Introduction

NIB Bank Limited started as NDLC-IFIC Bank Ltd. which was incorporated
in March 2003 as a public limited company. It started operations in October
2003 when all assets, liabilities, rights and obligations of the former National
Development Leasing Corporation (NDLC) and Pakistan operations of IFIC Bank were
amalgamated with and into the Bank with a paid up capital of Rs.1.2bn. In April
2004 the Pakistan operations of Credit Agricole Indosuez were also amalgamated
with and into NIB. In March 2005 Temasek Holdings of Singapore acquired 25%
shareholding in NIB Bank, through Bugis Investments.

NIB Bank's vision is to rank amongst the top 5 banks in the country. Therefore
towards the end of June 2007 it acquired majority shares of PICIC with the aim of
merging PICIC and its commercial banking subsidiary PICIC Commercial Bank
Limited (PCBL) into NIB. The acquisition was financed through the country's largest
private sector rights issue, with resultant increase in NIB's paid up capital to Rs.22.0
bn. The PICIC acquisition bought with it another subsidiary "PICIC AMC" and an
affiliate "PICIC Insurance".

The legal merger of PICIC & PCBL into NIB took place on December 31, 2007, once
all regulatory approvals were in place. NIB Bank continues to be led by Khawaja
Iqbal Hassan, supported by four business heads and ten business enabling function
heads. The merger resulted in a vastly expanded branch network and total assets of
Rs 176.6 bn on merger date. NIB has the highest paid up capital of Rs. 40.4 bn
amongst all banks in Pakistan. Merger synergies include lower cost deposits,
enhanced customer service delivery channels and overall improved efficiencies.

Mission Statement

To improve the quality of life for million

Vision statement

To be the most admired Financial Institution in Pakistan

Our values

• Passion

• Respect

• Integrity

• Excellence

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 • Fairness

Quality for NIB bank

NIB Bank is an exemplary provider to business and industry offering high
quality expertise and service along with innovative Banking solutions,
which in turns supports economic development.

• At NIB Bank, we value our Human Capital and ensure that employees in every
functional area of the bank have the required skills & competencies to deliver
the business proposition to our customers.

• Our line managers / supervisors understand and take ownership of their

responsibility in day to day execution of their duties in managing, developing,
monitoring, engaging & leading their teams in the pursuit of our collective
goal of becoming the dominant financial institution in Pakistan.

• NIB provides a work environment which is inclusive and supportive, where

staff is highly valued and feel motivated, based on fairness, equity and
business needs.

• We encourage a culture which supports and builds mutually advantageous

alliances while continuously working to eliminate discrimination and promote
diversity and equality of opportunity.

Quality Approach

Quality Approach

Internal External
Approach Approach
External Approach

If we talk about the external approach NIB bank is focused on,

 External Customers

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  Valued product and services

 Customer retention

 Increased customer base

 Profitability and growth

Internal Approach

Talking about the internal approach adopted by the bank NIB is focused on,

 Bank its people and processes

 Efficiency and effectiveness in all aspects

 Profitability and growth

Quality Management

a) Creativity

Definition:
Is able to conceive original, imaginative and valuable ideas to solve problems and
improve processes.
LESS EFFECTIVE BEHAVIOUR
EFFECTIVE BEHAVIOUR INDICATOR
INDICATOR
MORE OF THIS LESS OF THIS

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Develops ideas and thinks through to
innovative conclusions.
Prefers to use tried and tested methods
Questions traditional thinking in order to to solve problems rather than think of
initiate new perspectives. new and innovative solutions.

Builds on information and ideas provided Sees opportunities as risks; talks about
by others. the dangers and risks rather than the
potential benefits.
Acts quickly to grasp and develop novel
opportunities. Actions ideas giving appropriate
thought only to short-term benefits and
Improvises effective solutions when faced immediate impact.
with ambiguous and difficult situations.
Is overly absorbed in own ideas; hence
Tests out ideas for practicality and is not as aware of the environment or
feasibility. important events as required.

Seeks out pools and thinkers and puts Over relies heavily on past experience;
them together to generate ideas; uses does not think laterally.
tools and techniques to simulate others’
creativity.

b) Continuous Learning

Definition:
A strong personal commitment to self-development reflected in an underlying
curiosity to know more about people, things, issues, stretching beyond what is
routine or required job knowledge.
LESS EFFECTIVE BEHAVIOUR
EFFECTIVE BEHAVIOUR INDICATOR
INDICATOR
MORE OF THIS LESS OF THIS

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Identifies skills needed for the future and
takes steps to develop self and others.
Over emphasizes the importance of won
Actively seeks professional development
professional development at the cost of
opportunities, both inside and outside
work priorities.
the organization.
Relies too heavily on own knowledge
Seeks opportunities to work with the
does not accept constructive feedback.
others of diverse backgrounds,
experience, viewpoints.
Sticks to own area of expertise rather
than broadening one’s focus.
Has personally established on-going
systems or habits for information
Develops oneself for tangible rewards
gathering through professional
rather than more and grow.
memberships, literature and contacts.
Waits for others to identify own
Sets clear personal development targets
development needs.
which focus on behavioral improvements
as much as professional / technical
Considers skills lifelong; continuously
skills.
resorts to tried and tested methods.
Volunteers for assignments which
Prefers to cover up mistakes rather than
contribute to individual learning goals.
seek feedback and learn.
Accepts and seeks feedback from
others; learns from past mistakes.

Customer
Focus
Dimensions
Followed by NIB Bank:
The dimensions considered important by the
NIB bank includes

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 Credibility

a. Credibility

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Credibility is important to demonstrate the good reputation of the bank.

b. Security

Security is another important matter to articulate the safety for the customers to
use the bank's ATMs anytime and to protect the credit card against unauthorized
use.

c. Empathy

Empathy or accessibility is another key related factor that enables customers to

deal with their banks more easily.

d. Communication

Communication dimension is also very important in NIB bank. It believes that when
the customer complains, the bank manger should be interested to listen to the
customer regarding their complaints through proper communication channels.
Understanding the customer is important for banks to make the efforts to know
customers and their needs.

e. Tangibility

Tangibility is another important dimension for NIB bank. For instance, "Customers
make inferences about the service quality on the basis of tangibles of the bank (the
buildings, the physical layout etc.), that surround the service environment because
these can have a significant impact on customers' affective responses.

f. Reliability

Reliability is also important in banking sector. NIB bank believes that when a bank
officer, for instance, says he/she will call the customer back in 10 minutes to solve
the problem, he/she should do so accordingly.

g. Responsiveness

Responsiveness is an important dimension for bank to resolve the problem of the

customers quickly and which is rare in our banking sector

h. Courtesy

Courtesy is important for bank employees to have a pleasant behavior and to show
the politeness consistently when answering the various questions of their
customers.

i. Assurance

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Assurance is also an important dimension that includes Good communication
Individual attention Customer understanding.

CUSTOMER SATISFACTION:

To check the satisfaction level of NIB customers we have designed a questionnaire

and get it filled by 50 customers. Our questionnaire covers almost every aspect
which helps to measure the contentment or satisfaction of customers. Important
aspects include:

• Quality of customer service

• Process of getting concerns resolved
• About information available on internet
• About customer service representative
• How they contact with the bank
• Do they quickly identify your problem
• About NIB’s product and services

1. In thinking about your most recent experience with the bank: was the quality of
customer service you received was satisfactory:

35%
30%
25%
20% quality of
15% custom er service
10% you received w as
5% satisfactory
0%
strongly agree disagree
agree

2. Was the process for getting your concerns resolved satisfactory?

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30%
25%
20%
Was the proce ss
15% for ge tting your
10% concerns
resolved
5%
satisfactory
0%
strongly agree disagree
agree

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3. Sufficient information was available on the internet to solve my problem.

25%

20%

15%
information on
10% internet

5%

0%
agree neutral disagree

4. The customer service representative was very courteous

27%
5. The
26% customer
25% service
24% service representative
representative handled my
23%
was courteous call quickly
22%
21%
strongly agree
agree

50%

40%

30%
quick response to
20% call

10%

0%
agree disagree

6. My phone call was quickly transferred to the person who could best assist me

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 30%
25%
20%
15% My phone call was
quickly transferred to
10% the person who could
5% best assist me

0%
strongly agree disagree
agree

7. The customer service representative was very knowledgeable

30%
25%
20%
15%
representative was
10% knowledgeable
5%
0%
strongly agree
agree

Analysis:
We have asked different questions to the customers to know that to what extent
they are satisfied with bank product and service quality. The graphical
representation shows that customers are highly satisfied with the quality of services
they have been given by bank but only few percentage of customers have shown
their dissatisfaction regarding services of NIB bank. Customers responses have
shown that customer service representatives are very courteous and
knowledgeable, their problems are identified and resolved quickly and they also told
us that if they need to talk on phone to solve a query, the customer service
representative try his level to provide them with the person who could best assist
them. NIB wants to give every ease and comfort to their customers so that if they
are not able to make visit to the bank to get their query resolved, the bank is
available.

When we asked question about information available on internet, it shows a high

percentage of customers almost 22% who do not avail internet facilities and some
of them are disagree that there is sufficient information on internet. Only few
customers are there who avail information available on internet.

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8 How likely are you to use/purchase [PRODUCT & SERVICES] again?

9. Would you recommend to others?

30%
25%
20% repurchase of
products and
15%
services
10% recommend to
5% others
0%
Definitely Probably Might or
Might not

We then asked them that how likely they are going to avail products and services
and also recommend to others. So we ascertained that customers have given
positive response 20% of them are sure to avail products and services but few of
them has given neutral response.

10. In your most recent customer service experience, how did you contact the
representative?

30%
25%
20%
15% how you contact w ith
the representative
10%
5%
0%
Inperson telephone

Graphical representation shows that customers are most likely to contact in person
or on telephone than any other mode of communication.

11. About how long did you have to wait before speaking to a representative?

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 40%
35%
30%
25%
20%
15% how long did you have to
10% w ait before speaking to a
5% representative
0%
Iw as taken w ith in 3m in 3-5m in
care
im mediately

The result shows that 35% of customers are highly satisfied and they believe that
they are taken care of immediately. Only minute percentage shows that they are
being kept on waiting for 3-5min before speaking to representative.

12. Did the representative

16%
14%
12%
10%
8%
6%
4% Did the representative helps
2%
0%
Quikly identify
my problem

This graph tells about the abilities of representative and it reveals that their
representatives are highly knowledgeable, quickly identify problems and get them
resolved with courtesy and professionalism.

13. Which of the following qualities of the service representative stood out (as being

25%

20%

15%
qualities of customer
10% service
representstive
5%

0%
Patient Listened Responsive
carefully

superior)?

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This graphical representation shows that the most important quality of NIB
representatives that stood out is that they listen their customers’ problem very
carefully always response in a positive tone and patiently, they never get
aggressive.

14. What qualities of the customer service representative irked you?

40%
35%
30%
25%
20% qualities of the
15% customer service
10% representative irked
5% you
0%
Not No Other
patient qualities
irked me

The qualities of customer service representative that mostly irked. Few of the
customers believe that they are not patient and always in hurry especially when we
talk on phone. Very high percentage shows that there is nothing that irked them

15. The customer service

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 25%
20%
15%
10%
5%
The custom er service
0%
Gave m e the Gave unclear No
w rong answ ers im provem ent
inform ation needed

The question was asked that whether the customer service representative misleads
you and needs any improvement. We ascertain that very few between 0% to 10%
customers said that they were mislead or they have been given unclear information.
On the other side more than 20%customers said that no improvement is needed.

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Products and services offered for
Customers
Following are the products and services provided by NIB Bank

1. LIFE BANKING

Life banking will assist the customer in managing all their banking needs at their
office. Now they no longer have to stand in long queues or stuck in traffic jams.
Life banking would take care of their financial matters, giving more comfort to
their life. It includes Life salary account, Life guard, life auto financing, life
corporation loan, Life profit account.

2. SALAAM BANKING

By saying Salaam they mean to pay homage to the people belonging to self
employed mass market which includes small enterprises as well (retailers,
traders & services). We commit to serve these hard working people with a strong
belief that we are “privileged” to be their banking partner. By assisting them in
their business financial needs, by providing them basic and advanced banking
services at their door step. Accounting opening with no minimum balance
requirement.

3. COMMUNITY BANKING

Community banking offers a wide array of NIB products and services made
available in your local community. NIB believe that people who live and work in
proximity with you understand your needs better. Being embedded within your
local community, NIB is aware of your daily challenges and is prepared to
provide you financial solutions.e.g NIB gold premier account, NIB azadi
account,NIB amanat,Agriculture loan

4. SME AND COMMERCIAL BANKING

NIB offers a diverse range of products catering to private sector enterprises

having an annual sales turnover between PKR 30 Million to PKR 1 Billion. NIB at
SMEC has aimed to become a dominant player in Pakistan with an aggressive
growth line equipped with teamwork and full inculcation of sales and credit
programs.
NIB offers the safest option to place your deposit (CA, SA & TD) at their
branches. NIB provides one window solution, where you cannot just avail loans to
cater your regular business or trade requirements but they can also enjoy chain
management benefits through their extensive branch distribution footprints.

5. TREASURY AND CAPITAL MARKET GROUP

NIB Bank Limited boasts one of the finest Treasuries in Pakistan, providing
corporate and individual clients with a wide selection of products ranging from

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the traditional to the customized. From products that meet the demands of
liquidity, cash flow management, interest rate fluctuations and risk management
etc. to specialized Investment Services. NIB Bank Limited Treasury also provides
full foreign exchange service available in all major currencies with the ability to
monitor and track prices.

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 Human Resource Management

Training Programs for Employees

Talent Development and Training by Human Capital
Optimization Group (HCOG)
The Talent Development Function was formulated at the beginning of 4th quarter
2007 within HCOG to develop the potential of our workforce through skill / technical
trainings aimed at enhancing the workforce performance in relevant areas. This
would enable NIB to deliver on its business proposition of providing quality banking
experience to our valued customers. Since its inception the Talent Development
function has arranged, organized and delivered the following major training
initiatives:

 Cycles of Change

The Cycle of Change (COC) training program rollout was conducted by Iqbal Ali, Ali
Noman, Bushra Khilji and Syed Naveed-ul-Zafar from March to June 2008 for around
1100 participants. Participants comprised of countrywide CMM branch employees.
This 4/5 day program is geared towards inculcating a deeper understanding of CMM
banking functions, adding intrinsic value to all the individual communities that the
NIB branch network serves within the CMM segment. It also introduces a
relationship oriented banking proposition while at the same time imparting basic
product and front-end operational knowledge.

 Performance Management

The Performance Management training program was conducted countrywide by

Jawed Ausaf and Ivan Johns during March 2008 for around 356 participants. This
training program aimed at getting members of all the three merged entities
together on one platform in order to institute a unified system of performance
management for NIB, based on the same measuring tools and standards to be
followed for assessing, evaluating and managing staff.

 Professional Grooming

The program on Professional Grooming was conducted by Bushra Khilji from July to
October2008 for around 99 participants. The objective of this training program is to
enable employee’s to identify and practice preferred grooming skills and business
etiquette in the workplace enhancing self-confidence and encouraging positive
thinking to help with image building of NIB.

 General Banking Training Program

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General Banking Training Program rollout was conducted by the Institute of Bankers
Pakistan (IBP)for 356 employees from November to December 2007.This two day
training program was based on fresh concepts in various general banking areas
such as bankers’ obligation to customer, duty confidentiality, different aspects of
account opening and operations, details of inward/outward clearing process etc.

Other than the above, various training programs have been conducted by both in-
house trainers as well as external trainers.
In 2008 NIB has trained 5380 employees in various disciplines resulting in 12200
plus man days of training. Employee development will continue to be priority in NIB
and staff is encouraged to attend programs as and when they are announced.

 Fraud awareness training

Fraud Prevention Initiatives

• Upgraded version of “Fraud Prevention Policy” has been uploaded at NIB after
approval from BOD.

• FMG’s surprise branch visits to counter any misconduct / discrepancies.

• Special emphasis on the high risk areas of branches.

• Transaction monitoring practice in places prevention against account

takeover cases.

• Future Investments on Early Warning systems for Fraud Detection.

• Monthly vigilance of the Small & Medium Enterprises and Commercial.

Employee Involvement programs

A participative process that uses the entire capacity of employees and is designed
to encourage increase commitment to the organization success. Employee
involvement programs include the following.

• Participative management
• Representative Participation
• Quality circles
• Employee Stock Ownership Plans.

We asked the question from the employees to what extant you and your colleagues
feel that you can make decisions and solve problems without checking with your
managers? Basically this question is related to participative management that is
one of the types of employee’s involvement program to increase the involvement of
employee in decision making process Participative program are also very helpful to
increase the moral high and productive of the employee. In participative

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management employees are the trusted by the management and also increase the
management confidence on their employees. Participation increases commitment to
decision. Employees are less likely to undermine a decision at the time of
implementation if they share in making that decision and participative management
makes employees job more interesting and meaningful to them and participative
management increased productivity, improved quality and reduced costs.

Monthly quality circles are conducted where all the quality issues are addressed
ensuring quality in all aspects.

Employee’s Motivation
The process that accounts for an individual, intensity, direction and
persistent efforts towards attaining a goal.

Reward systems:

The only way employees will fulfill your dream is to share in the dream.
Reward systems are the mechanisms that make this happen. "However,
reward systems are much more than just bonus plans and stock options.
While they often include both of these incentives, they can also include
awards and other recognition, promotions, reassignment, non-monetary
bonuses (e.g., vacations), or a simple thank-you.

We asked the question related to rewards that how rewards motivate employees in
NIB Bank and we found that there are different kinds of rewards NIB Bank gives to
their employees which are as follows:

• Cash Bonuses
• Promotions
• Make team leader
• Increment in salaries
• Allowances like (Fuel allowance, mobile allowance)

We found one very different kind of reward in NIB Bank that they motivate their
employees whose performance is not up to the mark by giving them the salaries
equivalent to the market value of the any other employee of same rank so as to
motivate their employee.

Employees Satisfaction Level

In order to find out the satisfaction level of NIB Bank employees we have designed a
questionnaire and got it filled by 20 employees. Our questionnaire covered all the
important aspects related to the employee’s satisfaction. We have asked questions
like satisfaction level with

 Pay

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  Career progression at bank
 Benefits offered
 Process to determine the annual raises
 Prevailing reward system
 Environment
 Leadership styles
 Freedom
 Flexibility with respect to family responsibilities
 Training Programs etc

We asked the question from the employees related to reward system that to what
extent they are being recognized and rewarded on their good performance and how
these rewards motivate them to work. We ascertained that most of the
employees in NIB Bank are satisfied but very few of employees showed
that they are not rewarded for their performance but the overall result is
positive and this shows the level of motivation employees get from
rewards. Many of the employees told us they are being rewarded after
accomplishment of their sales target in such a way that their management take
them to the picnic or invite them for dinner and the rewards like picnic and dinner
from NIB’s management is being rewarded most frequently.

Here we also want to share that in NIB Bank we did not find the employee
recognition programs like (employee of the year, employee of the month) and we
feel that this kind of recognition program can also increase the level of motivation
and productivity of employees of NIB Bank.

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But in whole we discover that the employees of NIB Bank are very much satisfied
from rewards that are being given to them and the rewards in NIB Bank is based on
the performance of the employee except one that we mentioned above and in NIB
Bank most of the rewards are given to employees are of monetary nature and
Management of NIB Bank continuously appreciates the good work done by the
employees for the achievement of goals, which motivate the employees to worker
harder for the achievement of goals.

Satisfaction level with respect to other dimensions is also very high as it is evident
from the graph. Very few employees are dissatisfied.

LEADERSHIP STYLES

We asked different questions relating to the leadership style from NIB Bank
employees to know which leadership style their leader uses and we found that two
of the leadership styles that are task oriented and people oriented or relations-
Oriented. NIB Bank has the leaders that perform better in all situations and can
manage their teams more effective in favorable conditions and also in very
unfavorable conditions.

⇒ Task oriented leadership:

A highly task-oriented leader focuses only on getting the job done, and can be quite
autocratic. However, as task-oriented leaders spare little thought for the well-being
of their teams, this approach can suffer many of the flaws of autocratic leadership,
with difficulties in motivating and retaining staff.

⇒ People oriented or relations oriented:

This style of leadership is the opposite of task-oriented leadership: the leader is

totally focused on organizing, supporting and developing the people in the leader’s
team. However, taken to extremes, it can lead to failure to achieve the team's
goals. NIB is practicing the combination of both styles. And it is evident from the
graph that the satisfaction level with respect to leadership styles prevailing at the
bank is really very high.

⇒ Directive Leaders Behavior:

The most contributive behavior in leadership behaviors in NIB Bank was found to be
directive behavior which is being frequently used in the organization we targeted.
The benefit of using directive form of leadership which is characterized by greater
control, defining what needs to be done, allocating resources and establishing clear
expectations. The directive leadership behavior takes a more pragmatic approach to
handling affairs in NIB Bank and is characteristically utilized in corporate turn-
around situations.

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 ⇒ Supportive Leaders Behavior:

The second most contributory behavior in leadership behaviors in NIB Bank was
found to be supportive behavior.

Majority of the employees are highly satisfied with the role that their leaders are
playing at the bank and that is clearly evident from the graph above.

Some general questions have also been asked to judge their satisfaction level.

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 This table is clearly identifying that employees are really satisfied with the amount
of work expected from them, they are provided with the continuous feedback and
the most important thing that they are recognize as individuals. Only few of the
employees complained that they are not allowed to make decisions without
checking with the mangers.

NIB Bank is very flexible with respect to the employee’s family responsibilities as
95% of the employees have agreed upon this and proper training programs are also

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arranged to help them work efficiently. But 30% people reported that they are
experiencing discrimination at bank however 70% people were against it.

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 Conclusion
⇒ NIB Bank is a global bank which is also operating in Pakistan. As the
requirement of growing banking sector it is necessary to set challenging and
effective goals so as to become market leaders. Despite of setting
challenging goals the employees of NIB Bank are satisfied with these
challenging goals and performing well to achieve the goals which were
provided to them.

⇒ The management style in NIB Bank is kind of participative management in

which employees are given chance to share their ideas for decision making so
the NIB Bank is utilizing its employees by getting different ideas from
different employees this provides greater chances for getting better and
innovative ideas. Not only this but from this activity employees feel motivated
because they think they also have the authority in decision making process
and they are also a part of an organization. During the interview of an
employee NIB Bank he told us “All the employees here are given title of
relationship officer rather than any other designation and at the beginning of
each month the top level management visits every branch and arrange
meeting with all the employees of the branch and discuss the problems faced
by every employee and immediately tries to resolve the problem and this is
the major motivating factor for us”.

⇒ For motivating their employees management uses different types of

motivating tools the innovative ones we found are ESOP (Employees Stock
Ownership Plan) and the pay plan for less productive workers. By providing
ESOP the employees gains the ownership of an organization and work hard
not only for their benefit but also to maximize the profit of the organization.

⇒ The next thing about the pay plan for less productive workers the company
motivate their employees whose performance is not up to the mark by giving
them the salaries equivalent to the market value of the any other employee
of same rank.

⇒ As the motivation and reward systems are up to the expectation of the

employees so the employees are very much satisfied and don’t want to leave
the organization.

⇒ The leadership styles in NIB Bank are mixture of both the task oriented and
relationship oriented but it is little lien towards relationship oriented
leadership style.

⇒ Overall we concluded NIB Bank inherits strong organizational culture having

values for leaders and as well as for employees and customers and the
organization behavior is up to the mark for any company being in Pakistan.

Fatima Jinnah Women University 26

 Recommendations
 NIB Bank should offer training and development sessions for undergraduates;
this will help NIB Bank in future while recruiting employees.

 NIB should introduce “Dress-Down” day i.e. employees should be given

permission to wear dresses other than formal dresses on certain days so as to
make them relaxed while work.

 Customer retention: Customer retention is one of the main priorities for banks
today. With the entry of new players and multiple channels, customers have
become more discerning and less 'loyal' to banks. Given the various options,
it is now possible to open a new account within minutes. Or for that matter
shift accounts within a couple of hours. This makes it imperative that banks
provide best levels of service to ensure customer satisfaction. So NIB bank
should remain focused on continuous improvement.

 Perquisites and Allowances: the number of allowances and perquisites for the
employees should be increased to ensure that they put their body and soul in
the jobs assigned to them.

 The fresh hiring should be made permanent so that they are secured of their
future. Further the allowances and perquisites attached with the permanent
jobs will also increase the motivation level of the employees.

 Empowerment Of employees to participate more in the decision process.

 In order to implement total quality management, bank need to respect

a cultural change in direction, set the strategy and give employees a
chance to look at things differently.

 Reorganizing products and services according to customer requirements

Fatima Jinnah Women University 27

 Questionnaire

The questionnaire attached to this letter is a part of an academic research being

undertaken for the partial requirement of fulfillment of master’s degree at Fatima
Jinnah Women University Rawalpindi. The information collected through this
questionnaire will be treated as highly confidential. The identity of the respondent
will not be made public under any circumstances. The respondent is participating in
this research without constraint and does not undertaking this exercise as a
voluntary social service.

Gender: Male Female

Age: 18-25 26-35 36-45 Above 45

Q1.How many years have you been with the bank?

Less than one year

1 - 3 years
4 - 6 years
More than six years

Q1.How satisfied are you with...

Complet Very Somewh Neutr Somewh Very Complet

ely satisfi at al at dissatisfi ely
satisfied ed satisfied dissatisfi ed dissatisfi
ed ed
Your pay
      

Your
career       
progressio
n at the
bank thus
far
Benefits
offered by       
the bank
Process
used to       
determine
the annual

Fatima Jinnah Women University 28

 raises.
Reward
system       
prevailing
in the
bank

Q3.Satisfaction level with respect to the leadership styles:

Key: 1 =Strongly Agree; 2 = Agree; 3 =Neutral; 4 = Disagree; 5 = strongly

disagree

S.
N QUESTIONS 1 2 3 4 5
o
Tells group members what
1 they are supposed to do.     

Acts friendly with

2 members of the group.     
Sets standards of
3 performance for group     
members.
Helps others feel
4 comfortable in the group.     

Makes suggestions about

5 how to solve problems.     

Responds favorably to
6 suggestions made by     
others.
Makes his/her perspective
7 clear to others.     

8 Treats others fairly.     

Develops a plan of action

9 for the group.     

Behaves in a predictable
10 manner towards group     
members.

Fatima Jinnah Women University 29

 Supervisor encourages
11 high achievement by
S. reducing the fear of 
Strongl 
Agree 
Neutra 
Disagree 
Strongly
N failure. QUESTIONS y agree l disagree
o
Supervisor takes
12 responsibility
The Companyfor clearly
shaping     
1 conveys its mission to its     
the attitudes and
employees.
relationships among
The
different amount
departments of work
2 expected of you is     
reasonable.
It is easy to get along with
3 the colleagues in all     
departments
You can make decisions
and solve problems     
4
without checking with your
managers.
You are provided with the
5 continuous feedback to     
help u achieve.
Employees are not
threatened by the     
6
management to achieve
their sales target.
Do you feel that the
employees are recognized     
7
as individuals?

The bank clearly

8 communicates its goals     
and strategies to you.
The bank is flexible with
9 respect to your family     
responsibilities.
Would you refer to your
10 friend to apply for the job     
here?
Have you ever
11 experienced or observed     
any form of discrimination?
Proper training programs
12 are arranged to help you     
to work efficiently.
General Questions:

Fatima Jinnah Women University 30

 Questionnaire
The questionnaire attached to this letter is a part of an academic research being
undertaken for the partial requirement of fulfillment of master’s degree at Fatima
Jinnah Women University Rawalpindi. The information collected through this
questionnaire will be treated as highly confidential. The identity of the respondent
will not be made public under any circumstances. The respondent is participating in
this research without constraint and does not undertaking this exercise as a
voluntary social service.

Gender: Male Female

Age: 18-25 26-35 36-45 Above 45

Seri QUESTIONS Strongl Agree Neutra Disagree Strongly

al y agree l disagree
no.
1. In thinking about your
most recent experience
with the bank: was the     
quality of customer
service you received was
satisfactory?
2 Was the process for
getting your concerns     
resolved satisfactory?
3 Sufficient information
was available on the     
internet to solve my
problem.
4 The customer service
representative was very     
courteous
5 The customer service
representative handled     
my call quickly.
6 My phone call was
quickly transferred to the     
person who could best
assist me
7 The customer service
representative was very     
knowledgeable

Fatima Jinnah Women University 31

8 The waiting time for
having my question     
addressed was
satisfactory.

Q9.How likely are you to use/purchase [PRODUCT & SERVICES] again?

Definitely  probably Might or might not Probably not Definitely
not  Ever used

Q10.Would you recommend to others?

Definitely  probably Might or might not Probably not Definitely
not  Ever used

Q11.In your most recent customer service experience, how did you contact
the representative?
In person By telephone Internet  through a dealer or broker 
Other

Q12.About how long did you have to wait before speaking to a

representative?

I was taken care of immediately Within 3 min 3-5 min  5-10 min 
More than 10 min

Q13.Did the representative

Quickly identify my problem

Appear knowledgeable and competent
Help you understand the cause and solution to the problem
Handle issue with courtesy and professionalism

Q14.What would best describe your experience, when you called?

Kept me waiting on hold

Had to explain several times
Didn’t know how to handle the problem
Had to ask others
Spoke slowly
Others
No improvement needed

Q15.How many times did you have to contact customer service before the
problem was corrected?

Once Twice Three times More than three times

Q16.Overall, how satisfied are you with the customer service experience?

Fatima Jinnah Women University 32

Very satisfied Somewhat satisfied Neutral Somewhat dissatisfied
Very dissatisfied

Q17.Which of the following qualities of the service representative stood

out (as being superior)?

Patient Enthusiastic Listened carefully Friendly Responsive Other

Q18.What qualities of the customer service representative irked you?

Not patient
Not enthusiastic
Didn’t listen carefully
Unresponsive
Other
No qualities irked me

Q19.The customer service

Gave me the wrong information

Didn’t understand the question
Gave unclear answers
Couldn’t solve problem
Disorganized
No improvement needed
Other

Q20.Over the next 12 months, how likely are you to replace your (BANK)
with another (BANK)?

Certain
High chance
Equal chance
No chance
Never

Fatima Jinnah Women University 33