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\def\makelabel##1{\upshape ##1}}% } {\end{list}\end{raggedright}} \newenvironment{specHead}[2]% {\vspace{20pt}\hrule\vspace{10pt}% \phantomsection\label{#1}\markright{#2}% \pdfbookmark[2]{#2}{#1}% \hspace{-0.75in}{\bfseries\fontsize{16pt}{18pt}\selectfont#2}% }{} \def\TheFullDate{2019-01-15 (revised: 15 January 2019)} \def\TheID{\makeatother } \def\TheDate{2019-01-15} \title{Factors Affecting the Loyalty of Public Bank Employees in Bangladesh} \author{}\makeatletter \makeatletter \newcommand*{\cleartoleftpage}{% \clearpage \if@twoside \ifodd\c@page \hbox{}\newpage \if@twocolumn \hbox{}\newpage \fi \fi \fi } \makeatother \makeatletter \thispagestyle{empty} \markright{\@title}\markboth{\@title}{\@author} \renewcommand\small{\@setfontsize\small{9pt}{11pt}\abovedisplayskip 8.5\p@ plus3\p@ minus4\p@ \belowdisplayskip \abovedisplayskip \abovedisplayshortskip \z@ plus2\p@ \belowdisplayshortskip 4\p@ plus2\p@ minus2\p@ \def\@listi{\leftmargin\leftmargini \topsep 2\p@ plus1\p@ minus1\p@ \parsep 2\p@ plus\p@ minus\p@ \itemsep 1pt} } \makeatother \fvset{frame=single,numberblanklines=false,xleftmargin=5mm,xrightmargin=5mm} \fancyhf{} \setlength{\headheight}{14pt} \fancyhead[LE]{\bfseries\leftmark} \fancyhead[RO]{\bfseries\rightmark} \fancyfoot[RO]{} \fancyfoot[CO]{\thepage} \fancyfoot[LO]{\TheID} \fancyfoot[LE]{} \fancyfoot[CE]{\thepage} \fancyfoot[RE]{\TheID} \hypersetup{citebordercolor=0.75 0.75 0.75,linkbordercolor=0.75 0.75 0.75,urlbordercolor=0.75 0.75 0.75,bookmarksnumbered=true} \fancypagestyle{plain}{\fancyhead{}\renewcommand{\headrulewidth}{0pt}} \date{} \usepackage{authblk} \providecommand{\keywords}[1] { \footnotesize \textbf{\textit{Index terms---}} #1 } \usepackage{graphicx,xcolor} \definecolor{GJBlue}{HTML}{273B81} \definecolor{GJLightBlue}{HTML}{0A9DD9} \definecolor{GJMediumGrey}{HTML}{6D6E70} \definecolor{GJLightGrey}{HTML}{929497} \renewenvironment{abstract}{% \setlength{\parindent}{0pt}\raggedright \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}} \vskip16pt \textcolor{GJBlue}{\large\bfseries\abstractname\space} }{% \vskip8pt \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}} \vskip16pt } \usepackage[absolute,overlay]{textpos} \makeatother \usepackage{lineno} \linenumbers \begin{document} \author[1]{Dr. Nazrul Islam} \author[2]{Md Mostafa Asef Rafi} \affil[1]{ BANGLADESH UNIVERSITY OF PROFESSIONALS} \renewcommand\Authands{ and } \date{\small \em Received: 9 December 2018 Accepted: 31 December 2018 Published: 15 January 2019} \maketitle \begin{abstract} The Banking sector is the most stable sector compared to other industrial units of Bangladesh. Presently, there are fifty-nine scheduled banks, including nine public banks in Bangladesh. A large number of people as employees are being connected with these banks. Their loyalty towards their jobs, along with other factors has an impact on the bank?s overall performance in this sector. Hence, this paper aims at evaluating the factors affecting the loyalty of public bank employees in Bangladesh. The Literature review found that various intrinsic and extrinsic factors impacts the fidelity of Public Bank employees in Bangladesh. Some innate factors like level of satisfaction, verbal performance appraisal, organizational reputation plays a major impact on the loyalty of the employees. Moreover, some extrinsic factors like compensation, training, career development, working environment impacts directly on the fealty of the employees. These factors are independent variables. Moreover, organizational well-being, financial performance are dependent variables. This study has been based on a survey of 200 employees of five leading public banks of Bangladesh. Both descriptive and inferential statistics were used to analyze the data. Descriptive statistics were used to describe the overall loyalty condition of the employees of the public banking sector in Bangladesh. Inferential statistics like factor analysis, multiple regression analysis was used to identify the relationships between the loyalty of the employees and the factors that affect the loyalty of the employees of public banks in Bangladesh. Results show that factors like prompt service and well dressed and politeness affect the homage of public bank employees in Bangladesh. \end{abstract} \keywords{loyalty, public bank, prompt service, work environment, level of satisfaction, well-dressed and politeness.} \begin{textblock*}{18cm}(1cm,1cm) % {block width} (coords) \textcolor{GJBlue}{\LARGE Global Journals \LaTeX\ JournalKaleidoscope\texttrademark} \end{textblock*} \begin{textblock*}{18cm}(1.4cm,1.5cm) % {block width} (coords) \textcolor{GJBlue}{\footnotesize \\ Artificial Intelligence formulated this projection for compatibility purposes from the original article published at Global Journals. However, this technology is currently in beta. \emph{Therefore, kindly ignore odd layouts, missed formulae, text, tables, or figures.}} \end{textblock*} \let\tabcellsep& \section[{Introduction}]{Introduction}\par Public bank is one of the largest government sector banks in Bangladesh. In the public banks more employees are being employed compared to private banks of Bangladesh. People feel comfortable to work with these public banks as they do not have much pressure and a threat from their employer banks. Hence, the performances of public sector banks are often poor in Bangladesh. Serious concern has already been developed regarding the loyalty of the public banks of Bangladesh which are instrumental for the poor performance. The reason could be attributed by the reluctance in control and the permanent job arrangement. Therefore, the loyalty of the public bank employees is a serious question among the policy makers in this sector of Bangladesh. The encyclopedic aim of this study is to identify the factors that are concerned with the loyalty of public bank employees in Bangladesh. The specific objectives are as follows.\par i. To describe the loyalty issue of public banks in Bangladesh; ii. To identify the factors related to the loyalty of the public banks in Bangladesh; iii. To discern the significant factors concerned with the adherence of the public banks in Bangladesh.\par II. \section[{Methodology}]{Methodology}\par The reason for this examination was to recognize the factors concerning the loyalty of the public banks in Bangladesh. Both primary and secondary information were utilized to conduct this study. Primary data has been collected from the government bank employees, and the secondary data has been collected from the books, magazines, and journals. \section[{a) Details of the Respondents}]{a) Details of the Respondents}\par Table \hyperref[tab_0]{1} shows that 60\% of the respondents were male, and 40\% were female employees of the public banks in Bangladesh. The majority of the respondents were at the age of 31-40 years followed by 41-50 years, 21-30 years, and above 50 years (Table \hyperref[tab_1]{2}). Majority of the respondents are married (86.50\%), and few were unmarried respondents (Table \hyperref[tab_2]{3}). Table \hyperref[tab_3]{4} shows that most of the respondent employee's experience was at the of 5-10 years, followed by 10-15 years, more than 15 years and less than 5 years. \section[{b) Sample Design and Determination of Sample Size}]{b) Sample Design and Determination of Sample Size}\par There are nine public banks in Bangladesh. Among these banks, three are specialized banks that are currently operating their services besides of six public commercial banks. The banks owned by the government are: (i) Uttara Bank Limited (ii) Sonali Bank Limited (iii) Rupali Bank Limited (iv) Rajshahi Krishi Unnayan Bank (v) Pubali Bank Limited (vi) Janata Bank Limited (vii) Bangladesh Krishi Bank (viii) Bangladesh Development Bank Limited and (ix) Agrani Bank Limited. It has been identified from the literature that there are about 77024 employees in nine government banks of Bangladesh (Table \hyperref[tab_4]{5}). The sample size of this study has been determined by using the following formula suggested by Yamane (1967).?? = ?? 1 + ??(??) 2\par Where n is the sample size, N is the population size, and e is the level of precision. For this study, level of precision is presumed as 0.07 and the population size is 77024. Putting these values in the above equation, the required number of sample size becomes approximately 204. This study interviewed 200bank employees of nine banks under study. This figure is well above the critical sample size of 200 for employing multivariate analysis (Hair et al., 1998).\par Taking the accessibility and willingness of the employees to respond to this study into account, Convenience Sampling Method was used to draw the sampling units (Malhotra, 2007). \section[{c) Questionnaire Design}]{c) Questionnaire Design}\par The structured questionnaire was used in this research to collect information from public bank employees. Responses to all the statements in the questionnaire were measured on a five-point scale ranging from 1 to 5 with 1 indicating strongly disagree and 5 indicating strongly agree. One of the relative advantages of using this scale is its suitability for the applications of multifarious statistical tools used in marketing and social research study (Malhotra, 1999). The collected data were statistically processed subsequently to get useful information. The reliability statistics show that the internal consistency of the questionnaire is under the acceptable limit (Nunnally, 1978). The reliability statistics are at the acceptable level (Table \hyperref[tab_5]{6}). Data were collected from both primary and secondary sources. Primary data were used for the purpose of identifying the factors concerned with the loyalty of the public banks of Bangladesh. The survey was conducted among the 200 employees of nine public banks of Bangladesh. The survey was conducted in 2019. The interviewers were properly trained on the items included in the questionnaire for data collection before commencing the interview. Along with descriptive statistics \hyperref[b2]{1} , inferential statistical 2 techniques such as, Factor Analysis and Multiple Regression Analysis were used to analyze the data. A Principal Component Analysis (PCA) with an Orthogonal Rotation (Varimax) \hyperref[b4]{3} 1 Descriptive statistics includes statistical procedures that we use to describe the population we are studying. The data could be collected from either a sample or a population, but the results help us organize and describe data. Descriptive statistics can only be used to describe the group that is being studying. That is, the results cannot be generalized to any larger group. \hyperref[b3]{2} Inferential statistics is concerned with making predictions or inferences about a population from observations and analyses of a sample. That is, we can take the results of an analysis using a sample and can generalize it to the larger population that the sample represents.\par using the SPSS (Statistical Package for Social Sciences) was performed on the survey data. Multiple Regression \hyperref[b4]{3} Varimax rotation is an orthogonal rotation of the factor axes to maximize the variance of the squared loadings of a factor (column) on all the variables (rows) in a factor matrix, which has the effect of differentiating the original variables by extracted factor. Each factor will tend to have either large or small loadings of any particular variable. A varimax solution yields results which make it as easy as possible to identify each variable with a single factor. This is the most common rotation option. \section[{Analysis 4}]{Analysis 4}\par III. \section[{Literature Review}]{Literature Review}\par Such Multiple Regression was conducted by using SPSS to identify the relationships between the dependent and independent variables and the significant factors. \hyperref[tab_6]{7}). \hyperref[b5]{4} \section[{In statistics, regression analysis is a statistical process for estimating the relationships among variables. It includes many techniques for modeling and analyzing several variables, when the focus is on the relationship between a dependent variable and one or more independent variables. More specifically, regression analysis helps one understand how the typical value of the dependent variable (or 'Criterion}]{In statistics, regression analysis is a statistical process for estimating the relationships among variables. It includes many techniques for modeling and analyzing several variables, when the focus is on the relationship between a dependent variable and one or more independent variables. More specifically, regression analysis helps one understand how the typical value of the dependent variable (or 'Criterion}\par Variable') changes when any one of the independent variables is varied, while the other independent variables are held fixed. \section[{Analysis and Interpretations}]{Analysis and Interpretations}\par In the analysis part of this paper, multivariate analysis like factor analysis and multiple regression analysis have been performed. \section[{a) Results of Exploratory Factor Analysis (EFA)}]{a) Results of Exploratory Factor Analysis (EFA)}\par The results of factor analysis show that the communalities of all variables concerning the loyalty of the public bank employees in Bangladesh are significantly high indicating the variables are fundamental in this study (Table \hyperref[tab_7]{8}). Table \hyperref[tab_8]{9} shows the factors related to the loyalty of the public bank employees in Bangladesh. It shows that prompt service, well dressed and politeness of the bank employees are concerned with the loyalty of the public bank employees in Bangladesh. The variance of factor named prompt service is the highest (46.83\%) followed by well dress and politeness (10.01\%). The total variance of the data set is 56.86\% indicates that a major portion of the data set has been included in the analysis. Table \hyperref[tab_9]{10} shows the factor loadings of the variables constituted the factors are very high. It shows that the factor loadings of all the variables are high, indicating that the variables constituted the factor(s) have a higher level of relationships with them. \section[{b) Results of Multiple Regression Analysis}]{b) Results of Multiple Regression Analysis}\par Model summary also shows that the adjusted R square is 0.598, that indicates a higher level of relationships of the factors with the overall loyalty of the public bank employees in Bangladesh (Table \hyperref[tab_10]{11}). a. Rotation converged in 3 iterations.\par Analysis of variance (ANOVA) shows that the two factors concerning the loyalty of the public bank employees in Bangladesh are significantly related to the overall loyalty of the employees of Bangladesh (Table \hyperref[tab_11]{12}). Table \hyperref[tab_12]{13} shows that the factors such as prompt service and well dress and politeness are significantly related to the overall loyalty of the public bank employees in Bangladesh. a. Dependent Variable: Considering above factors, I am satisfied with the services of the bank to its stakeholders \section[{V. Conclusions and Recommendations}]{V. Conclusions and Recommendations}\par The factor analysis results show that the variables used in the analysis have a higher level of relationship in the data set. The factors related to the loyalty of the public bank employees in Bangladesh identified in this study are prompt service, well dressed and politeness of the bank employees. The factor loadings of the variables constituted the factors are very high. It shows that the factor loadings of all the variables are high,specifying that the variables constituted the factor(s) have a higher level of relationships with them. The model summary also shows that the adjusted R square is 0.598, that interprets a significant correlation of the factors with the overall loyalty of the public bank employees in Bangladesh. Results also show that the factors such as prompt service and well dress and politeness are significantly related to the overall loyalty of the public bank employees in Bangladesh. This study recommends that the policymakers of the public banks of Bangladesh should focus on the prompt service and well dress and politeness of the employees for increasing the loyalty of their employees in the future. However, there is an ample scope to improve the results of this study by taking more samples into consideration in the future. \begin{figure}[htbp] \noindent\textbf{1} \par \begin{longtable}{P{0.12142857142857141\textwidth}P{0.1376190476190476\textwidth}P{0.16190476190476188\textwidth}P{0.21047619047619048\textwidth}P{0.21857142857142856\textwidth}} \tabcellsep Frequency\tabcellsep Percent\tabcellsep Valid Percent\tabcellsep Cumulative Percent\\ Male\tabcellsep 120\tabcellsep 60.0\tabcellsep 60.0\tabcellsep 60.0\\ Female\tabcellsep 80\tabcellsep 40.0\tabcellsep 40.0\tabcellsep 100.0\\ Total\tabcellsep 200\tabcellsep 100.0\tabcellsep 100.0\tabcellsep \end{longtable} \par \caption{\label{tab_0}Table 1 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{2} \par \begin{longtable}{P{0.187\textwidth}P{0.11333333333333333\textwidth}P{0.15866666666666668\textwidth}P{0.19266666666666665\textwidth}P{0.19833333333333333\textwidth}} Years\tabcellsep Frequency\tabcellsep Percent\tabcellsep Valid Percent\tabcellsep Cumulative Percent\\ 21-30\tabcellsep 42\tabcellsep 21.0\tabcellsep 21.0\tabcellsep 21.0\\ 31-40\tabcellsep 67\tabcellsep 33.5\tabcellsep 33.5\tabcellsep 54.5\\ 41-50\tabcellsep 58\tabcellsep 29.0\tabcellsep 29.0\tabcellsep 83.5\\ Above 50\tabcellsep 33\tabcellsep 16.5\tabcellsep 16.5\tabcellsep 100.0\\ Total\tabcellsep 200\tabcellsep 100.0\tabcellsep 100.0\tabcellsep \end{longtable} \par \caption{\label{tab_1}Table 2 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{3} \par \begin{longtable}{P{0.1608108108108108\textwidth}P{0.13018018018018016\textwidth}P{0.15315315315315314\textwidth}P{0.1990990990990991\textwidth}P{0.20675675675675675\textwidth}} \tabcellsep Frequency\tabcellsep Percent\tabcellsep Valid Percent\tabcellsep Cumulative Percent\\ Married\tabcellsep 173\tabcellsep 86.5\tabcellsep 86.5\tabcellsep 86.5\\ Unmarried\tabcellsep 27\tabcellsep 13.5\tabcellsep 13.5\tabcellsep 100.0\\ Total\tabcellsep 200\tabcellsep 100.0\tabcellsep 100.0\tabcellsep \end{longtable} \par \caption{\label{tab_2}Table 3 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{4} \par \begin{longtable}{P{0.29129213483146066\textwidth}P{0.09550561797752809\textwidth}P{0.13370786516853933\textwidth}P{0.16235955056179774\textwidth}P{0.16713483146067415\textwidth}} \tabcellsep Frequency\tabcellsep Percent\tabcellsep Valid Percent\tabcellsep Cumulative Percent\\ Less than 5 Years\tabcellsep 40\tabcellsep 20.0\tabcellsep 20.0\tabcellsep 20.0\\ 5-10 Years\tabcellsep 62\tabcellsep 31.0\tabcellsep 31.0\tabcellsep 51.0\\ 10-15 Years\tabcellsep 53\tabcellsep 26.5\tabcellsep 26.5\tabcellsep 77.5\\ More than 15 Years\tabcellsep 45\tabcellsep 22.5\tabcellsep 22.5\tabcellsep 100.0\\ Total\tabcellsep 200\tabcellsep 100.0\tabcellsep 100.0\tabcellsep \end{longtable} \par \caption{\label{tab_3}Table 4 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{5} \par \begin{longtable}{P{0.14029126213592233\textwidth}P{0.3734223300970874\textwidth}P{0.10109223300970874\textwidth}P{0.12172330097087378\textwidth}P{0.11347087378640776\textwidth}} Sl. No.\tabcellsep Name of the Bank\tabcellsep Number of Branches\tabcellsep Total Employees\tabcellsep Year of Established\\ 1.\tabcellsep Janata Bank\tabcellsep 912\tabcellsep 12391\tabcellsep 1971\\ 2.\tabcellsep Uttara Bank\tabcellsep 235\tabcellsep 3569\tabcellsep 1965\\ 3.\tabcellsep Sonali Bank\tabcellsep 1215\tabcellsep 21839\tabcellsep 1972\\ 4.\tabcellsep Rupali Bank\tabcellsep 665\tabcellsep 5150\tabcellsep 1972\\ 5.\tabcellsep RajshahiKrishiUnnayan Bank\tabcellsep 153\tabcellsep 3,661\tabcellsep 1987\\ 6.\tabcellsep Pubali Bank Limited\tabcellsep 465\tabcellsep 7204\tabcellsep 1959\\ 7.\tabcellsep Bangladesh Krishi Bank\tabcellsep 973\tabcellsep 9166\tabcellsep 1973\\ 8.\tabcellsep Bangladesh Development Bank Limited\tabcellsep 32\tabcellsep 775\tabcellsep 2010\\ 9.\tabcellsep Agrani Bank Limited\tabcellsep 953\tabcellsep 13269\tabcellsep 1972\\ \multicolumn{2}{l}{Total Branches \& Employees in Public Banks}\tabcellsep 5603\tabcellsep 77024\tabcellsep \end{longtable} \par \caption{\label{tab_4}Table 5 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{6} \par \begin{longtable}{P{0.6669230769230768\textwidth}P{0.18307692307692308\textwidth}} Cronbach's Alpha\tabcellsep No. of Items\\ 0.890\tabcellsep 18\\ d) Data Collection \& Analysis\tabcellsep \end{longtable} \par \caption{\label{tab_5}Table 6 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{7} \par \begin{longtable}{P{0.193943661971831\textwidth}P{0.043098591549295774\textwidth}P{0.08140845070422535\textwidth}P{0.08380281690140844\textwidth}P{0.05267605633802817\textwidth}P{0.021549295774647887\textwidth}P{0.043098591549295774\textwidth}P{0.06225352112676056\textwidth}P{0.040704225352112676\textwidth}P{0.043098591549295774\textwidth}P{0.03112676056338028\textwidth}P{0.055070422535211265\textwidth}P{0.057464788732394356\textwidth}P{0.040704225352112676\textwidth}} Compe nsation \& benefits\tabcellsep Work -life balance\tabcellsep Organiz ation growth \& reputation\tabcellsep Superior subord inate relatio nship\tabcellsep Level of satisf action\tabcellsep Team work\tabcellsep Work Envir onment\tabcellsep Training \& Develop ment\tabcellsep Work flexi bility\tabcellsep Skill recog nition\tabcellsep Job Security\tabcellsep Perfor mance appraisal\tabcellsep Promotion Career Growth\tabcellsep Welfare measures\\ \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep ?\tabcellsep ?\tabcellsep \tabcellsep \tabcellsep \tabcellsep ?\tabcellsep \tabcellsep ?\\ (O. Adedeji,\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep ?\tabcellsep \tabcellsep \tabcellsep ?\tabcellsep \tabcellsep ?\tabcellsep \\ Abosede\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ \& C.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ Ugwumad\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ u,\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ Obianuju.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ 2018)\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ (Shabnaz,\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par \caption{\label{tab_6}Table 7 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{8} \par \begin{longtable}{P{0.7670420420420421\textwidth}P{0.08295795795795795\textwidth}} Variables\tabcellsep Extraction\\ 1. The bank's corporal services are seeing attractive\tabcellsep 0.731\\ 2. Personnel are well dressed and appear neat in the bank\tabcellsep 0.777\\ 3. Personnel are polite in the bank\tabcellsep 0.680\\ 4. The personnel provide services timely\tabcellsep 0.507\\ 5. The personnel perform services accurately\tabcellsep 0.554\\ 6. The personnel provide prompt services to customer\tabcellsep 0.550\\ 7. Personnel have the required knowledge and skill to perform the services\tabcellsep 0.403\\ 8. The personnel's willingness to help customers is high\tabcellsep 0.509\\ 9. The personnel realize the exact desires of their clients\tabcellsep 0.546\\ 10. The Bank offers a complete range of services\tabcellsep 0.610\\ 11. The personnel are caring and provides individual attention to customer\tabcellsep 0.502\end{longtable} \par \caption{\label{tab_7}Table 8 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{9} \par \begin{longtable}{P{0.45454545454545453\textwidth}P{0.06818181818181818\textwidth}P{0.2727272727272727\textwidth}P{0.05454545454545455\textwidth}} Factors\tabcellsep Total\tabcellsep \multicolumn{2}{l}{Initial Eigenvalues \% of Variance Cumulative \%}\\ 1. Prompt Service\tabcellsep 5.619\tabcellsep 46.827\tabcellsep 46.827\\ 2. Well Dress and Politeness\tabcellsep 1.202\tabcellsep 10.018\tabcellsep 56.845\\ Extraction Method: Principal Component Analysis.\tabcellsep \tabcellsep \tabcellsep \end{longtable} \par \caption{\label{tab_8}Table 9 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{10} \par \begin{longtable}{} \end{longtable} \par \caption{\label{tab_9}Table 10 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{11} \par \begin{longtable}{P{0.7055913978494623\textwidth}P{0.08956989247311828\textwidth}P{0.05483870967741935\textwidth}} \tabcellsep \tabcellsep Factors\\ Variables\tabcellsep Prompt Service\tabcellsep Well Dressed and Polite\\ The personnel provide prompt services to customer\tabcellsep 0.728\tabcellsep \\ The personnel realize the exact desires of their clients\tabcellsep 0.698\tabcellsep \\ The personnel perform services accurately\tabcellsep 0.696\tabcellsep \\ The personnel provide services timely\tabcellsep 0.686\tabcellsep \\ The personnel's willingness to help customers is high\tabcellsep 0.631\tabcellsep \\ Personnel have the required knowledge and skill to perform the services\tabcellsep 0.604\tabcellsep \\ The personnel are caring and provides individual attention to customer\tabcellsep 0.537\tabcellsep \end{longtable} \par {\small\itshape [Note: a. Predictors: (Constant), REGR factor score 2 for analysis 1, REGR factor score 1 for analysis 1]} \caption{\label{tab_10}Table 11 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{12} \par \begin{longtable}{P{0.6302180685358255\textwidth}P{0.09003115264797508\textwidth}P{0.023831775700934577\textwidth}P{0.058255451713395634\textwidth}P{0.02118380062305296\textwidth}P{0.0264797507788162\textwidth}} Model\tabcellsep Sum of Squares\tabcellsep df\tabcellsep Mean Square\tabcellsep F\tabcellsep Sig.\\ Regression\tabcellsep 132.430\tabcellsep 2\tabcellsep 66.215\tabcellsep 146.360\tabcellsep .000 a\\ Residual\tabcellsep 89.125\tabcellsep 197\tabcellsep 0.452\tabcellsep \tabcellsep \\ Total\tabcellsep 221.555\tabcellsep 199\tabcellsep \tabcellsep \tabcellsep \\ \multicolumn{6}{l}{a. Predictors: (Constant), REGR factor score 2 for analysis 1, REGR factor score 1 for analysis 1}\\ \multicolumn{6}{l}{b. Dependent Variable: Considering above factors, I am satisfied with the services of the bank to its}\\ stakeholders\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par \caption{\label{tab_11}Table 12 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{13} \par \begin{longtable}{P{0.22783505154639175\textwidth}P{0.1884020618556701\textwidth}P{0.10953608247422679\textwidth}P{0.17087628865979382\textwidth}P{0.08324742268041237\textwidth}P{0.07010309278350516\textwidth}} Model\tabcellsep \multicolumn{2}{l}{Unstandardized Coefficients}\tabcellsep Standardized Coefficients\tabcellsep \tabcellsep \\ \tabcellsep B\tabcellsep Std. Error\tabcellsep Beta\tabcellsep t\tabcellsep Sig.\\ (Constant)\tabcellsep 4.165\tabcellsep 0.048\tabcellsep \tabcellsep 87.572\tabcellsep .000\\ Prompt Service\tabcellsep 0.496\tabcellsep 0.048\tabcellsep 0.470\tabcellsep 10.402\tabcellsep .000\\ Well Dressed and Polite\tabcellsep 0.648\tabcellsep 0.048\tabcellsep 0.614\tabcellsep 13.584\tabcellsep .000\end{longtable} \par \caption{\label{tab_12}Table 13 :}\end{figure} \backmatter \begin{bibitemlist}{1} \bibitem[Roy and Das ()]{b0}\label{b0} \textit{}, M K Roy , P K Das . 2017. \bibitem[Senevirathna ()]{b21}\label{b21} \textit{}, G A B E Senevirathna . 2017. (Factors Affecting Employee Retention) \bibitem[Rahman and Iqbal]{b16}\label{b16} \textit{Comprehensive Relationship between Job Satisfaction and Turnover Intention of Private Commercial Bank Employees}, M M Rahman , M F Iqbal . Bangladesh. \bibitem[Hossain et al. 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