What drives customer satisfaction and business performance

Reference no: EM131013495 , Length: 3

Basically do as instructed in the word doc.

Data Analysis Exercise

Type: Individual Data Analysis using Kenexa Case provided on the course D2Lsite , Evaluation module. The questions to be answered are given below.

DO NOT ANSWER THE QUESTIONS GIVEN IN THE CASE DOCUMENT.

Questions:

1. Using the four exhibits (EX-1, EX-2, EX-3, and EX-4) that have been provided:

(a) What drives customer satisfaction and business performance at the National Choice Bank?

(b) What recommendations would you give the National Choice Bank to help improve its performance?

2. What is your evaluation of the applicability of the High Performance Model in this case?

EX-1

RESULTS OF CORRELATION ANALYSIS TO EXAMINE THE LINKAGE BETWEEN EMPLOYEE
SURVEY THEMES AND CUSTOMER SURVEY THEME

Customer survey themes

Employee survey themes	Service quality (cserq)	Teller (cbrtrel)	Branch (cbr)	Personal bankers (cbrpb)	Loyalty (cloy)
Customer orientation (ecuso)	0.25	0.31	0.24	0.25	0.24
Quality emphasis(equal)
Involvement (einvol)	-27	0.21			0.27
Training (etra)	0.24
Communication (ecomm)			0.24		0.24
Teamwork (eteam)		0.19
Engagement (eeng)		0.19	0.19
Intention to lent (eitl)		-0.19	-0.24	-0.17
Compensation and benefits (eben)

EX-2

RESULTS OF CORRELATION ANALYSIS TO EXAMINE THE EFFECT OF FREQUENCY OF CUSTOMER CONTACT ON THE EMPLOYEE - CUSTOMER LINKAGE

Customer satisfaction with service quality (cserq)

Employee survey theme

All Branches
(N = 128)

Branches where
customer visits are
more frequent
(ccon =1)
(N= 64)

Branches where
customer visits are
less frequent
(ccon = 0)

(N = 64)

Cutomer orientation (ecuso) .25** .35** .01

EX-3

RESULTS OF CORRELATION ANALYSIS TO EXAMINE THE LINKAGE BETWEEN EMPLOYEE
SURVEY THEMES AND THE TWO MEASURES OF BANK-BRANCH BUSINESS PERFORMANCE

Bank-branch performance

Employee survey themes			Bank-branch performance
	All Branches (N = 128)		Metropolitan Branches (N =⁸⁵)		Non-metropolitan Branches (N = 43)
	Teller productivity	Overall branch productivity	Teller productivity	Overall branch productivity	Teller productivity	Overall branch productivity
Customer orientation Quality emphasis Involvement Training Co=mmication Teamwork Enpgement Intention to leave Compensation and benefits	.12 .14 .23 22 .14 .16 .11 -.09 .02	.09 .07 .09 .08 .18• .13 .05 -.15 -.06	.17 .14 .21 .32•• .18 .23• .10 -15 .06	.12 .15 .09 .12 .24• .15 .06 -.26* -.05	.01 .09 .20 .01 .05 .04 .11 -.00 -.04	-.01 -.16 .02 -.03 .01 .12 .02 .03 -.06

EX-4

LINKING CUSTOMER SURVEY THEMES AND THE TWO MEASURES OF BUSINESS PERFORMANCE

Customer
survey
themes

All Branches
IN = 128)

Metropolitan Branches
(N = 85)

Non-enetropolitan Branches
(N = 43)

Teller
productivity

Overall
branch
productivity

Teller
productivity

Overall
branch
productivity

Teller
productivity

Overall
branch
productivity

Service quality

Teller Branch

Personal Banker

Loyalty

- 01

-.18'
-.14
-.14

.05
-.10

-.14

.00

-.16

-.17
-.13

.07

- 03

-.04
-.11

.09

-.08

.05
-.01

-.03

.08

-.14
-.08
-.07

.10

Attachment:- Data Analysis - Kenexa Case.pdf

Reference no: EM131013495

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