brand position to be “world local bank”. The researcher has got the relationship from the simple correlations model and identified some key variable from the relationship of motivation and job satisfaction. There is a highly positive relationship between the salary and recommendation. In HSBC employees believe that they are getting good salary for their effort and for this reason they are going to recommend the others to join in HSBC. This relationship indicates that the HSBC employees are in balance of having salary and the flexibility in working condition. The positive value 0.7873 indicates that work flexibility is very important along with the salary or any monetary payment. This report is showing two types level of enthusiasm when people working in HSBC. When the researcher collected data precisely 35.00% + 15% was agreed that when they are working in this company they are really feeling better. So the researcher will consider that they are acceptable with this report. The researcher realized that, few percentages employee selected disagree option and strongly disagree option, researcher asked few employees why they filled the disagree option. After that almost 35% (22% + 13%) of interviewed given like negative approach and they said few things always expected while working in HSBC which is explaining in recommendation. HSBC is a renowned bank and their employee retention policy and motivation policy is caring the employees and 47% of employees feel that their organization cares a lot. But about 28% of them told that they are not agreed with the statement. Rest of the employees surveyed are unsure about this.
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    94 At last, Researchersuggests to HSBC management should recover those kinds of findings. The researcher can understand HSBC has strong management system as a well reputed world local bank and researcher not recommending changing their management effective strategy; however they can recover their deficient approach and minimize employee dissatisfaction. This research uniformly supportive HSBC management who seeks continued existence benefits, job satisfaction, motivation and better customer service. 5.4 Limitation of Research: This research attempts to illustrate the factors that might affect motivation of employee and customer service provisions of HSBC bank. The current study however has some limitations. There are few limitations which are realize that when researcher do this research:  The branch manager of HSBC in Liverpool Street has allowed the researcher to do the research only for education purpose.  The researcher when bring the questionnaire for interview the employee needed to permission of branch manager.  When researcher taken interviews few employees was really scared about their internal information.  Before interviewing employees said it will be not allowed to publish all information.  When researcher asking questions from questionnaire few employees didn‟t agree to give answer.  Researcher distributed the questionnaires after it‟s approved by the HSBC branch manager. 5.5 Suggestions for future Studies: It‟s a delicate problem and one we've long struggled with. Staffs get paid regardless of whether or not customer‟s problems are solved. But unhappy customers will leave and, worse, in this day and age can make their complaints widely heard, costing the firm significant money. Management has to is insure staff act out of self interest but in a way that will help customers
  • 103.
    95 solve their problems.Bonuses are always suggested here. But bonuses for low levels of complaints provide a disincentive, in that staffs have much to gain by hiding or otherwise suppressing / covering up customer's valid concerns. A classic example of moral hazard, in other words. But why not tie a percentage of staff compensation to long term divisional (i.e., not corporate) performance? Bonuses don't have to be cash; share awards are tax advantageous, as staffs doesn‟t incur an immediate liability, particularly one that might attract higher rate (i.e., capital gains rates, particularly long term, are much lower than ordinary income rates). Deferred share awards allow corporate to deflect a tax hit as well. Since staff and customers interests are aligned, such an approach does indeed seem winning / win. This would motivate staff across a couple of dimensions: first, they think and act long term. Second, they'd solve - not hide - problems.
  • 104.
    96 Chapter 6: SelfReflection 6.1. Introduction Self reflection is very important to be success in any work. Self reflection is a process of personal beliefs, values, learning and experiences and implementation into the work. In the competitive world, it‟s a key to success and a tool to be standing alone and take some attention away into the direction. Through this self reflection we are able to judge ourselves. The report helped the researcher a lot in revealing skills through brain storming, reading, learning and in developing communication and time management skill. 6.2 Choosing and Formulation of Research Topic: The researcher selected the topic employee motivation and customer satisfaction in HSBC bank. Now-a-days employee motivation and customer satisfaction are very important for specially service organization. Motivated employee can ensure customer satisfaction. People are the most important element in modern organization and the success depends on how they react and work in a team. The research area covered both motivation and employee satisfaction and employee dissatisfaction. Researcher found out the motivational factor for employees satisfaction and dissatisfaction as well. This learning from the research will help a lot to work in any organization where employee motivation and customer satisfaction are the key issues. 6.3 Critically Reviewing the Literature: For any research this part is very crucial. To do research we must need to know what has been done in this particular field of study. By doing this research, the researcher has got the opportunity to come across contradictory books and journals interrelated to motivation, job satisfaction and dissatisfaction which helped him in to develop a detail concept in this field of study. Critically reviewing of literature has made the learning completely connected to employee fulfilment and motivation of employees. The researcher also learnt theories and which enabled
  • 105.
    97 him to graspthe idea and prepare him for the job market and to become a manager. These conceptions have individual interest as they can be useful in work place particularly if any job is human interaction related. 6.4. Designing of the research method: The next step for any research is to design the methodology for the researcher and to develop the own researcher methodology. This research gave the opportunity to different research methodology such as deductive and inductive research approach. In this Research already selected deductive approach which is exactly goes with the research topic. As the research is directly related to the resolution of organizational issues. This research paper would be help to beneficiary in understanding the research strategies and methodology which will be very helpful to do further research. 6.5. Designing questionnaire After having the theoretical structure with questionnaire which based on literature review on the basic area under discussions are collecting data for further analysis to get findings and recommendation. Questionnaire design was really a challenging task, because of the questions needs to have relevant with the conceptual framework. On the other hand, the questionnaire must have been very short, clear and understandable. 6.6. Data analysis After collecting data, the most important work was to manipulate and analyze the data that data in a logical way. The data was critically analyzed and presented using the developed concepts from the literature review on the topic of job satisfaction and motivation of employees. This data analysis and presentation helped the researcher in summarizing the data in various ways. This technique will also be very useful to work in any workplace.
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    98 6.7. Writing areport Writing a report on very specific topic is a very common in the modern education system. Learning of writing a report is very essential for any business graduate because it has practical implication on the job. A report writing skill is an important function in developing his professional career. This report will help for researcher in improving his vocabulary and also helped developing the writing skill. As a advanced level study any proper report, which is include relevant information without conversation, meeting. This research will help to developing writes any specific research-based information that will applied to work as an institution or company level professionals. 6.8. Conclusion This report skill can be very helpful for the future any relevant project, it will be work in management field. In this way he learnt a unique technique to present ideas and to summarize it in a logical way. After completing this research he feels confident, skilled to work on any professional‟s field with more confidently he can exchange a few word as a bold. Masters of Business Administration (MBA) is a world rehabilitated professional degree which is related with knowledge of practical business practices. In several company MBA degrees become a pre-qualification to run the career. If any individual striving who wish to work successfully and want to fulfilment goal to career in business management or administrative position, the MBA programme is a top priority. For the drive of career the researcher enrolled MBA programme in 2009. The main goal was achieve knowledge and skills business sector to be a business leader vibrant business surroundings. Whenever researcher joined the programme, it was really revealed that MBA opened prospect of upgrading future business plan with difference professional skill, new people and new management network. First it was quite feel difficult because different teaching and learning model. Kolb‟s (1984) give explanations that, every individual people by a different nature and a exacting learning style; and it mentioned four learning successions which that applicable any learner. While his sophisticated experimental learning theory model (ELT), Kolb‟s explained
  • 107.
    99 three stages ofperson progress, people anticipated that human susceptibility make your mind up and the four learning stages get better output go through their learning period. Practise of Kolb‟s (1984) model the researcher understand that, his learning approach mostly two axis of Kolb continuum which is showing (Appendix-8), it main learning approach is processing communication which behind the concept of how people approaching task. Active experimentation and Reflective observation (east-west axis of Kolb‟s continuum), this process after reading, learning what is get from learning room then try to make new something‟s by own self and Concrete experience and Abstract conceptualisation (north-south axis of Kolb‟s continuum), it is apply to knowledge obtain to coursework all the way through analysis of case study, examination from all work out. However, learning knowledge is not only reading and deliberation; it engages ability to apply what has been learnt in to memory. It is having the ability to apply all intelligence things whenever it becomes necessary. The researcher strongly believes that without learnt cognitively not possible to conduct this research. On the other hand researcher gained lots of knowledge from his Research Skill Analysis (RSA) which is vital point to successfully done this job. The researcher confidently believe that, completing this research he learnt lots of critical business concept which will be able to work any challenging position where is he can proof his youthful vibrancy and dynamic skills.
  • 108.
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    106  Lawrence G.Hrebinisk and Michael Roteman (December, 1973) A Study of the Relationship Between Need Satisfaction and Absenteeism Among Managerial Personnel, Journal of Applied Psychology, pp. 381-383.  Patton, M. Q. (1990) Qualitative Evaluation and Research Methods. 2nd edition. Newbury Park, CA, Sage.  Kirkpatrick, D. L (2006) Improving employee performance through appraisal and coaching, illustrated 2nd Edition, AMACOM Div American Mgmt Assn  Spector, P. (1997). Job Satisfaction: Application, assessment, Cause, and Consequences. London: SAGE  Pritchard, R. & Ashwood, E. (2008). Managing Motivation: A Manager’s Guide to Diagnosing and Improving Motivation. Lincoln: CRC Press.  Christensen, C. and Brower, J. (1996) „Customer Power, Strategic Investment and The Failure of Leading Firms‟, Strategic Management Journal, vol. 17, no. 3, pp. 197-218.  Suzan, D. (1999) Keeping Your Valuable Employees: retention strategies for your organization’s most important resource. Illustrated. New York, John Wiley and Sons.  McKenna, F. E. (2000). Business Psychology and Organizational Behavior: A Student Handbook. New York: Psychology Press.  Mullins, L. J. (2007) Management and Organisational Behaviour, 8th Edition, Pearson Education  Friday, S. and Scotts, D.G. (1994) Quality Facility Management: a marketing and customer service approach. Illustrated. Toronto, John Wiley & Sons.  Locke, E. A. (1969). What is job satisfaction? Organizational Behaviour and Human Performance. 4, 309 – 336.  Sekaran, U. (1992) Research Methods for Business: a Skill-Building Approach. 2nd edition. New York, Wiley.  Cristoal, E. Flavian, C., and Guinaliu, M., (2005). Measuring the Service Quality of e- banking portals, International Journal of Bank Marketing, Vol. 23, No. 2, pp. 153-175.  Zeithmal, V. A., (2000). Service Quality, Profitability and the economic worth of customers: What we know and what need to learn, Journal of the Academy of Marketing Science, Vol. 28, No. 1, pp. 67-85.
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  • 116.
    108 Appendix Appendix 1: Questionnaire Designing: 1.Here are 10 Motivation factors. Please rank those factors from Number 1 to 10 according to your own view: (rank 1 the most motivated)  Interesting work  Good wages  Full appreciation of work done  Job security  Good working conditions  Promotions and growth in the organization  Feelings of being in on things  Personal loyalty to employees  Tactful discipline  Sympathetic help with personal problems 2. Here are 10 factors that may cause you for the dissatisfaction in the job. Please rank those factors from Number 1 to 10 according to your own view: (rank 1 the most dissatisfaction)  Lack of appreciation  Too much paperwork  Problems with supervisors  Poor pay and benefits  Lack of training  Lack of opportunity  Fairness  Problems with coworkers
  • 117.
    109  Commute  Boringjob 3. The factors that you think are the most effective actions HSBC can take to improve retention were: (Mark √ them any of you believe should be implemented in HSBC, if you think those are already exist in HSBC, then you can even mark only the last option)  Train managers better  Listen more  Try something new  Pay more  Select managers better  Set the example  Hire better people  Improve benefits  All exists
  • 118.
    110 Appendix 2: 4. Doyou think HSBC management: (mark √ the answer you think best fit for the management in HSBC ) a) Lead by example and be passionate and energetic about their organisation, their work, and their employees? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all b) Show trust and respect to their staff? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all c) Act as an advocate? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all d) Provide competitive and realistic salaries? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all e) Reward achievements? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all f) Provide opportunities for job enlargement and enrichment? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all g) Redesign jobs to expand opportunities for self-control, self-direction, challenge, and responsibility? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all h) Provide the resources and support necessary for employees to complete work to the levels required by the organisation? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all i) Plan for advancement opportunities for employees and support mentoring? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all j) Provide professional development opportunities? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all k) Promote and provide two-way feedback? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all
  • 119.
    111 l) Encourage humourand creativity in the workplace? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all m) Address stress and burnout? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all n) Implement work/life balance initiatives? ● Absolutely ● Very Often ● Sometimes● Very rare ● Not at all Appendix 3: 5. Do you think HSBC management: (mark √ the answer you think best fit for the management in HSBC ) a) I am happy with the timings of my shift in HSBC. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree b) I feel enthusiastic/ energized while working in HSBC. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree c) I am satisfied with the salary HSBC offered me. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree d) The amount of work I am expected to do on my job is reasonable. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree e) I understand the day-to-day goals/ tasks of my department. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree f) I am satisfied with the team spirit in my work environment. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree
  • 120.
    112 g) I amsatisfied with the morale of the staff with whom I work. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree h) I am satisfied with the professionalism of the staff with whom I work. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree i) I feel that the individual differences like gender, race and educational background are respected in HSBC a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree j) I feel pretty secure while working in HSBC (job security). a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree k) With this job I am able to maintain a reasonable balance between family life and work life. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree l) I am satisfied with the attitude of my direct supervisor. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree m) My supervisor listens and responds to the issues that are most important for me. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree n) My supervisor always helps me whenever I have problems with my job. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree o) I am satisfied with the reasonable recognition I receive for my contributions at work. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree
  • 121.
    113 p) HSBC offersgreat flexibility (hours and working conditions). a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree q) I would recommend HSBC to others as a great place to work. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree r) I feel that HSBC cares about its staff. a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree s) I enjoy working in HSBC on the whole a. ●Strongly ●Agree Agree ●Not Sure ●Disagree ●Strongly Disagree
  • 122.
    114 Appendix 4: Do youthink HSBC management: (mark √ the answer you think best fit for the management in HSBC ) 1. How much do you rate HSBC on the following attributes? Well below average Below Average Average Above Average Excellent Customer service Professionalism Quality of Products/Services Understanding customers' needs Sales staff Service charges
  • 123.
    115 56 44 0 10 20 30 40 50 60 Male Female Percentage ofMale and FemalePercentage 50 15 10 8 17 0 10 20 30 40 50 60 1 Strongly Agree Agree Not Sure Disagree Strongly Disagree Appendix 5: Measurement of Satisfaction: Male 56 Female 44 I am satisfied with the salary HSBC offered me. Strongly Agree Agree Not Sure Disagree Strongly Disagree 50 15 10 8 17
  • 124.
    116 40 25 20 10 5 0 5 10 15 20 25 30 35 40 45 Strongly Agree Agree Not SureDisagree Strongly Disagree Series1 I am happy with the timings of my shift in HSBC. Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 I feel enthusiastic/ energized while working in HSBC. Strongly Agree Agree Not Sure Disagree Strongly Disagree 35 15 15 22 13 35 15 15 22 13 0 5 10 15 20 25 30 35 40 Strongly Agree Agree Not Sure Disagree Strongly Disagree Series1
  • 125.
    117 The amount ofwork I am expected to do on my job is reasonable. Strongly Agree Agree Not Sure Disagree Strongly Disagree 35 25 20 15 5 I understand the day-to-day goals/ tasks of my department. Strongly Agree Agree Not Sure Disagree Strongly Disagree 30 26 20 19 5 I am satisfied with the team spirit in my work environment. 35 25 20 15 5 0 5 10 15 20 25 30 35 40 Strongly Agree Agree Not Sure Disagree Strongly Disagree Series2 Series1 30 26 20 19 5 0 5 10 15 20 25 30 35 Strongly Agree Agree Not Sure Disagree Strongly Disagree Series1
  • 126.
    118 Strongly Agree Agree Not Sure Disagree Strongly Disagree 50 25 1010 5 I am satisfied with the morale of the staff with whom I work. Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 50 25 10 10 5 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Series1 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree Morale of staff
  • 127.
    119 I feel thatthe individual differences like gender, race and educational background are respected in HSBC Strongly Agree Agree Not Sure Disagree Strongly Disagree 45 20 20 10 5 I feel pretty secure while working in HSBC (job security). Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 40 25 20 10 5 0 10 20 30 40 50 Strongly Agree Agree Not Sure Disagree Strongly Disagree Job Security in HSBC Series1 45 20 20 10 5 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree Morale of staff
  • 128.
    120 With this jobI am able to maintain a reasonable balance between family life and work life. Strongly Agree Agree Not Sure Disagree Strongly Disagree 26 25 24 15 10 I am satisfied with the attitude of my direct supervisor. Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 My supervisor always helps me whenever I have problems with my job. Strongly Agree Agree Not Sure Disagree Strongly Disagree 37 25 23 10 5 26 25 24 15 10 0 10 20 30 40 50 Strongly Agree Agree Not Sure Disagree Strongly Disagree Job Security in HSBC Series2 Series1 40 25 20 10 5 0 20 40 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Satisfied with direct superisor Series1
  • 129.
    121 HSBC offers greatflexibility (hours and working conditions). Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 I would recommend HSBC to others as a great place to work. Strongly Agree Agree Not Sure Disagree Strongly Disagree 33 23 20 12 12 37 25 23 10 5 0 10 20 30 40 Strongly Agree Agree Not Sure Disagree Strongly Disagree Supervisor always help Series1 0 10 20 30 40 50 Strongly Agree Agree Not Sure Disagree Strongly Disagree HSBC offers great flexibility Series1
  • 130.
    122 20 27 25 15 13 StronglyAgree Agree Not Sure Disagree Strongly Disagree HSBC cares about the staffs Series1 I feel that HSBC cares about its staff. Strongly Agree Agree Not Sure Disagree Strongly Disagree 20 27 25 15 13 I enjoy working in HSBC on the whole Strongly Agree Agree Not Sure Disagree Strongly Disagree 40 25 20 10 5 33 23 20 12 12 Strongly Agree Agree Not Sure Disagree Strongly Disagree HSBC is a great place to work Series1
  • 131.
    123 20 10 30 15 20 25 10 20 5 10 3 1010 25 10 30 17 25 20 15 20 20 20 15 40 30 35 25 40 25 0 5 10 15 20 25 30 35 40 45 Customersatisfaction survey reslut Well below average Below Average Average Above Average Excellent Appendix 6: Customer Satisfaction: 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree I enjoy working in HSBC Well below average Below Average Average Above Average Excellent Total participants Customer service 20 10 10 20 40 100 Professionalism 10 20 25 15 30 100 Quality of Products/Services 30 5 10 20 35 100 Understanding customers' needs 15 10 30 20 25 100 Sales staff 20 3 17 20 40 100 Service charges 25 10 25 15 25 100
  • 132.
    124 35 30 20 5 10 0 0 00 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 0 0 10 20 30 40 Very likely Somewhat likely Neutral Somewhat unlikely Very unlikely Will you recommend us? Series1 Series2 Series3 Series4 Series5 Series6 50 20 20 10 0 10 20 30 40 50 60 Highly satisfied Somewhat dissatisfied Neutral Highly dissatisfied Percentage Satisfactionleveel Overall satisfaction Very likely 35 Somewhat likely 30 Neutral 20 Somewhat unlikely 5 Very unlikely 10 Total Number of participants 100 Highly satisfied 50 Somewhat dissatisfied 20 Neutral 20 Highly dissatisfied 10
  • 133.
    125 25 35 25 45 50 10 40 50 20 100 100 100100 100 100 100 100 100 0 20 40 60 80 100 120 Appendix 7: The factors that you think are the most effective actions HSBC can take to improve retention: Number person suggested Total participants Train managers better 25 100 Listen more 35 100 Try something new 25 100 Pay more 45 100 Select managers better 50 100 Set the example 10 100 Hire better people 40 100 Improve benefits 50 100 All exists 20 100
  • 134.
    126 10 15 10 5 10 20 5 15 3 7 0 5 10 15 20 25 Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Rank 7 Rank 8 Rank 9 Rank 10 Series1 Dissatisfaction Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Rank 7 Rank 8 Rank 9 Rank 10 Lack of appreciation 10 1510 5 10 20 5 15 3 7 Too much paperwork 7 15 12 5 17 10 5 15 7 7 Problems with supervisors 5 8 10 15 10 20 8 15 5 4 Poor pay and benefits 10 15 10 5 10 20 5 15 3 7 Lack of training 13 23 10 5 11 16 5 6 4 7 Lack of opportunity 10 15 10 5 10 20 5 15 3 7 Fairness 10 15 10 5 10 20 5 15 3 7 Problems with coworkers 7 15 11 5 10 17 5 20 3 7 Commut e 9 12 16 5 10 18 5 15 3 7 Boring job 10 15 10 5 10 20 5 15 3 7 Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Rank 7 Rank 8 Rank 9 Rank 10 Lack of appreciation 10 15 10 5 10 20 5 15 3 7
  • 135.
    127 50 15 10 8 17 20 27 25 15 13 Strongly AgreeAgree Not Sure Disagree Strongly Disagree the relationship is 0.6906 Appendix 8: Relationship of employee with HSBC 1 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I am satisfied with the salary HSBC offered me. 50 15 10 8 17 0.6906 The amount of work I am expected to do on my job is reasonable. 35 25 20 15 5 2 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I am satisfied with the salary HSBC offered me. 50 15 10 8 17 (0.0096)I feel that HSBC cares about its staff 20 27 25 15 13 50 15 10 8 17 35 25 20 15 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree the relationship is 0.6906
  • 136.
    128 50 15 10 8 17 33 23 20 1212 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is 0.8245 50 15 10 8 17 33 23 20 12 12 0 10 20 30 40 50 60 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is 0.8245 3 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I am satisfied with the salary HSBC offered me. 50 15 10 8 17 0.8245 I would recommend HSBC to others as a great place to work 33 23 20 12 12 4 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I am satisfied with the salary HSBC offered me. 50 15 10 8 17 0.7873 HSBC offers great flexibility (hours and working conditions) 40 25 20 10 5
  • 137.
    129 40 25 20 10 5 40 25 20 10 5 Strongly Agree AgreeNot Sure Disagree Strongly Disagree Relationship is positive 5 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I enjoy working in HSBC on the whole 40 25 20 10 5 1.0000HSBC offers great flexibility (hours and working conditions) 40 25 20 10 5 6 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I enjoy working in HSBC on the whole 40 25 20 10 5 0.5703I feel that HSBC cares about its staff. 20 27 25 15 13 40 25 20 10 5 20 27 25 15 13 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is positive
  • 138.
    130 40 25 20 10 12 33 23 20 12 5 0 10 20 30 40 50 60 StronglyAgree Agree Not Sure Disagree Strongly Disagree Relationship is 0.8245 40 25 20 10 5 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree relationship is strongly postive 7 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I enjoy working in HSBC on the whole 40 25 20 10 5 0.9915I would recommend HSBC to others as a great place to work 33 23 20 12 12 8 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I enjoy working in HSBC on the whole 40 25 20 10 5 1.0000I am satisfied with the attitude of my direct supervisor 40 25 20 10 5
  • 139.
    131 40 25 20 10 5 40 25 20 10 5 Strongly Agree AgreeNot Sure Disagree Strongly Disagree Relationship is positive 40 25 20 10 5 40 25 20 10 5 Strongly Agree Agree Not Sure Disagree Strongly Disagree Relationship is positive 9 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I enjoy working in HSBC on the whole 40 25 20 10 5 0.8864With this job I am able to maintain a reasonable balance between family life and work life. 26 25 24 15 10 10 Statement Strongly Agree Agree Not Sure Disagree Strongly Disagree Correlation I enjoy working in HSBC on the whole 40 25 20 10 5 1.0000I feel pretty secure while working in HSBC (job security). 40 25 20 10 5
  • 140.
  • 141.
    133 Appendix – 10 GantChart Activity J u l y A u g u s t S e p t e b e r O c t o b e r N o v e m b e r Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Meeting with Supervisor for finding selection Reading Literature Research for Developing Literature Review Drafting & Finding Objective Negotiating Access Drafting & Writing Literature Review Arrange meeting with supervisor to check literature review Considering Research Method Distribution of Questionnaire Collection of Questionnaire Feedback Replying to Questionnaire Conducting Data Analysis Recording Finding Drafting Chapters Send draft to Supervisor Wait for feedback from Supervisor Finalizing Study Proof Reading Final confirmation from Supervisor Printing and Binding Submission