Basically do as instructed in the word doc.
Data Analysis Exercise
Type: Individual Data Analysis using Kenexa Case provided on the course D2Lsite , Evaluation module. The questions to be answered are given below.
DO NOT ANSWER THE QUESTIONS GIVEN IN THE CASE DOCUMENT.
Questions:
1. Using the four exhibits (EX-1, EX-2, EX-3, and EX-4) that have been provided:
(a) What drives customer satisfaction and business performance at the National Choice Bank?
(b) What recommendations would you give the National Choice Bank to help improve its performance?
2. What is your evaluation of the applicability of the High Performance Model in this case?
EX-1
RESULTS OF CORRELATION ANALYSIS TO EXAMINE THE LINKAGE BETWEEN EMPLOYEE
SURVEY THEMES AND CUSTOMER SURVEY THEME
Customer survey themes
| Employee survey themes |
Service quality (cserq) |
Teller (cbrtrel) |
Branch (cbr) |
Personal bankers (cbrpb) |
Loyalty (cloy) |
| Customer orientation (ecuso) |
0.25 |
0.31 |
0.24 |
0.25 |
0.24 |
| Quality emphasis (equal) |
|
|
|
|
|
| Involvement (einvol) |
-27 |
0.21 |
|
|
0.27 |
| Training (etra) |
0.24 |
|
|
|
|
| Communication (ecomm) |
|
|
0.24 |
|
0.24 |
| Teamwork (eteam) |
|
0.19 |
|
|
|
| Engagement (eeng) |
|
0.19 |
0.19 |
|
|
| Intention to lent (eitl) |
|
-0.19 |
-0.24 |
-0.17 |
|
| Compensation and benefits (eben) |
|
|
|
|
|
EX-2
RESULTS OF CORRELATION ANALYSIS TO EXAMINE THE EFFECT OF FREQUENCY OF CUSTOMER CONTACT ON THE EMPLOYEE - CUSTOMER LINKAGE
Customer satisfaction with service quality (cserq)
|
Employee survey theme
|
All Branches
(N = 128)
|
Branches where
customer visits are
more frequent
(ccon =1)
(N= 64)
|
Branches where
customer visits are
less frequent
(ccon = 0)
(N = 64)
|
Cutomer orientation (ecuso) .25** .35** .01
EX-3
RESULTS OF CORRELATION ANALYSIS TO EXAMINE THE LINKAGE BETWEEN EMPLOYEE
SURVEY THEMES AND THE TWO MEASURES OF BANK-BRANCH BUSINESS PERFORMANCE
Bank-branch performance
|
Employee
survey themes
|
|
|
Bank-branch performance
|
|
|
|
All Branches
(N = 128)
|
Metropolitan Branches
(N =85)
|
Non-metropolitan
Branches
(N = 43)
|
|
Teller
productivity
|
Overall
branch
productivity
|
Teller
productivity
|
Overall
branch
productivity
|
Teller
productivity
|
Overall
branch
productivity
|
|
Customer orientation
Quality emphasis
Involvement Training Co=mmication Teamwork Enpgement
Intention to leave
Compensation and benefits
|
.12
.14
.23
22
.14
.16
.11
-.09
.02
|
.09
.07
.09
.08
.18•
.13
.05
-.15
-.06
|
.17
.14
.21
.32••
.18
.23•
.10
-15
.06
|
.12
.15
.09
.12
.24•
.15
.06
-.26*
-.05
|
.01
.09
.20
.01
.05
.04
.11
-.00
-.04
|
-.01
-.16
.02
-.03
.01
.12
.02
.03
-.06
|
EX-4
LINKING CUSTOMER SURVEY THEMES AND THE TWO MEASURES OF BUSINESS PERFORMANCE
|
Customer
survey
themes
|
All Branches
IN = 128)
|
Metropolitan Branches
(N = 85)
|
Non-enetropolitan Branches
(N = 43)
|
|
Teller
productivity
|
Overall
branch
productivity
|
Teller
productivity
|
Overall
branch
productivity
|
Teller
productivity
|
Overall
branch
productivity
|
|
Service quality
Teller Branch
Personal Banker
Loyalty
|
- 01
-.18'
-.14
-.14
06
|
.05
-.10
-.14
11
|
.00
-.16
-.17
-.13
.07
|
02
- 03
-.04
-.11
.09
|
-.08
.05
-.01
-.03
|
.08
-.14
-.08
-.07
.10
|
Attachment:- Data Analysis - Kenexa Case.pdf