Introduction

All over the world the dimension of Banking has been changing rapidly due to Deregulation, Technological innovation and Globalization. Banking inBangladeshhas to keep pace with the global change. Now Banks must compete in the market place both with local institutions as well as foreign ones. To survive and thrive in such a competitive banking world, two important requirements are development of appropriate financial infrastructure by the central bank and development of “professionalism” in the sense of developing an appropriate manpower structure and its expertise and experience. To introduce skilled Banker, only theoretical knowledge in the field of banking studies is not sufficient. An academic course of the study has a great value when it has practical application in real life situation. So, I need proper application of my knowledge to get some benefit from my theoretical knowledge make it more tactful.

The objectives of the study are as follows:

Broad Objective:

 The broad objective of the report is to know about the Co-relation between Employee and Customer Satisfaction of Agrani Bank Ltd.

Specific Objective:

 To know about the customers’ and employees’ reliability on service quality of Agrani Bank ltd.

 To know about the customers’ and employees’ responsiveness on service quality of Agrani Bank.
 To know about the customers’ and employees’’ assurance on service quality of Agrani Bank ltd
 To know about the customers’ and employees’ empathy on service quality of Agrani Bank ltd.
 To know about the customers’ and employees’ tangibles on service quality of Agrani Bank ltd.
 To analyze the customers’ and employees’ satisfaction of service quality of Agrani Bank ltd.
 To make recommendations for improving the quality of different services

Provided to the customers’ and employees’ by Agrani Bank

Sources of Data Collection

The study was conducted based on both the primary and secondary sources of information.

Primary data

I gathered primary data from the customers and employees when they came for services at the office of Agrani Bank mirpur branch. I provided questionnaire to those customers and employees who were interested in participating in the survey.

Secondary data

Annual reports of Agrani Bank, online articles /website of Agrani bank ltd.

Methodology

Research Design

My research is a Descriptive research. I have selected this topic and at first make an exploratory research. I just collected data and made the report.

Survey method

I made a detailed questionnaire for my survey. I have collected the data both from secondary source and primary source.

Sample size

For conducting my research total sample size was customer 20 and employees 10.

Scope of the Report

This report shows details about Agrani Bank Ltd and its General Banking management. This study will identify the customer and employee service quality and satisfaction of Agrani Bank considering key dimensions such as reliability, responsiveness, assurance, empathy, and tangibles.

Limitations of the Study

• Secrecy or confidentiality is a crucial matter in this organization. As an intern it was not possible to reach those secret topics.

• Not able to collect information from all the Employee & clients.

• Limited service hour.

• It was difficult to find out the gap between rules and regulations and real life practice. So, I went under a huge stress to find out those matters.

COMPANY OVERVIEW

History of Agrani Bank Ltd.

• Agrani Bank Limited Type– Public Limited Company .
• Industry- Banking Financial services
• Founded -March 26, 1972.
• Headquarters- Dilkusha .
• Commercial area- Dhaka, Bangladesh .
• Area served –Bangladesh .
• Key -people Dr. Khondoker Bazlul Hoque{Chairman) Products Finance and insurance
  Consumer Banking,
  Corporate Banking,
  Investment Banking,
  Investment Management Net income Tk 264.6 crore (US$ 38.35 million)
• Employees -13,269
• Website http://www.agranibank.org

Agrani Bank is a state-owned commercial bank of Bangladesh established in 1972 .Its headquarter is situated at Motijheel in Dhaka, the capital city ofBangladesh.

It started functioning as nationalized commercial bank taking over assets and liabilities of the erstwhile Habib Bank ltd and commerce Bank ltd.functioning in the East Pakistan. It has been privatized on15th November 2007 and emerged as Agrani Bank Limited (ABL) taking over assets, liability and goodwill of Agrani Bank. The authorized capital of the Bank is Tk. 800 crore.

Agrani Bank Limited, a leading commercial bank with 867 outlets strategically located in almost all the commercial areas throughout Bangladesh, overseas Exchange Houses and hundreds of overseas Correspondents, came into being as a Public Limited Company on May 17, 2007 with a view to take over the business, assets, liabilities, rights and obligations of the Agrani Bank which emerged as a nationalized commercial bank in 1972 immediately after the emergence of Bangladesh as an independent state. Agrani Bank Limited started functioning as a going concern basis through a Vendors Agreement signed between the ministry of finance, Government of the People’s Republic ofBangladeshon behalf of the former Agrani Bank and the Board of Directors of Agrani Bank Limited onNovember 15, 2007with retrospective effect from01 July, 2007.

Vision:

Socially committed leading banking institution with global presence.

Mission:

Dedicated to extend a whole range of quality products that support divergent needs of people aiming at enriching their lives, creating value for the stakeholders and contributing towards socio-economic development of the country.

Management of Agrani Bank

Management hierarchy of Agrani Bank is given blow:

Agrani Bank Limited is governed by a Board of Directors consisting of 13(thirteen) members headed by a chairman. The Bank is headed by the Managing Director & Chief Executive Officer; Managing Director is assisted by Deputy Managing Directors and General Managers. The bank has 7 Circle offices, 30 Divisions in head office, 52 zonal offices and 867 branches including 10 corporate and 40 AD( authorized dealer) branches.

Bank Divisions:

Branch Locations

Branch Locations »DhakaDivision »Dhaka Circle2» Dhaka North Zone

Principal Activities:

The Principal Activities of the bank is:

a) To facilitate and handle all kinds of commercial banking services to its

Customers authorized by Bangladesh Bank.

b) To perform Government Treasury functions and also act as an agent of

Bangladesh Bank.

c) The export and import trade ofBangladeshwith other countries under various agreements.

d) International Banking.

General Banking

Various types of deposit A/C, Inoperative A/C, Payment of Checks, Return of Checks, A/C Closing, A/C Transfer, Works of Cash Section, Subsidiary Register Day Book, Clean Cash, General Ledger, Abstract, Remittance (P/O, DD, MT, TT) Bills Department, SC, LSC, Clearing House, Agrani Bank General A/C etc.

Account Opening:

Account Opening Form: At first you have to fill up a form given by the Respective bank where you are going to open an account. This form contains some Information such as –

• Name of the Branch.
• Date.
• Title of the Account.
• Special instruction.
• Name of Account folder.
• Occupation.
• Address.
• Description of initial Deposit.
• Verification of the introducer.
•  Specimen Signature.
•  Pay in slip is filling up of all the particulars of Account and Cash tendered for.
•  Deposit.
•  Cheque requisition Slip.
•  Ledger contains.
•  Issue of Pass Book.

Bank Services

Background:

Considering the nature of service delivery and particularly intangible-dominant services, employee empowerment becomes a very important issue to organizations producing services. In that, the customers and the employees are, engaged simultaneously in the production of the service. This inseparability is what is considered by the organization in choosing how best to serve its customers, either by the traditional method or through the empowerment approach.

The inability of the management to control the service encounter makes the employees responsible for the quality of service delivered to the customers. In order for the management to trust that the employees are successful in dealing with their customers, the management has to give the employees the authority and necessary support to succeed at it, which is referred to as employee empowerment. The practice of which can directly affect the quality of services delivered, and customer satisfaction.

Agency Services

Agrani Bank Limited, being a state owned Bank, has both commercial commitment to its clients and sociatal commitment to the nation. Besides catering service to its clients at nominal fees/charges the Bank has to provide a plethora of services, free of charges, in respect of transfering money to diffrent benevolent organizations and groups of professionals in far flung areas through its branches in urban and rual areas all overBangladesh.

Locker Service:

For safekeeping of customers’ valuables like important documents and goods like jewelries and gold ornaments, Agrani Locker Service is available in most of the Branches in urban areas.

Evening Banking Service:

“Evening Banking”, a unique service of Agrani Bank Limited, only for receiving Cash and Documents beyond transaction hours till 6 o’clock in the evening, is available in about 207 important Branches of Agrani Bank Limited. The service is attractive for those, like shopkeepers, who accumulate cash as sales proceeds in the afternoon when counters of Bank branches usually remain closed.

Here below are a few of such services Agrani Bank Limited provides:

Daridra Bimochon Karmasuchi (DABIK)

In collaboration with the Ministry of Youth and Sports, this programme was undertaken in 1990. Since November, 1995, however, the programme is being implemented as the Bank’s own programme. Landless rural poor owning land (including homestead) upto 0.50 acre can avail of credit facilities being a member of the 5-member group formed under this project. A wide range of activities are being financed under this program viz. mini poultry, beef-fattening, rural transport, handicrafts, small business, tailoring, fishery, nursery, vegetable production, food processing etc.Under the project credits are extended for a maximum amount of Tk.10,000/= without collateral and the interest rate is 10% per annum only.

Marginal and Small Farm Systems Crop Intensification Project

( MSFSCIP) – IFAD Loan no.-194-BD.

This project was undertaken by the Bank in 1990 in association with Bangladesh Bank, Rangpur Dinajpur Rural Services (RDRS) GTZ, and IFAD. Credits provided by the Bank are re-financed by Bangladesh Bank.The project is being implemented in 9 Upazillas of Kurigram District. The primary objective of the project is to establish a sustainable linkage between the SHGs(Self Help Groups) and the Bank so that the rural poor become bankable.The Self Help Groups (SHGs) comprising of 15-20 beneficiaries. Under the project, credit facilities are being extended to Self Help Groups of Marginal and Small Farmers both for collective and individual activities in the form of Seasonal Agricultural Loan (SAL), Agricultural Investment Loan (AIL), and Non-Agricultural Investment Loan (NAIL). Loans are collateral-free with a maximum ceiling of Tk.8, 000 at individual level and Tk.80,500 at collective level and the rate of interest is only 12% per annum

Small & Medium Enterprises Financing

This Program Small & Medium Enterprises Financing is being implemented in the Bank from 2005. The main objective is to promote and establish the Small and Medium Enterprises of Bangladesh as an efficient and profitable business concern with a view to ensure the economic development of the country by increasing local productions, generating income & employment.

Small Enterprises Development Project (SEDP, BGD-041):

This project was undertaken by the Bank in 1995 in association with NORAD to extend credit facilities in 40 Upazillas in greater Faridpur and Mymensingh Districts for establishment of micro enterprises. Under the project, 50% of the credit fund is being provided by NORAD and 50% by the Bank. The main objective is to improve socio economic conditions of the project areas through creating employment opportunities. A wide range of micro enterprises are being financed under this project such as rice mill, oil mill, food processing , flour mill, nursery, repairing workshop, hatchery, fishery, weaving, handicreafts etc. Maximum loan celling is Tk. 7, 50,000.The rate of interest is    minimum and the maximum loan repaymat period is 7 years. Now, the Project is going to be a subsidiary company of the Agrani Bank Ltd

Loan for Disable Person

The Special Micro Credit Programmed for Disable Person came into operation in the Bank in 2002 under the instruction of the Bangladesh Government. The main objective of the Programmed is to make the disable person self reliant and bring them into the mainstream development activities of the country. The persons who are physically disable but mentally capable of operating the business can enjoy the loan facilities under this programmed. An individual or jointly with the competant member of his family can get the loan. Under the project maximum loan celling for the first time is Tk.25, 000 and for the second timeTk.50, 000.The rate of interest is 10% only. No collateral is required for the loan and any branch of the Agrani Bank Ltd. may disburse the loan as per requirement.

Women’s Credit Programmed

The Women’s Credit Programmed was undertaken by the Agrani Bank Ltd in 1993 with a view to uplift the socio economic condition of the women by engaging them into the different financial activities of the country. A huge number of income generating activities such as Education (establishment of Kinder garten, tutorial homes),Tailoring, Printing and Dying, Ready made garments shop, loaundry,Poultry, Mini dairy, Goat rearing, beef fattening,Nursury,Hotel/Resturant etc are involved in the project activities. Under the Programmed, the branch manager can sanction the loan upto Tk.50, 000. For loan up to Tk.1, 00,000 no collateral is required. The rate of interest of the loan is minimum and it is 11% per annum only.

Special Commercial Loan Programmed

Special Commercial Loan Programmed was undertaken by the Agrani Bank Ltd. in 1992 with a view to extend & develop the small business in the country. This is a short term loan and it is delivered as Cash Credit (C.C-Hypo). Maximum selling of the loan is 2, 75,000/- and necessary collateral security is required for the loan. The rate of interest is minimum and it is 12.50%

Productive Employment Project (PEP)

This project was undertaken by the Bank in 1988 in association with Bangladesh Rural Development Board (BRDB) with financial assistance from Norwegian Agency for Development (NORAD) and Swedish International Development Agency (SIDA).The main objective of the Project was to develop the socio-economic condition of the rural poor of 20 upazillas of Faridpur,Rajbari, Madaripur, Gopalgonj and Shariatpur district. NORAD/SIDA provides 50% and Bank provides 50% of the credit fund. Maximum limit of credit under the project for individual was Tk.6000 for the first time and Tk. 12,000 for the 2nd time and onwards. Maximum limit of credit under the project for group was Tk. 1, 00,000. No collateral was required to avail of loan under the project. All loans sanctioned under the project were maximum period of one year, for special cases loan period was 18 months. After completion of the Project the recovery activity of the outstanding loan is going on by the Bank and the BRDB.

Kurigram Poverty Alleviation Project (KPAP)

RD-5 project i.e Productive Employment Project (PEP) was implemented jointly by BRDB and Agrani Bank Limited with the financial assistance from SIDA and NORAD since 1988. The project was implemented in 25 Upazillas of Faridpur , Rajbari, Madaripur, Gopalgonj, Shariatpur, and Kurigram district . SIDA withdrew financial support under the project from July/97. But considering the fact that Kurigram district as one of the poorest area of the country on request of the Government of Bangladesh NORAD agreed to provide financial assistance in Kurigram district as “Kurigram Poverty Alleviation Project (KPAP)” following the PEP Model from July/97. The project is covering 9 upazillas of the district. Agrani Bank Limited was covering 5 upazillas under the project where Agrani Bank Limited had branches.

The credit fund ratio under the project between NORAD and Bank was 50: 50. Maximum limit of credit under the project for individual was Tk.6000 for the first time and Tk. 12,000 for the 2nd time and onwards. Maximum limit of credit under the project for group was Tk. 1, 00,000. No collateral is required to avail of loan under the project. All loans sanctioned under the project were maximum period of one year, for special cases loan period was 18 months. Rate of interest under the project was 16% per annum of Bank’s portion. After completion of the Project the recovery activity of the outstanding loan is going on by the Bank and the BRDB.

Special Assistance Project for Cyclone Affected Rural Households (IFAD Loan No. 287-BA)

This loan Scheme was undertaken by the Bank in 1993. The main objective of the project is to rehabilitate the current productive potential of people affected by cyclone. The sector of financing were Crop loan, Agri- Mecheneries, Fisheries, Livestock’s, Boat making/repairing, Nursery, off farming, Income generating activities etc. The maximum selling of the loan was Tk.1, 00,000. After completion of the Project the recovery activities of the outstanding loan are going on by the Bank.

SWOT analysis of Agrani Bank Ltd.

SWOT analysis gives an organization an insight of what they can do in future and how they can compete with their existing competitors.

Strengths:

Agrani bank has already established a favorable reputation in the banking industry of the country.

A good number of experienced bankers in its management.

The numbers of depositors are more than other bank in our country.

Largest nationalized commercial bank ofBangladesh.

Have proactive & efficient management.

Highest most profitable bank inBangladesh.

Weaknesses:

The activities of bank are maintained by manually in the rural area.

People do not get better facility in government bank that they get in privet commercial bank.

Low remuneration package.
Lack of modern information technology being practiced.
Salary is fewer amounts other than competitors.
They have not adequate ATM booths.

Opportunities:

Their network service is whole the country, so people get more service here.

Agrani Bank can collect deposit from rural area that other bank can not do because of their huge branches.

People are interested in getting personal loan with lower interest rate.
High contribution in economic development
Money transfer easily in any branches ofBangladesh.

Threats:

Many banks offer different type of product that people like than Agrani Bank.

The employees take more time to work that people dislike, so their customers may decrees in future.

The contemporary banks of Agrani bank ltd such as private Bank are its major rivals.

Award

Syed Abdul Hamid, Managing Director and CEO of Agrani Bank Limited are receiving awards from the Honorable Finance Minister Abul Maal A. Muhith MP.

Honorable governor of Bangladesh Bank (Central bank of Bangldesh) Dr. Atiar Rahman handing over the ‘Best Remittance Service Award’ to Salma Begum, Senior Officer ofMymensing Roadbranch of Agrani Bank Limited at the Remittance Fair organized by RAMMRU,DhakaUniversityheld inBangabandhuConvention Centeron10th August, 2009.

Employee and Customer Satisfaction

Customer Satisfaction

Banking operations are becoming increasingly customer dictated. The demand for ‘banking super malls’ offering one-stop integrated financial services is well on the rise. The ability of banks to offer clients access to several markets for different classes of financial instruments has become a valuable competitive edge. Convergence in the industry to cater to the changing demographic expectations is now more than evident. Banc assurance and other forms of cross selling and strategic alliances will soon alter the business dynamics of banks and fuel the process of consolidation for increased scope of business and revenue. The thrust on farm sector, health sector and services offers several investment linkages. In short, the domestic economy is an increasing pie which offers extensive economies of scale that only large banks will be in a position to tap. With the phenomenal increase in the country’s population and the increased demand for banking services; speed, service quality and customer satisfaction are going to be key differentiators for each bank’s future success. Thus it is imperative for banks to get useful feedback on their actual response time and customer service quality aspects of retail banking, which in turn will help them take positive steps to maintain a competitive edge.

The working of the customer’s mind is a mystery which is difficult to solve and understanding the nuances of what customer satisfaction is, a challenging task. This exercise in the context of the banking industry will give us an insight into the parameters of customer satisfaction and their measurement. This vital information will help us to build satisfaction amongst the customers and customer loyalty in the long run which is an integral part of any business. The customer’s requirements must be translated and quantified into measurable targets. This provides an easy way to monitor improvements, and deciding upon the attributes that need to be concentrated on in order to improve customer satisfaction. We can recognize where we need to make changes to create improvements and determine if these changes, after implemented, have led to increased customer satisfaction. “If you cannot measure it, you cannot improve it.” – Lord William Thomson Kelvin (1824-1907).

• The Need to Measure Customer Satisfaction:

Satisfied customers are central to optimal performance and financial returns. In many places in the world, business organizations have been elevating the role of the customer to that of a key stakeholder over the past twenty years. Customers are viewed as a group whose satisfaction with the enterprise must be incorporated in strategic planning efforts. Forward-looking companies are finding value in directly measuring and tracking customer satisfaction (CS) as an important strategic success indicator. Evidence is mounting that placing a high priority on CS is critical to improved organizational performance in a global marketplace.

With better understanding of customers’ perceptions, companies can determine the actions required to meet the customers’ needs. They can identify their own strengths and weaknesses, where they stand in comparison to their competitors, chart out path future progress and improvement. Customer satisfaction measurement helps to promote an increased focus on customer outcomes and stimulate improvements in the work practices and processes used within the company.

When buyers are powerful, the health and strength of the company’s relationship with its customers – its most critical economic asset – is its best predictor of the future. Assets on the balance sheet – basically assets of production – are good predictors only when buyers are weak. So it is no wonder that the relationship between those assets and future income is becoming more and more tenuous.  As buyers become empowered, sellers have no choice but to adapt. Focusing on competition has its place, but with buyer power on the rise, it is more important to pay attention to the customer.

Customer satisfaction is quite a complex issue and there is a lot of debate and confusion about what exactly is required and how to go about it. This article is an attempt to review the necessary requirements, and discuss the steps that need to be taken in order to measure and track customer satisfaction.

Clearly then there is some variation in understanding of the term. Some of the interpretations fit with the definitions used in much of the service quality and satisfaction literature, where satisfaction is viewed as a zero state, merely an assessment that the service is adequate, as opposed to “delight” which reflects a service that exceeds expectations. However, most respondents have more positive interpretations of the term. These questions allow us to identify priorities for improvement by comparing satisfaction with stated (overt) importance, comparing satisfaction with modeled (covert) importance (from identifying key drivers of overall satisfaction), as well as respondents’ own stated priorities.

• Service Quality and Customer Satisfaction:

There is a great deal of discussion and disagreement in the literature about the distinction between service quality and satisfaction. The service quality school view satisfaction as an antecedent of service quality – satisfaction with a number of individual transactions “decay” into an overall attitude towards service quality. The satisfaction school holds the opposite view that assessments of service quality lead to an overall attitude towards the service that they call satisfaction. There is obviously a strong link between customer satisfaction and customer retention. Customer’s perception of Service and Quality of product will determine the success of the product or service in the market.

If experience of the service greatly exceeds the expectations clients had of the service then satisfaction will be high, and vice versa. In the service quality literature, perceptions of service delivery are measured separately from customer expectations, and the gap between the two.

• Expectations and Customer Satisfaction:

Expectations have a central role in influencing satisfaction with services, and these in turn are determined by a very wide range of factors lower expectations will result in higher satisfaction ratings for any given level of service quality. This would seem sensible; for example, poor previous experience with the service or other similar services is likely to result in it being easier to pleasantly surprise customers. However, there are clearly circumstances where negative preconceptions of a service provider will lead to lower expectations, but will also make it harder to achieve high satisfaction ratings – and where positive preconceptions and high expectations make positive ratings more likely. The expectations theory in much of the literature therefore seems to be an over-simplification.

• Satisfaction of Customer:

1. Easy for transaction around the country
2. Low interest for any transaction
3. High security arrangement
4. Available Branches.

• Dissatisfaction of Customer:

1. Lack of friendly manner.
2. Slow Banking/working services.
3. Lack of helpful tendency.
4. Much more restriction for transaction.
5. Unattractive Banking env.
6. Dissatisfaction of responsibility of bankers.
7. Dissatisfaction of loan application.
8. Dissatisfaction of banking services.

Employee satisfaction

  Why is employee satisfaction important? Purpose / benefits of employee satisfaction include as follows:

1. Importance of employee satisfaction for organization

• Enhance employee retention.
• Increase productivity.
• Increase customer satisfaction
• Reduce turnover, recruiting, and training costs.
• Enhance customer satisfaction and loyalty.
• More energetic employees.
• Improve teamwork.
• Higher quality products and/or services due to more competent, energized employees.

2. Importance of employee satisfaction for employee

• Employ will believe that the organization will be satisfying in the long run
• they will care about the quality of their work.
• They will create and deliver superior value to the customer.
• They are more committed to the organization.
• Their works are more productive.

• Satisfaction of Employees.

1. Much more job security then privet bank

2. Advantages of loan application

3. Less restriction for loan application

4. Training opportunities

5. Other facilities.

6. Good relation with mgt. to employee.

7. Satisfaction about welfare factors

8. Satisfaction relationship with co-workers

9. Available Branches.

• Dissatisfaction of Employees.

1. Lower salary then privet bank

2. Slow promotional methods & criteria

3. Unattractive working condition

4. Weak administration

5. Lack of motivation, recruitment process

6. Lack of transportation system

7. Dissatisfaction of Mgt. system

8. Lack of cooperative tendency.

9. Dissatisfaction of salary & allowances

10. Dissatisfaction nature of work.

Co-relation between Employee and Customer Satisfaction

Weak administration

Dissatisfaction of banking services.

Lack of cooperative tendency.

Lack of helpful tendency.

Unattractive working condition

Unattractive Banking env.

Available Branches.

Easy for transaction around the country

Analysis of Satisfactory Score

The Respondents were asked to state their level of Satisfaction relating. Based on their responses the Satisfaction score obtained by each respondent was found out.

There are most five point of Employee Satisfaction:

• Salary is satisfied.

The existing relationship between the workers and Management.

Working hours are convenient

Promotional basis

• welfare factors

There are most five point of Customer Satisfaction:

• Satisfied with the banking services

The security system in the Bank

Low fees and commissions in the Bank

The Banking environment

The process of Loan application

Conclusion

This report is an effort to reflect a clear idea about the Employee & customers’ satisfaction of service quality of Agrani bank ltd. From my research I also found quality has more priority in terms of selecting the different type of schemes according to the Employee & customer perception. I present this report on the basis of the knowledge and experience gained during the internship period. Throughout the report my objective is to seek and find out the Employee & customer satisfaction of service quality of Agrani bank ltd. From this report I found that most of the Employee & customers of the bank are dissatisfied about the quality of the bank. To satisfy these, the management can take some attempts, noted earlier as recommendations. Considering the volume of operation and limitations of resources and proper management the bank is doing better than many modern banks. If we can overcome these problems, then it is possible to be internationally competitive banks in the competitive global .So, the Human Resource Division as well as the top strategic level management should find out underlying causes of weakness related to Human Resources of the bank. If it’s possible for the bank management to provide recommended services, the perception of the Employee & customers will be positive about the service quality of the Agrani bank.

Finding

• The Employee & customers of the bank are dissatisfied about the quality, services of the bank.

Recommendations

• To satisfy these, the management can take some attempts, noted earlier as recommendations.
• To arrange proper promotion system, proper salary, proper welfare system for employee.
•  To arrange good services, better env. Attractive scheme for customer.

 Reference

1. www.agranibank.org/branch.php
2. www.agranibank.org/hierarchy. php
3. www.agranibank.org/management.php
4. www.scribd.com/doc/36133934/Customers-Perception-of-Service-Quality-A-Case-Study-on-Agrani-Bank-Ltd.
5. www.scribd.com/doc/13489923/Job-Satisfaction.

Bibliography

1.WOODRIDGEHRM (Articles) Strategies, Ideas, Solutions & Tips Ismael D.       Tabije (Publisher).

2. Lord William Thomson Kelvin (1824-1907).

3. Incentives and Performance – based Payments. (Ch- 12).

4. Human Resource Management by Gary Dessler.

Appendix

1. Questioner for employee Satisfactions.

2. Questioner for Customer Satisfactions.

3. Salary Sheet of Agrani Bank Ltd.