How Employee Motivation Impacts Customer Service at HSBC

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

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

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:

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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.

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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

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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.

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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.

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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.

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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.

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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

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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

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 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

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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.

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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/

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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
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
The third motivational factor that has been identified is that Personal loyalty to employees.
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.

53
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

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
From the questionnaire survey and analysis the researcher has found that good working condition
is the 7th

55
From the questionnaire survey and analysis the researcher has found that sympathetic help with
personal problem is the 8th
From the questionnaire survey and analysis the researcher has found that tactful discipline is the
9th
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
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.
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
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
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
respondents there are 20 who marked boring job is the number 6 factor for dissatisfaction.
Out of 100 respondents the researcher got 17 who marked too much paper work is the number 7

61
Figure: The ranked 7 dissatisfied factor identified is too much paper work
Figure: The ranked 8 dissatisfied factor identified is problem with coworker
respondents there are 25 who marked problem with coworker is the number 8 factor for
dissatisfaction.
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
respondents there are 25 who marked lack of training is the number 9 factor for dissatisfaction.
Figure: The ranked 10 dissatisfied factor identified is commute
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
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
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
Job Security in HSBC
Series1
0
5
10
15
20
25
30
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
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
Disagree
Supervisor always help
Series1
40
25
20
10
5
0
10
20
30
40
50
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
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
Disagree
HSBC cares about the staffs
Series1
40
25
20
10
5
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
satisfactory to me.
I feel that HSBC cares about its
staff.
0.0096
satisfactory to me.
I will recommend others to join
in HSBC
0.8245
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

How Employee Motivation Impacts Customer Service at HSBC

How Employee Motivation Impacts Customer Service at HSBC

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