HRM Assessment Instrument - AIM EMBA

Project: Assessment of HRM Function

Study design Study of one organization or survey of a sector Data generation The HRM Assessment Instrument (given) Intervie s ith !ey informants ("re"are chec!#ist) $%servation ("re"are chec!#ist) &ocument study ("re"are #ist)

Report structure Introduction (' - ("ages) o )rame or! of HRM function focussing on the dimensions covered %y the Assessment Instrument o Brief introduction to the organization*sector focussing on the HRM functions and HRM activities o $%+ectives and methodo#ogies of the assessment o ,imitations of the study -resentation and ana#ysis of ma+or findings ( ith good "ractica# e.am"#es/ if avai#a%#e) (0 - 12 "ages) o HRM ca"acity ana#ysis o HRM c#imate ana#ysis o HRM information ana#ysis o HRM strategy and "o#icy ana#ysis o HRM mechanisms and method ana#ysis o HRM outcome ana#ysis Assessment of HRM in the organization or the sector (( -3 "ages) o HRM "rofi#e and #eve# o HRM Strengths and ea!nesses o ,in!age %et een HRM and organizationa# "erformance*effectiveness varia%#es 4onc#usion and recommendations (' - ( "ages) o 4ritica# HRM im"#ications and issues for ca"acity deve#o"ment and "erformance im"rovement o Strategic courses of actions for effective HRM 1

HRM Assessment Instrument - AIM EMBA

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HRM Assessment Instrument - AIM EMBA

The HRM Assessment Instrument )or each of the human resource management (HRM) com"onents in the matri. %e#o / circ#e*mar! the statement that %est a""#ies to the current status of your organization5 If on#y "art of the statement a""#ies/ circ#e the "revious statement5 In the %#an! %o. in the right hand co#umn/ "#ease record the indicators (or reasons) that #ed you to se#ect the %o. and any additiona# !ey information re#ated to this com"onent5 HRM Component
HRM structure and positioning

Stages of Human Resource Management and Characteristics 2 3 HRM Capacity

HRM function is minima##y organized ithin the "ersonne# or other unit5 There is no forma# assignment of HRM res"onsi%i#ity to any manager5 There are HRM staffs in the organization/ %ut they have #imited e."erience re#ated to this fie#d and*or have other functions in the organization as e## as HRM5 There is #imited money avai#a%#e to fund an HRM "osition or to conduct HRM "rogrammes (e5g5 training/ systems deve#o"ment/ "erformance "#anning) -hysica# faci#ities and resources avai#a%#e for HRM are insufficient to meet the re6uirements5 HRM is a ma+or res"onsi%i#ity of human resource or "ersonne# de"artment5 There is a forma# assignment of this res"onsi%i#ity5 The function has #o organizationa# visi%i#ity and "osition5 There are trained HRM staffs in the organization/ %ut on#y at a #eve# to maintain %asic "rocedures and record-!ee"ing functions5 Budget is a##ocated for HRM staff and HRM "rogrammes5 A##ocation is irregu#ar and cannot %e re#ied on for any usefu# #ong-range "#anning or the deve#o"ment of HRM systems5 -hysica# faci#ities and resources for HRM are avai#a%#e as re6uired %ut they are not %eing used to the e.tent needed to achieve HRM goa#s5

Indicators 4

HRM function is not se"arate#y organized in the cor"orate structure5 The res"onsi%i#ity is not forma##y assigned to the #ine managers5 There are no staffs s"ecia##y charged ith res"onsi%i#ity for HRM functions5

HRM staff

A se"arate HRM unit does e.ist under a senior e.ecutive* manager ith c#ear HRM ro#es and accounta%i#ity5 HRM manager is a "art of strategic management team of the organization5 There are e."erienced HRM staffs in the organization that maintain HRM functions5 They "artici"ate in #ong-range "#anning for the organization5 Money for HRM staff and HRM "rogrammes is a "ermanent %udget item/ revie ed annua##y and ad+usted if "ossi%#e5 -hysica# faci#ities and resources for HRM are sufficient and they are %eing "roductive#y and fu##y used to achieve HRM goa#s5

HRM udget

There is no %udget a##ocated for HRM "rogrammes or HRM staff ithin the organisation5

HRM faci!ities and resources "non#human$

-hysica# faci#ities and materia# resources (e5g5 e6ui"ment/ s"ace/ and #earning materia#s) for HRM are not avai#a%#e5

HRM Assessment Instrument - AIM EMBA

HRM programme p!anning and de!i%ery capa i!ity

There is no in- house com"etency to "#an and de#iver HRM "rogrammes as re6uired in the organisation5 The organisation re#ies in e.terna# su""ort if any HRM "rogramme is im"#emented5

Some com"etency does e.ist ithin the organisation to "#an and de#iver a #imited range of HRM "rogrammes %ut it is most#y not uti#ised5 E.terna# su""orts are used for most of the time for HRM5

HR "eo"#e in the organisation have e."ertise and e."erience in "#anning and de#ivering a variety of HRM "rogrammes5 They use their com"etencies fre6uent#y5 Some e.terna# su""orts are used for ma+or "rogrammes5

High#y com"etent and committed HRM "rofessiona#s and managers are avai#a%#e inhouse ho regu#ar#y "#an and de#iver a fu## range of HRM "rogrammes as e## as manage the HRM function "rofessiona##y5

HRM importance

To" management does not consider human resource as a critica# resource5 They do not %e#ieve in training and deve#o"ment5 HRM is not a "riority function in the organisation5 The #eader does not invo#ve the team mem%ers in the decision "rocess and give discretionary authority for tas! "erformance5 -artici"atory management "rocesses and mechanisms are not in "#ace5

&eadership sty!e and manageria! systems

HRM C!imate To" management e."resses To" management %e#ieves in im"ortance of human the im"ortance of human resources %ut there is no firm resources and sho s fair commitment in action5 There commitment to their is some su""ort for training deve#o"ment5 There is a fair and deve#o"ment %ut HRM is su""ort for training and not a "riority function5 deve#o"ment5 The HRM function is given some "riority5 The #eader sometimes invo#ves The #eader genera##y invo#ves the team mem%ers in ma!ing the team mem%ers in ma!ing decisions and gives #imited decisions and gives some discretion for tas! discretion for "erformance5 "erformance5 Some There is #imited "artici"atory management encouragement to act "rocesses and mechanisms are inde"endent#y5 -artici"atory in "#ace %ut they are not management "rocesses and regu#ar#y and effective#y used5 mechanisms are in "#ace and they are genera##y used5 Initiatives and e."erimentation from the em"#oyees are e."ected %ut not encouraged5 -ractices of confronting and cha##enging issues are sometimes to#erated %ut not "romoted5 There are no systems to "romote co##a%oration/ mutua#ity and team- or! in "ro%#em so#ving a#though they are occasiona##y o%served5 $""ortunities to ta!e initiatives and e."erimentation for em"#oyees are avai#a%#e to some e.tent %ut a## em"#oyees are not encouraged to use them5 Em"#oyees are encouraged to confront and cha##enge issues5 Systems for co##a%oration/ mutua#ity and team- or! do "artia##y e.ist %ut do not cover a## em"#oyees5

To" management treats human resource as the most va#ua%#e resource5 There is firm commitment and su""ort for training and deve#o"ment5 High "riority is given to HRM as a strategic function5 The #eader a# ays invo#ves the team mem%ers in ma!ing decisions and gives fu## discretion for "erformance5 There is fu## encouragement to act inde"endent#y5 -artici"atory management "rocesses and mechanisms are in "#ace and they are regu#ar#y and effective#y used5 Em"#oyees have o""ortunities to ta!e initiatives and e."eriment ith ne a""roaches/ and a## em"#oyees are encouraged and made to use them5 Em"#oyees confront and cha##enge issues on a regu#ar %asis as "art of the organisationa# #earning "rocess5 Much of the "ro%#em- so#ving and tas! "erformance ta!es "#ace through team- or!/ co##a%oration and mutua#ity5

'rganisationa! processes and practices

Em"#oyees have no o""ortunities for ta!ing initiatives and e."erimenting ith ne a""roaches5 There is no "ractice of confronting and cha##enging issues5 There is no em"hasis on co##a%oration/ mutua#ity and team- or! in e."#oring and addressing "ro%#ems and issues5

HRM Assessment Instrument - AIM EMBA

Human resource data ase

HR data%ase containing re#evant information a%out em"#oyees is not maintained5 $n#y #imited data is stored in the "ersona# fi#es5 Em"#oyee data is not regu#ar#y u"dated5

HRM Information HR data%ase ith main#y HR data%ase ith a## ma+or "ersona# and em"#oyment data categories of data a%out a%out em"#oyees is maintained em"#oyees is systematica##y manua##y5 The data%ase is not maintained on a manua# com"rehensive and is not system5 It is u"dated from systematica##y maintained5 It time to time5 is not regu#ar#y u"dated5 HR data is occasiona##y used to ma!e HRM "o#icies/ "#ans and "rogrammes5 But re#evant data is not a# ays avai#a%#e and there is no system of regu#ar feeding of data into the HRM decision "rocess5 ,imited information a%out HRM resources is avai#a%#e #arge#y through "ersona# contacts of HRM "eo"#e or #ine managers5 It is co##ected and used hen needed5 There is no system of maintaining such information for regu#ar use5 There is a genera# "ractice of see!ing and using avai#a%#e HR data at the time of ma!ing HRM "o#icies/ "#ans and "rogrammes5 But data is not fed for ard into HRM "#anning and decision "rocesses5 Information a%out HRM resources is maintained at the HRM unit5 But the data%ase is not systematic and com"rehensive5 Information is co##ected occasiona##y and is not fu##y u"dated5 Such data is often used for HRM "#anning and de#ivery5

(ti!isation of HR data for HRM

HR data is not fed into HRM "#anning/ "o#icy formu#ation and "rogramme decisions5

HRM resource information

Information a%out HRM resources (e5g5 training "ac!ages and "roviders/ resource "ersons/ funds/ techno#ogy/ %est "ractices/ study materia#s/ ca"acities) %oth ithin and outside the organisation is not maintained5

A e##-designed/ com"rehensive and com"uterised human resource information system is in "#ace5 There is a system of data management ith "rovision for regu#ar u"dating5 HRM "o#icies ma!ing/ "#anning and "rogramming decisions e.tensive#y use and are fu##y informed %y HR data%ase5 HR data is active#y sought for and fed for ard into HRM decisions5 There is a e##maintained/ regu#ar#y u"dated and com"rehensive data%ase on HRM resources avai#a%#e ithin and outside the organisation5 A## HRM "#anning and de#ivery activities are %ased on the ana#ysis and use of such data5

HRM po!icy* strategy and p!an

8o forma# HRM "o#icy and strategy statement does e.ist5 There is no HRM "#an in the organisation5 no coverage/ content or focus

HRM Strategy and )o!icy Some genera# "o#icies HRM "o#icies and strategies regarding HRM are covered in are "re"ared %ut they cover the "ersonne# "o#icies5 #imited as"ects of HRM/ Training "#an for a short most#y training5 HRM "#an "eriod does e.ist5 ,ong term focuses on !ey short- term HRM strategies and "#ans are needs5 not "re"ared5

A com"rehensive HRM "o#icy and strategy document is avai#a%#e5 HRM "#an/ focusing on short- term and #ongterm %usiness goa#s/ and strategies/ is "re"ared5 A## HRM actions are guided %y the "#an5 It is

HRM Assessment Instrument - AIM EMBA

Strategic !in+age of HRM

4or"orate* %usiness goa#s/ strategies and "#ans are not forma##y deve#o"ed5 Even if they e.ist/ HRM "o#icies and actions are not derived from and a#igned ith them5

HRM "o#icies and actions are on#y su"erficia##y re#ated to cor"orate* %usiness goa#s/ strategies and "#ans5 HRM activities are often "#anned and de#ivered as functiona# targets inde"endent of cor"orate goa#s and needs5

4or"orate* %usiness goa#s/ strategies and "#ans are ta!en as a %asis for deve#o"ing HRM "o#icies and actions5 Ho ever/ HRM "#an is a#so deve#o"ed to res"ond to other immediate needs5 HRM does not inf#uence cor"orate strategies

A!ignment ,ith HRM

HRM "o#icies/ strategies and "ractices (e5g5 staffing/ "romotion/ com"ensation and a""raisa#) are not su""ortive of deve#o"ment of "eo"#e in the organisation and the uti#isation of their com"etencies5

There is a su"erficia# #in!age %et een HRM "o#icies/ strategies and "ractices and the HRM function5 Most of the HRM "o#icies and "ractices are on#y "art#y su""ortive of HRM5

HRM "o#icies/ strategies and "ractices genera##y su""ort deve#o"ment of "eo"#e and the uti#isation of their com"etencies5 There is a good dea# of #in!age %et een the t o5

u"dated regu#ar#y5 4or"orate* %usiness goa#s/ strategies and "#ans are a# ays trans#ated into HRM strategies and goa#s5 HRM "#an is a critica# "art of cor"orate* %usiness "#an/ and it "roactive#y res"onds to its ca"acity deve#o"ment needs5 HRM outcomes are re#ated to %usiness "erformance goa#s5 HRM inf#uences cor"orate strategy choice5 HRM and HRM "o#icies and "ractices are fu##y integrated into a com"rehensive HR strategy5 They mutua##y reinforce each other5 HRM systems are deve#o"ed ith focus on deve#o"ment of "eo"#e and HRM actions meet deve#o"ment need of other HRM functions5

HRD a!ignment ,ith HRM

There are no forma# "o#icies and systems in "#ace to assess ca"acity deve#o"ment needs of human resources of the organisation5 8eed assessment is not carried out at any #eve#5

HRM Mechanisms and Methods &eve#o"ment needs of 9enera# "o#icies and systems em"#oyees are assessed/ for the assessment of most#y in an informa# and em"#oyees : needs are in "#ace5 unsystematic ay5 The 8eeds assessment e.ercises e.ercise focuses on#y on are carried out most#y at the training needs5 8o forma# individua# #eve#5 The coverage "o#icies and systems are in is #imited to the se#ected staff "#ace to guide the activity5 categories and to their "resent s!i##s needs5

4om"rehensive "o#ices and systems are in "#ace to assess deve#o"ment needs of a## human resources5 Assessment is done as "art of identifying core ca"a%i#ities and is #in!ed ith the needs of the %usiness/ +o% and individua#s5 8eeds are trans#ated into HR& "rogrammes5

HRM Assessment Instrument - AIM EMBA

HRD e%a!uation and feed ac+

There are no forma# "o#icies and systems in "#ace to eva#uate HR& "rocess and outcomes and to give feed%ac! on #earning and "erformance5 Eva#uation is not done at any #eve#5

HR& "rogrammes are occasiona##y eva#uated and feed%ac! generated at the individua# "rogramme #eve#5 The "rocedures are most#y informa# and unsystematic5 8o forma# "o#icies and systems are in "#ace to guide the activity5

Eva#uation of HR& "rogrammes is done systematica##y and feed%ac! generated "eriodica##y as a "art of the HRM "#an5 The focus is on the "rocess and management as"ects5 9enera# "o#icies and systems for eva#uation and feed%ac! are in "#ace5

HRD programme p!anning and management

HR& "rogramme "#anning/ design/ deve#o"ment and im"#ementation are very "oor5 8o "rofessiona# and systematic a""roaches/ methods and "rocedures are used5 8o standards and norms are in "#ace5 Training o""ortunities are not "#anned/ offered and de#ivered in or %y the organisation to its em"#oyees either in- house or outside5

-um er and %ariety of training programmes

There are some "rocedures and norms esta%#ished for "#anning/ designing and im"#ementing HR& "rogrammes/ %ut they are short of "rofessiona# standards5 They are not fo##o ed consistent#y and serious#y5 Training o""ortunities that are offered and de#ivered to the em"#oyees are inade6uate in re#ation to the needs that e.ist5 Training covers on#y a fe staff categories and com"etency areas5

HR& "rogramme "#anning/ design and im"#ementation fo##o a set of standard "rocedures and norms5 Systematic a""roaches and methods are fo##o ed most of the time/ %ut the "rofessiona# 6ua#ity is not fu##y satisfactory5 Training o""ortunities are avai#a%#e %oth in- house and outside to a #arge num%er of staff categories5 They meet a variety of training needs of the em"#oyees of the organisation5 But they focus main#y on +unior and midd#e #eve# staff and not on senior managers5

4om"rehensive eva#uations of the HR& function and "rogrammes are done regu#ar#y as a "art of HRM "o#icy and "#an5 The focus is on HR& "rocess/ outcomes and uti#isation from the "ers"ective of "erformance im"rovement and %usiness goa#s achievement5 )eed%ac! is used for continuos im"rovement in the effectiveness of HR&5 A## HR& "rogrammes are "#anned/ designed and im"#emented fu##y "rofessiona##y fo##o ing the %est a""roaches/ methods and "rocedures5 They are regu#ar#y im"roved5 The 6ua#ity of "rogrammes is e.ce##ent5 Training o""ortunities are avai#a%#e %oth in- house and outside to a## staff categories/ inc#uding senior managers/ according to the needs of individua#s and of the organisation5 They are "#anned and offered regu#ar#y ithin the frame or! of the training "#an5

HRM Assessment Instrument - AIM EMBA

-um er and %ariety of de%e!opment programmes

$ther deve#o"ment o""ortunities/ %oth on- site and off- site/ (e5g5 "erformance coaching/ feed%ac!/ mentoring/ attachment/ o"en #earning/ 6ua#ification u"grading) are not "#anned/ offered and de#ivered in or %y the organisation to its em"#oyees5

&eve#o"ment o""ortunities that are offered and de#ivered to the em"#oyees are inade6uate in re#ation to the needs that e.ist5 )e o""ortunities are avai#a%#e occasiona##y to a fe categories of staff covering on#y #imited deve#o"ment areas5

&eve#o"ment o""ortunities are avai#a%#e to a #arge num%er of staff categories5 They meet a variety of deve#o"ment needs of the em"#oyees of the organisation5 There is no +udicious mi. of on- site and off- site deve#o"ment "rogrammes5

(se of ,or+ systems for de%e!opment

<arious or! systems (e5g5 "erformance revie / su"ervision/ or! teams/ "#acement/ +o% rotation and re ards a##ocation) are not used to deve#o" em"#oyees for %etter "erformance5 4areer "#anning and deve#o"ment su""ort "o#icies and "ractices (e5g5 career counse##ing/ or!sho"s/ +o% "osting/ out"#acements/ career-re#ated training and educationa# "rogrammes) do not e.ist for em"#oyees: career gro th5 There is no a areness of this need in the organisation and resources are not avai#a%#e5

Some e.isting or! systems are occasiona##y used as o""ortunities for deve#o"ing em"#oyees5 But there is no firm "o#icy and a "#anned a""roach to use or! systems this ay5 There is some a areness of the need and a genera# "o#icy for "roviding career "#anning and deve#o"ment su""orts to the em"#oyees5 But ade6uate resources are not a##ocated and re6uired "rogrammes not deve#o"ed and im"#emented to he#" em"#oyees gro in their career ithin and outside the organisation5 5

There is an acce"tance of the va#ue of or! systems for em"#oyee deve#o"ment5 A num%er of or! systems are used for deve#o"ing em"#oyees "ur"osive#y %y a num%er of managers5 4#ear "o#icies and resources for career "#anning and deve#o"ment su""orts are avai#a%#e in the organisation5 Some career su""ort "rogrammes are a#so "#anned %ut their im"#ementation is not effective5 They are not integrated ith other HRM "#ans5 )e em"#oyees are ta!ing %enefits from them5

Career p!anning and de%e!opment supports

A #arge num%er of deve#o"ment o""ortunities are avai#a%#e/ %oth on- site and off- site/ to a## staff categories/ inc#uding senior managers/ according to the needs of individua#s and of the organisation5 They are "#anned and offered regu#ar#y ithin the frame or! of the deve#o"ment "#an5 A c#ear "o#icy and em"hasis e.ists to design and use various or! systems for "roviding em"#oyees ith deve#o"ment o""ortunities5 The "o#icy is fu##y "ractised %y a## managers5 4#ear "o#icies and commitment as e## as ade6uate resources for career "#anning and deve#o"ment su""orts are avai#a%#e in the organisation5 A range of career su""ort "rogrammes are regu#ar#y "#anned and im"#emented5 They are integrated ith other HRM "#ans5 Many em"#oyees are ta!ing %enefits from them5

HRM Assessment Instrument - AIM EMBA

Diagnosis of organisationa! effecti%eness and rene,a! issues

There is no cu#ture and "ractice of carrying out continuous diagnosis of !ey effectiveness/ deve#o"ment and rene a# issues facing the organisation5

$ccasiona##y diagnosis of organisationa# effectiveness and deve#o"ment issues is done/ %ut most#y under e.terna# "ressures or for some u#terior reasons5 There is no %ui#t- in system for diagnosis5

Ref#ection and ana#ysis of !ey organisationa# effectiveness and deve#o"ment issues is fre6uent#y done at the to" #eve#5 -rofessiona# su""orts for the diagnosis are not avai#a%#e ithin the organisation and e.terna# su""orts are not sought or used5

'rganisationa! change and de%e!opment inter%entions

$rganisation deve#o"ment* change "rogrammes to address effectiveness and deve#o"ment issues are not "#anned and im"#emented5 Issues/ if "resent/ are addressed through either ad hoc res"onses or regu#ar management "rocesses5

A fe issues are addressed through some !inds of change "rogrammes5 E.terna# e."erts design them ithout interna# consu#tation and invo#vement5 There is no interna# system and ca"acity to design and manage such "rogrammes5

Ma+or issues are often addressed through "#anned change "rogrammes5 There is an interna# system and some ca"acity to design and manage such "rogrammes5 E.terna# su""orts are fre6uent#y sought5 The "rocess is not very "artici"atory and there is not much em"o erment effects5

Ref#ection and ana#ysis of !ey organisationa# effectiveness and deve#o"ment issues is a continuous "rocess at the to" #eve#5 -rofessiona# su""orts for the diagnosis are interna##y avai#a%#e and re6uired e.terna# su""orts are sought and used5 The issues and the "rocess of generating them are ta!en serious#y5 There is a fu##y deve#o"ed interna# system and ca"acity for designing and im"#ementing "#anned change "rogrammes5 $rganisation effectiveness issues are regu#ar#y addressed through carefu##y "#anned change "rogrammes invo#ving a "artici"atory and em"o ering "rocess5

.mp!oyee performance capacity

HRM activities in the "ast have resu#ted in very #itt#e im"rovement in "erformance ca"acity of the em"#oyees "artici"ating in them5

HRM 'utcomes Many em"#oyees have HRM activities have resu#ted im"roved ca"acity re#ated to in su%stantia# im"rovement in their "resent +o%s through their most em"#oyees: ca"acity "artici"ation in HRM re#ated to a num%er of activities5 "erformance areas5

$rganisationa# mem%ers have a high #eve# of "erformance ca"acity in core ca"a%i#ities necessary for the %usiness as a resu#t of HRM activities5 Their "otentia# has su%stantia##y enhanced and they have f#e.i%#e and ada"ta%#e a%i#ity to #earn and change5

>

HRM Assessment Instrument - AIM EMBA

/ua!itati%e change in emp!oyees

HRM activities in the "ast have resu#ted in very #itt#e change in the +o% %ehaviours of the em"#oyees "artici"ating in them5

Many em"#oyees have demonstrated some changes in a fe +o%- re#ated %ehaviours (e5g5 initiatives/ customer orientation/ resu#t conscious/ 6ua#ity focus/ and "rom"tness) through their "artici"ation in HRM activities5 Some im"rovements in the #eve# and 6ua#ity of "erformance of the em"#oyees "artici"ating in HRM activities have %een noticed5 Simi#ar#y/ their "roductivity has a#so s#ight#y im"roved5 But the change is not consistent5

HRM activities have resu#ted in su%stantia# im"rovement in a num%er of +o%- re#ated %ehaviours of most em"#oyees5 They fre6uent#y use those %ehaviours5

.mp!oyee performance and producti%ity

The #eve# and 6ua#ity of "erformance of the em"#oyees "artici"ating in HRM activities have not changed at a##5 Em"#oyee "roductivity has remained the same5

The #eve# and 6ua#ity of "erformance of many em"#oyees in the organisation have fair#y im"roved as a resu#t of HRM activities5 -roductivity has sho n good im"rovement5 These gains have %een genera##y consistent5

$rganisationa# mem%ers have deve#o"ed a ho#e range of +o% %ehaviours that su""ort for high 6ua#ity "erformance as a resu#t of HRM activities5 They have %een consistent#y using the ne #y ac6uired %ehaviours5 $rganisationa# mem%ers no "erform at a su%stantia##y higher #eve# and 6ua#ity of "erformance as a resu#t of HRM activities5 -roductivity has su%stantia##y increased5 The organisation has attained a ne #eve# of HR "erformance and "roductivity5 4ustomer*4#ient are of to"most "riority and a## of them are a# ays satisfied

Customer Satisfaction

4ustomers*4#ients are not satisfied5

Some of the customers are satisfied5 ,eve# of satisfaction is moderate5

Most of the customers are satisfied

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