Professional Documents
Culture Documents
On
“A Study on Customer Satisfaction towards the
Services of Evolve HR Solution”
SUBMITTED BY:
VIKAS RAWAT
M.B.A. 3rd Semester
Roll No. 2100540700108
SESSION 2022-2023
DEPARTMENT OF MANAGEMENT
iii
DECLARATION
I hereby declare that all the work presented in the Summer Training report entitled
Solution” is carried out and being submitted at the school of management for the
VIKAS RAWAT. The work is carried out under the guidance of MR. D. K.
LUCKNOW. It hasn‘t been submitted at any other place for another academic
purpose.
Date:
Place: LUCKNOW
VIKAS RAWAT
ROLL NO.-2100540700108
iv
ACKNOWLEDGEMENT
It would be insufficient just to say “word of thanks” for all those people who have
appreciation I have named here all those wonderful people, without whom all this
guidance and support throughout our project. It is due to his efforts that my project
has gained its present stature. And I can never thank my family enough for all they
have done.
The experience which is gained by me during this project is essential for me at this
Last but not least, it was the blessing of my Parent, brother& friends for keeping
me motivated throughout the research period their close attitude and expressions of
VIKAS RAWAT
ROLL NO.-2100540700108
v
TABLE OF CONTENT
1. Introduction 1
2. Company Profile
4. Research Methodology
6. Findings
7. Recommendations
8. Limitations
9. Conclusion
10. Bibliography
11. Annexure
vi
INTRODUCTION
1
INTRODUCTION
CUSTOMER
CUSTOMER SATISFACTION
MEANING
complete knowledge about the product and about all the feature of that particular
product.
Customer satisfaction is the end result of your interaction with the customer. By
giving the best customer service and making sure that the customer was given the
best resolution at the end of the call, then we can say that the customer is satisfied
According to me customers are those who pay (salary). Satisfaction is the key to
hold the customer for future business. Complete knowledge must be given; each
and every query must be clarified by the seller. If a customer remembers you for
2
DEFINITION
with a firm, its products, or its services (ratings) exceeds specified satisfaction
goals.".
with you or your company in the future. Many factors play a role in customer
satisfaction, including customer service, product quality and the ease of doing
responded that they found a customer satisfaction metric very useful in managing
SEVEN STEPS:
Attention to details.
3
Anticipate your client’s needs and go out of your way to help them out.
Serving your customer with a smile on your face, even when things don’t go right.
DEFINITION OF CUSTOMER
purchase a buyer.
According to Jack Speer “Excellent customer service is the process by which your
organization delivers its services or products is way that allows the customer to
access them in the most efficient, fair, cost effective and humanly satisfying and
Customer service is a common term we are familiar with which means one
4
SIX COMPETITIVE ADVANTAGES THROUGH CUSTOMER
SATISFACTION:
Customer
satisfaction
ADVANTAGE
business practices and customer service orientation are one of the biggest
advantages of customer feedback surveys. Critical input and answer can help a
5
DISADVANTAGE
Customer feedback surveys and questionnaires can sometimes be too scientific and
analysis and interpret ion of feedback and answers provided by customers might
not provide the right kind insights that business not to better serve customer.
IMPORTANCE
Since sales are the most important goal of any commercial enterprise. It become
a) Quality
b) Fair prizes
c) Efficient delivery
satisfied.
6
BENEFITS
print more frequently than any other catch phrase used to describe a new found
The question of defining who your customers are seems fairly easy particularly if
you have segmented your market properly and understand who you are trying to
that customer set can be divided into two parts, the apparent customer and the
user. The apparent customer is the person or group of people who decide what
product to buy and basically have control over the purse strings. The user is a
person or group who physically uses the product or is the direct recipient of a
service.
Customer satisfaction is a concept that more and more companies are putting at the
heart of their strategy, but for this to be successful they’re needs to be clarity about,
what customer satisfaction means and what needs to happen to drive improvement.
Without this, there is a risk that customer satisfaction becomes little more than a
good intention, with confused objectives failing to address the real issues for
7
customers, one helpful way to look at the problem is to rephrase the objectives: set
way for a company depends on understanding your customer and on having a clear
vision of the role that customer satisfaction is to play in the strategy. For example,
wide objective rooted in the brand values. For the former, it may be sufficient to
focus on improving customer service, but for the latter a broader definition of
Whatever the strategy for customer satisfaction, it must at least include getting the
basics right. Failing to achieve this can destroy the reputation as well as losing
reputation. Once the objectives for the customer satisfaction strategy are defined
there are a number of steps we can take to make sure the focus on customer
satisfaction is effective.
With the increase in customer’s demands and competition it has become a lot more
important to base the entire company on customer service. When doing this one
must first realize that every member of an organization plays an active role in
within a company.
8
top management has frequent contacts with external customers. The top
get through to the customer. The staff focuses all of its attention on satisfying the
support necessary to achieve these goals. The other department and staff in the
organization that do not have direct contact with the external customers deal
their perceptions
MARKETING ORGANIZATION
their perceptions
The telling factor in the company’s long run fortunes will be the amount of
customer satisfaction that it managers to generate. But it doesn’t not mean the
company’s sole aim is to maximize Customer Satisfaction. If that where the case, it
should simply put out the best product and service in the world and price is below
9
long run it would be also be out of business. Customer Satisfaction like happiness
direct pursuit.
Companies that move towards adopting the market concept benefit themselves and
The society. It leads the society’s recourse to move in the direction of social needs,
there by bringing the interests of business firms and the interest of society in to
harmonious relationship. Thus the third pillory of the marketing concept aims to
achieve good profits by giving the customer genuine values in the satisfaction.
Balanced Scorecard.
customers. (It may help the reader to notice the role of customer satisfaction in the
marketplace.
10
Customer satisfaction is an ambiguous and abstract concept and the actual
manifestation of the state of satisfaction will vary from person to person and
behaviors such as return and recommend rate. The level of satisfaction can also
vary depending on other options the customer may have and other products against
area has recently been developed. Work done by Berry, Brooder between 1990 and
1998 defined ten 'Quality Values' which influence satisfaction behavior, further
expanded by Berry in 2002 and known as the ten domains of satisfaction. These
Commitment to the Customer and Innovation. These factors are emphasized for
integrated model. Work done by Parasuraman, Zeithaml and Berry between 1985
and 1988 provides the basis for the measurement of customer satisfaction with a
service by using the gap between the customer's expectation of performance and
11
measurement of performance according to expectation. According to Garbrand,
performance.
each statement and in term of their perception and expectation of the performance
Customer Loyalty
"It takes a lot less money to increase your retention of current customers than to
find new ones-but I know I don't give it as much effort as I should because it does
I bet you haven't given it as much thought as you should- because to tell the
Particularly because of the high cost of landing new customers versus the
high profitability of a loyal customer base, you might want to reflect upon
12
These four factors will greatly affect your ability to build a loyal customer
base:
competition.
When you buy a new car, many dealers will within minutes try to sell you an
extended warranty, an alarm system, and maybe rust proofing. It's often a very
easy sale and costs the dealer almost nothing to make. Are there additional
Three years ago my house was painted, and it's now due for another coat. Why
hasn't the painter called or at least sent a card? It would be a lot less expensive than
getting new customers through his newspaper ad, and since I was happy with his
work I won't get four competing bids this time. Keep all the information you can
on your customers and don't hesitate to ask for the next sale.
When customers aren't happy with your business they usually won't complain to
you - instead, they'll probably complain to just about everyone else they know -
and take their business to your competition next time. That's why an increasing
questionnaires after the sale is made. They find that if they promptly follow up and
13
resolve a customer's complaint, the customer might be even more likely to do
hIn many business situations, the customer will have many more interactions after
the sale with technical, service, or customer support people than they did with the
these interactions are the ones that are really going to matter. They really should be
handled with the same attention and focus that sales calls get because in a way they
Contact . . . contact . . . contact with current customers is a good way to build their
loyalty. The more the customer sees someone from your firm, the more likely
you'll get the next order. Send Christmas cards, see them at trade shows, stop by to
Send a simple newsletter to your customers-tell them about the great things that are
happening at your firm and include some useful information for them. Send them
copies of any media clippings about your firm. Invite them to free seminars. The
more they know about you, the more they see you as someone out to help them, the
more they know about your accomplishments-the more loyal a customer they will
be.
Building customer loyalty will be a lot easier if you have a loyal workforce-not at
all a given these days. It is especially important for you to retain those employees
who interact with customers such as sales people, technical support, and customer-
service people. Many companies give a lot of attention to retaining sales people but
14
little to support people. I've been fortunate to have the same great people in
customer service for years-and the compliments from customers make it clear that
they really appreciate specific people in our service function. The increasing trend
today is to send customer-service and technical-support calls into queue for the
next available person. This builds no personal loyalty and probably less loyalty for
the firm. Before you go this route, be sure this is what your customers prefer.
PROFITABLE OPPORTUNITIES”.
what the need and want through creating. Offering and exchanging products of
This definition of marketing rests on the following core concepts needs, wants and
elements, products (goods, services and ideas); value cost and satisfaction
exchange and transactions, relationships and networks, markets and marketers and
prospects.
“ The marketing concept hold that key to achieving organizations goals consists of
15
Company Profile
16
COMPANY PROFILE
happy to offer its expertise in making a raw candidate an expert in his/her field.
Our tried and true system is based off over 7 years of cumulative experience shared
between our trainers. We pride ourselves on setting up our candidates for success
in initial stage of carrier and are sure that they will leave our sessions more
Secretaries, etc. But it is essential on the part of the law-makers and researchers to
analyse whether LLP can be treated as a general purpose business vehicle meeting
the needs of all businesses. In that case, one needs to move down further to
structure that can be tailored to suit the peculiarities, interests of each business.
Moreover, one also has to understand what safeguards must be available to the
general public who deal with such limited liability entities like LLP.
The first section of this chapter will give a brief overview of different types of
major hybrid entities available. The second section will outline a description of
some key legal concepts and doctrines. The third section will uphold the major
issues forwarded by the professionals in respect of their liability and the rationale
for allowing or not allowing them to practise in limited liability entities. The fourth
section will concentrate on the arguments and the case for allowing professionals
17
The term „hybrid entity‟ signifies a type of business organisation that combines
meet the needs of certain groups of people who cannot fully utilise the advantages
of the corporate form or the partnership form. In this section, an overview has been
given of the major hybrid entities available around the world, namely, Limited
Partnership (LP), Business Trust, Limited Liability Company (LLC) and LLP.
along with one or more limited partners. It is a partnership which requires, at least,
one partner as a general partner. The role played by the general partners is the
the control in the management of the affairs of the LP, share the right to use the
proportions, and have joint and several liability for the debts of the LP. Like in
ordinary partnerships, general partners are the agents of the LP to bind all the other
partners of the firm in contracts with the third parties in the ordinary course of the
business of the LP. The limited partners play a role similar to the shareholders of a
company. They have limited liability to the extent of their registered investments in
the LP for the debts incurred by the firm. They do not have any right to participate
in the management of the LP. The LP members sometimes have to face the
formalities of piercing the corporate veil like in the case of a company. This is
done to differentiate truly the identities of general partners from limited partners.
But such piercing of corporate veil is more difficult for an LP than in case of a
enjoy the powers of the general partners till the time they do not step into the shoes
18
of the general partners. A limited partner who has paid the amount of money or has
agreed to contribute to the LP will not have any further liability for the LP‟s
obligations. In other words, the amount the limited partners have agreed to
A limited partner who actively participates in the business of an LP also runs the
with Section 63 of the Partnership Act of Alberta which depicts that a limited
partner does not incur any liability of a general partner unless he/she participates in
the control and in the management of the business. In the case of Haughton
Graphic Ltd. vs. Zivot (1986), direct consideration was made of Section 63 of the
Partnership Act of Alberta. The general partner in this case was a corporation and
the two limited partners were employees and officers of the corporate general
partner. However, the court of law did not determine the role or title of the limited
partners in the corporate general partner. The two limited partners were the ones
who were occupying the managerial positions in the LP and took all the managerial
Alberta and the court held them liable as general partners. The decision in the case
of Haughton Graphic Ltd. vs. Zivot (1986) is contrasted to the decision in the case
of Nordile Holdings Ltd. vs. Breckenridge (1992) of the British Columbia Court of
section of British Columbia‟s Partnership Act. The facts of the case Nordile
Holdings Ltd. vs. Breckenridge (1992) had similarity with that of the case of
Haughton Graphic Ltd. vs. Zivot (1986). In this case, the insolvent LP had one
corporate general partner and two limited partners who were the directors and
19
officers of the corporate general partner. These two limited partners took part in
the management of the LP. The British Columbia Court of Appeal held that the
limited partners but in the capacity of directors and officers of the corporate
general partner. Thus, the two limited partners could not be held liable as general
partners. The Court of Appeal also held in the favour of the defendant limited
partners on a second ground. The second ground was that the provision of
mortgage, upon which they were sued, specifically provided that the plaintiffs
could lay their hands only on the assets of the LP. The British Columbia Court of
Appeal interpreted the provision as that the limited partners could be held
the LP in the capacity of limited partners. On the contrary, the Court of Ontario
held that the limited partners would always be personally liable if they participate
shares of profit, if, after such payment, there lies sufficient assets in the LP to meet
the external liabilities other than the liabilities towards the other partners. Similar
restrictions are also applicable to the returns on the limited partners‟ contribution.
Moreover, though limited partners are allowed to extend loans to the LP, they are
not allowed to take security interest in the assets of the LP on account of the loan
(ibid.). As far as trusts are concerned, the Canadian courts got the idea of trusts
from the courts of England. An arrangement of trust arises when one person,
named as trustee, holds the legal title of a property for the benefit of some other
20
flexible in nature and can be formed for many purposes like investment or
commercial purposes as well. In the case of a unit trust, it is known that the trustee
holds marketable securities on trust for the benefit of the investors who have
acquired units of the trust. Sometimes, the trust concept is used for the commercial
The trustee in case of business trusts holds title to assets and utilises them for the
benefit of beneficiaries. The business trusts are well within the basic trust laws and
concepts. The difference between the business trust and any other trust is basically
case of business trusts, the trust agreement gives greater autonomy to the trustee to
make aggressive investment and to conduct an active business. The usual family
trusts generally create successive and contingent interests, i.e., the interests may
trusts, the beneficial interest is confined within a group of investors who have
trust by drafting a trust agreement whereby they would appoint a trustee and define
the rights, powers and responsibilities of the trustee. Thereafter, they would
transfer the property to the trustee so that the trustee may utilise them for the
do not possess the power to remove the trustee or to interfere in his/her conduct of
business but all these clauses may be modified by the terms in the trust agreement
(Alberta Law Reform Institute, 1998). A business trust generally does not have a
separate legal entity. Since the trustee is the legal owner of the property, he/she has
absolute rights to deal with the trust‟s property but this right must be exercised in
21
accordance with the trustee‟s fiduciary duties. Third parties, who want to either
purchase the trust‟s property or want to sell any property or service to the trust,
deal with the trustee not as an agent of the beneficiaries but as the principal of the
properties (ibid.). The trusts do not incur any liability or obligation and the
beneficiaries too do not incur any liabilities for the actions undertaken by the
trustee in the ordinary course of the business of the trust. As far as the general
principles of the trust are concerned, the beneficiaries may be liable to indemnify
the trustee for the liabilities incurred by him/her in carrying out the duties.
However, this indemnification clause may also be removed from the trust
corporation, then some say that the beneficiaries may limit their liabilities to the
assets of the trustee and the assets of the trust held by the trustee for the benefit of
the beneficiaries. Just because the trustee possesses the legal title to the property of
the trust, it cannot be concluded that the beneficiaries should enjoy limited
liability. If one takes a logical view, he/she may argue that, when two or more
persons have contributed funds to reap some profit out of that in a venture, the
that the ownership of the fund is vested in the trustee and the beneficiaries may not
argued that in situations, where the beneficiaries are simply acting as passive
does not exercise independent authority and merely carries out the orders at the
principals as held in the case of Trident Holdings Ltd. vs. Danand Investments Ltd.
22
(1988) (Alberta Law Reform Institute, 1998). The liability position of the
beneficiaries is less clear when they participate in the management of the trust to
some extent but the actual-decision making power is vested in the trustee only.
However, one way of resolving this issue may be to observe the clauses of the trust
deed. This is to evaluate whether the trust deed gives the beneficiaries any direct
right to exercise control over the management of the trust‟s property or whether
they possess ultimate controlling authority as far as the trust‟s assets are
concerned. In these two cases, the beneficiaries will acquire the same status as the
partners in a partnership firm and the trustee would simply be acting as their agent.
The tests that are carried out to determine whether limited partners should be held
liable or not should also be applicable to determine the liability of the beneficiaries
power, if they have the power to influence the decision of the trustee by
Institute, 1998). A contrary view is taken by the Anglo-Canadian courts where the
main issue is not to observe the controlling power enjoyed by the beneficiaries but
to judge whether the trustee exercises independent discretion with respect to the
management of the trust‟s assets. If the trustee can use discretion over the
management of the trust‟s assets, he/she will not be regarded as a mere agent of
the beneficiaries. In such circumstances, the beneficiaries will not be held liable for
the obligations incurred by the trustee in carrying out the trust‟s operations
(Cullity, 1985, 1988, 1996). As far as the evolution of LLC is concerned, much of
corporation pays dividend to its shareholders out of the income on which tax has
23
already been paid, the shareholders are entitled to some form of credit for the tax
that has already been paid. In this way, the impact of double taxation of corporate
income is eliminated to some extent but not fully. But in the USA, the shareholders
do not receive any credit for the tax paid by the corporation. So there is a higher
element of double taxation in the USA (Klein and Zolt, 1995). It was this motive
of removing the impact of double taxation that led the US firms to create an
organisational form that would not have the impact of double taxation. Over long
years, the American courts and the Internal Revenue Service treated many
organisations that are not corporations generally but treated as corporations for tax
more non-corporate characteristics than corporate features (ibid.). Thus, since the
investors are interested in forming an organisational vehicle that would have the
should have maximum of one corporate characteristic out of the remaining three as
stated above to fulfil the investors‟ need (Alberta Law Reform Institute, 1998).
During the mid-seventies, an oil company persuaded the state of Wyoming to pass
the first LLC statute. The oil company thought that an LLC would not be regarded
as a corporation for tax purposes. But since that did not happen initially, the idea of
LLC was not accepted by the entrepreneurs. It was in 1988 that the Internal
partnership form for tax purposes (Carney, 1995). After the passing of this ruling,
almost all the states enacted LLC statutes within a few years. Since there was
24
considerable variation in the LLC statutes of different states, the National
among the state laws (Alberta Law Reform Institute, 1998). However, the pursuit
of the US enterprises to mix and blend idiosyncratic features to avail of the tax
not reduce the demand and attractiveness of the LLC to a large extent since many
American commentators have agreed that, other than the tax advantages, the
Another area where one finds the application of vicarious liability is partnership. It
partner is jointly and severally liable for the acts of the firm, while he/she is a
partner of the firm. Moreover, section 26 of the said Act has stated explicitly that
where (by the wrongful act or omission of a partner acting in the ordinary course of
the business of a firm or with the authority of his partners) loss or injury is caused
to any third party or any penalty is incurred, the firm is liable to the same extent as
the partner. According to Section 27 of the said Act, when a partner, acting within
his/her apparent authority, receives money or property from a third party and
from a third party, and the money or property is misapplied by any of the partners,
25
while it is in the custody of the firm, the firm is liable to make good the loss. Thus,
from the above sections, it is clear that the firm‟s liability is equivalent to the joint
and several liabilities of all the partners of the firm. These sections impose
employee of a partnership firm is the employee of all the partners. If any employee
breaches a duty of care, then the partners will be liable for the employee‟s actions
observed that a person is not vicariously but directly liable for the loss or damage
caused to another person for the action of a third person with whom he/she has a
relationship (Alberta Law Reform Institute, 1998). For example one allows his/her
drunk driver to drive the car that his/her office has provided to him/her. Now, that
drunk driver causes an accident in the road injuring a person. In that case, he/she
will not be vicariously liable for his/her driver‟s action. But he/she will be directly
liable since he/she should not have allowed the driver to drive the car in that state.
The employer, who has provided the car to him/her, will be vicariously liable for
his/her negligence. This case is different from the case mentioned earlier as, in this
instance, his/her driver was drunk and by allowing him/her to drive, the person was
causing probable danger for the general public. It is interesting to note that in a
situation, where contractual liability exists, vicarious liability will not find any
place (ibid.). For example, a firm had a contractual liability to provide a type of
good of a certain quality to its customer. But its employee did not provide it to the
customer as he/she was not following the instructions. In this case, the firm will
not incur vicarious liability for its employee‟s actions but will incur contractual
liability towards the customer. Now, if the law imposes duty of care on the
employee, then the employee will incur tort liability. Moreover, in such a situation,
26
the firm will incur both contractual and vicarious liability for the same action
caused by its employee. Sometimes, it is found that two or more persons may be
liable for the same loss. There may be different situations leading to this
consequence. Sometimes, one person becomes directly liable for the loss and
another person incurs vicarious liability on account of his/her relationship with the
person who has become directly liable. Sometimes, two or more independent
actors incur direct liability for the same loss and in these cases, there is no
existence of vicarious liability but there is the existence of multiple direct liabilities
(ibid.). A simple illustration can explain the above point. For example, A and B
dump garbage in front of C‟s house. As a result of this, C suffers from a disease
due to that garbage and he/she is admitted to the hospital for its treatment. In this
case, both A and B will be directly liable for the damage caused to C. Now, if this
point is extended a bit further and one assumes that A and B are servants of E and
F and they are dumping garbage in front of C‟s house with the consent of their
employers. In this kind of a situation, E and F will be vicariously liable for the loss
But in the above example it is not clear what will be the amount of liability of each
actor. Such a matter may be resolved with the help of the Doctrine of Joint and
Several Liability.
If parties have joint liability for an obligation, each one of them is liable for the
whole amount of the obligation. If husband and wife take a loan from the bank and
if one of them dies, then the other party will be liable for the entire amount of loan
creditor has only one course of action, i.e., he/she can sue for the same obligation
only once. For example, three partners are jointly liable for the debt and the
27
creditor sues all of them for the outstanding amount and one of the partners pays
the entire amount. Then the creditor cannot recover anything for the same debt
from the other partners. The converse to the above doctrine is that of several or
proportionate liability where each party is liable for his/her own share of
obligation. This can be found in case of syndicated loan arrangements where each
bank is liable for its own share of loan advanced to its customers. If a bank fails to
advance its share of loan, only it will be held liable and the other banks in the
and several liability, each actor is liable for the whole amount of loss since each
one of them has been the contributor of the entire loss (Alberta Law Reform
Institute, 1998). But, if each actor‟s action is distinct and can be distinguished
from one another, then each one of them is liable only for his/her own share of
indivisible, then the court will take that to be indivisible as it becomes difficult to
ascertain whose action has caused what part of damage (Fleming, 1992). In the
above example, both A and B will be liable for entire loss, that is, the cost of the
treatment of C. If A pays for the entire loss suffered by C, then he/she may recover
this form of liability, a claimant may recover the damages from a defendant who
may, in turn, recover respective shares of damage from the other defendants
(http://en.wikipedia.org/wiki/Joint_and_several_liability).
The above discussion indicates that there is a significant matter that requires
attention and analysis. The professionals, especially the auditors, do not encourage
the idea of joint and several liability in recent years. There are two reasons that
28
may be cited for this discouragement. According to the Canadian Institute of
Chartered Accountants (CICA) and the ICAA, the audit firms become soft targets
of huge claims due to the principle of joint and several liability, when their audit
clients fail. Both the institutes claim that the managers of such failed companies
are principally responsible for the companies‟ failure but their assets and liability
insurance fall short to meet the investors‟ losses (Alberta Law Reform Institute,
1998). Secondly, these two bodies also claim that the audit firms eventually end up
paying for higher proportion of claimants‟ losses than they are responsible for. The
CICA has stated that, in majority of the occasions, the audit firms end up paying
for hundred per cent. of the losses, whereas their responsibility is only to the extent
of one per cent. The remaining ninety-nine per cent. of the damage is caused due to
the action of other defendants who may be declared bankrupt during the process or
Due to the above cited reasons, the professional bodies, especially the auditing
will be liable only for that proportion of loss to the extent he/she is responsible for
investors have suffered a total loss of Rs. 100 lakh of which the managers of the
company are responsible for eighty per cent. of the loss and the auditors
responsible for remaining twenty per cent. of the loss, then the auditors will be
liable to pay only Rs.20 lakh. Now, if, in this situation, the managers become
bankrupt and turn out to be incapable to pay for the investors‟ losses, then it is the
claimants‟ responsibility and such burden will not be shared by the other
defendants (Alberta Law Reform Institute, 1998). The question that may arise here
29
is, if replacement of joint and several liability with proportional liability is justified
from the viewpoint of the auditors, whether such replacement will be justified from
the viewpoint of the innocent investors. This argument is limited not only to one
place or the audit profession only. In the USA, many states have replaced the joint
and several liability with proportionate liability. In 1995, the Congress enacted a
proportionate liability under the Private Securities Litigation Reform Act, 1995
(ibid.). In the UK, the Common Law Team conducted a feasibility study to
examine the appropriateness of the shift from joint and several liability to
proportionate liability and it concluded that such a shift is not justified. But the
satisfied with that team‟s responses of and it published its own viewpoint on the
issue (ICAEW, 1996). In New South Wales as well, the New South Wales Law
Reform Commission, after examining the arguments of both the sides, also decided
that joint and several liability should prevail over proportionate liability. But its
discussion clearly indicates that other bodies in Australia have taken a different
said that the joint and several liability coupled with the restricted duty of care, as
pronounced in the case of Hercules Managements Ltd. vs. Ernst & Young [1997],
will be more beneficial than the proportionate liability. This is because the joint
and several liability coupled with restricted duty of care would imply that the
auditors need not have any duty of care towards the investors but they owe duty of
care to the company only. So, even when the auditors would be responsible for
causing losses to the investors partially, they would be relieved from such
30
proportionate amount of liability (Alberta Law Reform Institute, 1998). But again
the question remains whether this form of an arrangement would be ethical and
justified in relation to the innocent investors who have not committed any fault.
The point is whether there is any difference between joint and several liability that
arises in a situation of vicarious liability and joint and several liability that arises in
a situation of direct liability. In the former case, the relationship of one party with
some other person who does not have direct causal connection or link with the
claimant‟s loss. But in the latter case, any such relationship need not be
considered. As long as each one of them is directly responsible for the same loss,
each one of them is held liable. The former one may be termed as internal joint and
several liability and the latter may be termed as external joint and several liability
(ibid.).
Limited Liability Entities It is well known that the joint stock company form of an
that this limited liability feature or liability shield prevents the shareholders from
incurring personal liability for the liabilities of the company. However, this
immunity from unlimited liability or liability shield that attracts many people who
are not allowed to practise in limited liability entities. Among those people, it is
31
Secretaries, Cost and Management Accountants, lawyers, etc., are included. In all
is found that the professionals want to practise in a limited liability entity in the
form of LLP due to the liability shield. According to the LLP Act, 2008, every
partner of the LLP is an agent of the LLP but he/she is not acting as the agent of
another partner. The LLP, being a separate legal entity shall be liable to the full
extent of its assets but the liability of the partners will be limited to their respective
contributions only. An LLP is liable for the wrongful act or omission on the part of
a partner in the ordinary course of business of the LLP. The liability of the LLP,
whether contractual or otherwise, will be met out of the properties of the LLP only.
A partner will not be liable only because he/she is the partner of the LLP.
liable for the wrongful act or omission of any other partner but would be liable for
%20Law/LLP.htm). The question that arises is that, if other enterprises can have
the choice of practising in limited liability enterprises, then why the professionals
cannot be allowed to do so. This leads to the next logical question of whether there
Generally the legal rules around the world require the persons to pay damages for
the harm caused to other persons. There can be two justifications for imposing civil
liability for harm caused to some other person, namely, deterrence and
compensation. The deterrence factor will induce an individual to evaluate the risk
of incurring civil liability when thinking about the possible courses of action. Thus,
the objective of any civil liability rule should be to induce the actors to undertake
actions that maximise social welfare (Alberta Law Reform Institute, 1998) and
32
minimise harm to the society. But the question is how such maximisation of
One way may be to frame liability rules in such a way that the actors entering into
contracts have the incentive to honour the contracts. Another possible way may be
to induce the actors to adopt socially optimal level of care if their activities are
likely to cause harm to the members of the public. But this socially optimal level of
care is not the maximum level of care that the actors can take. This is because the
law of diminishing returns applies to the action of „taking care‟ (ibid.). At one
point of time, the actor may realise that the reduction of risk that arises from
additional care does not justify the cost of taking more care (Shavell, 1987).
Based on the above discussion, the question that arises is that if professionals are
allowed to practise in limited liability entities, then whether this would impact the
quality of their services. The question can also be reframed as whether such move
would reduce their incentive to take due care. Now, logically speaking, a probable
impact on the quality of service would take place. But then it becomes necessary to
gauge whether such impact would cast positive or negative influence on the society
modification in liability rules would reduce the incentive to take care. This may
happen in a situation when the professionals actually take care that is higher than
the socially optimal level of care. This is because the savings that would be
generated from the reduction of care would exceed the incremental cost of
accidents or harm resulting from such reduction of care. Thus, the benefit flowing
in from the reduction of care would surpass the cost that arises from the reduction
of care. Such net benefit can be passed on by the professionals to their customers
in the form of reduced prices for their services. However, generally it is presumed
33
that the professionals would not actually adopt a level of care that is higher than
the acceptable level and, in that case, any further reduction in the level of care
would definitely be undesirable from the social point of view (Alberta Law Reform
Institute, 1998).
Till now, the deterrence factor is considered as the justification for imposing civil
liability. Though it is well known that civil liability rules are designed in a manner
that they may modify the behaviour of the actors and induce them to take care,
another factor that plays a crucial role in real life situations is the compensation to
It has been observed that the professionals claim that they are affected by the
liability crisis which is the outcome of joint and several liability. They say that the
blending or merging of the social factors along with the legal doctrines has
aggravated the crisis. So they want a reform in this aspect but not through
practising in LLPs. They think that such a move will not be a solution to the crisis
but a move to alleviate the crisis. What they really want is the replacement of joint
refers to a situation where parties are only liable for their respective obligations
of the arguments and the claims put forward by the professionals, the arguments of
certain professional bodies like the CICA, the Institute of Chartered Accountants
(CGAAO) have been referred to. Their arguments relating to certain factors,
34
namely, importance and significance of their services, grounds of liability crisis,
reasons of such liability crisis and possible outcomes of such crisis, have been
summarised.
The significance of the audit function in the modern economy is well known.
authorities, investors and members of the general public. According to the CICA,
subject to certain exceptions, the law of the land in Canada requires the
authorities and the general public. The CICA has also clarified that the banks,
financial institutions and the general suppliers of goods to the company consider
the audited financial statements and the auditor‟s report for evaluating the credit
the audited financial statements, along with the auditor‟s report, provide them the
assurance and the support for the decision they would be taking with respect to the
company. So the CICA thinks that the legislators should take some active role if
problems continue to threaten their survival and existence (CICA, 1996). The
CICA and the ICAA have put forward two grounds in support of their claim for
audit liability crisis. They state that the number of claims against the auditors has
been on the increase and liability insurance coverage is both scarce and costly
There has been a rise in the number of claims of substantial amounts against
auditors of failed companies (CICA, 1996; ICAA, 1994) and sometimes the
exceeded the firm‟s liability insurance coverage. This has, in turn, paved the way
35
for the firm‟s and the partner‟s bankruptcy (ICAA, 1994). It is generally found
that the actual burden of claim is far higher than the amounts paid to the plaintiffs
since there are associated direct and indirect costs in defending the firms
themselves. However, the CICA‟s and the ICAA‟s lists of claims against the firms
Canada. But the large numbers of settlements that are referred to are routed to the
According to the CICA and the ICAA, premium for liability insurance coverage
have increased dramatically and this has made procurement of liability insurance
coverage difficult for the auditing and accounting firms. The situation is worse for
the largesized firms than for the small-sized and medium-sized firms (CICA, 1996;
ICAA, 1994). This is because large-sized firms require huge amounts of coverage
which are generally not available. The CGAAO also agrees with the CICA and the
insurance coverage (Alberta Law Reform Institute, 1998). The reasons for audit
liability crisis may be summed up under three factors, namely, magnitude of claims
against the accountants and auditors, structure of the audit industry, and a mix of
different legal doctrines (ibid.). According to the CICA, due to the influence of
these factors, auditors are regarded as insurers of the entities they audit and the
general public does not understand that their basic role is to express an opinion on
the financial statements only (CICA, 1996). It may happen that the audited
companies fail in due course or the prices of their securities drop substantially. In
such a case, the shareholders, creditors, investors, etc., who have suffered losses
will definitely look for compensation. But the assets of such failed companies may
fall short of the claims raised by the various parties for the losses they have
36
suffered. Then their attention will be diverted towards the auditors as they have
expressed the opinion that the financial statements fairly represent the financial
position of the company, which in reality, is proved wrong due to the failure of the
company. If this is proved to the satisfaction of the court of law, then some persons
who have suffered damages, by relying on the inaccurate financial statements, will
have claim against the auditors. This will make the auditors‟ position very much
vulnerable as they will be faced with huge claims from different groups of people.
It is this concern of the professionals or more specifically the auditors that have led
to the demand for practising in limited liability entities. In New South Wales, there
One basic argument against the scheme of professionals‟ liability is that it benefits
the defendants at the cost of plaintiffs who have suffered damages due to the
liability will be discussed in the succeeding sections in detail (Alberta Law Reform
Institute, 1998). The structure of the accounting and auditing industry also
contributes to the liability crisis faced by the professionals. It is found that the
industry is dominated by few accounting and audit firms who control the
accounting and audit work of the major companies. The consolidations or mergers
in the accounting and auditing industry have led to the growth of market
dominance by few firms. According to the CGAAO, on the one hand, it has met
the accounting and audit firms, thereby increasing the firms‟ market advantage.
But, on the other hand, it has also increased the exposure of such firms to huge
claims due to the failure of the audited companies (CGAAO, 1997). Lastly, the
collage of legal doctrines in the form of tort liability, joint and several liability and
37
unlimited liability aggravates the problem of liability crisis of the professionals.
The professionals think that potential tort liability to the non-clients adds to their
problem of liability crisis. The highest courts of Canada, the UK, Australia, etc.,
have taken significant steps to reduce the chance of the professionals to incur tort
liability to the non-clients in connection with their routine work. The professionals
also consider that the existence of joint and several liability compels them to bear
huge losses than their fair share of the losses suffered by the investors, creditors,
etc., of the said company. Unlimited personal liability does not affect the firm‟s
liability but it increases the risk faced by the individual partners of the firm
state in a national firm may turn bankrupt due to the claims placed against the firm
partner who has turned bankrupt may not even know the faulty partner but will
have to bear the loss due to the faulty partner‟s negligence on account of the
that the presence of unlimited liability increases the effect of the other factors like
the magnitude of huge claims, scarcity and huge cost of liability insurance
coverage, tort liability, joint and several liability, etc. (Alberta Law Reform
Institute, 1998).
The existence of the ongoing liability crisis threatening the professionals may have
will resort to various self-defensive measures that will restrict the quality of service
that they deliver (CICA, 1996; ICAA, 1994). They will also be less inclined to
accept engagements in risky areas like initial public offerings (IPOs), high
38
(ICAA, 1994). Secondly, according to the ICAA and the CICA, this crisis may
give less incentive to the students to enter into this profession and may also result
in the change of profession among the existing professionals (CICA, 1996; ICAA,
1994).
Moreover, according to the CICA, the auditors may decline to provide services in
the areas like forward-looking data, additional financial disclosures, etc., for which
there is an increasing demand (CICA, 1996). As a result of all the above outcomes
of liability crisis, the professionals may raise the fees for their service. This is
because the threat of liability crisis will definitely increase the direct and indirect
costs of their liability burden in the form of cost of defending law suits, high
insurance premia paid, damages paid in excess of the insurance coverage, etc. All
these costs will be ultimately recovered by the professionals in the form of high
fees from the concerned company, investors and finally from the consumers of the
product. At the end of all discussion, it is observed that eventually it is the ordinary
people who are the victims of liability crisis faced by the professionals (Alberta
Till now, it has been discussed that crisis faced by the professionals or more
compelling them to make demands for a limited liability entity. In support of the
above idea, the claims placed by the ICAA, CICA and CGAAO have been put
forward. But it is also necessary to consider the the other side of the argument as
well. It is necessary to evaluate whether there is at all any crisis threatening the
survival of the professionals or whether such crises are somewhat created by them.
In order to have a glimpse of the other side of the argument, two factors have been
39
American accounting profession. He has cited two factors for explaining the crisis
standards (ibid.). It is well known that, since in joint stock companies there is a
stewardship of the investors‟ funds. It is for this reason that auditors are appointed
to express opinion on the truth and fairness of the financial statements. It is also
known that the statutory auditors are generally appointed by the shareholders in the
the management does not have any influence in the appointment of the auditors
auditors are also appointed by the management for other services to the companies
(ibid.).
This kind of a situation is likely to create some conflict between the auditors‟ duty
towards the shareholders and investors and the self-interest of the auditors. But it is
not necessary that such conflict will lead to the subordination of the auditor‟s
selfinterest over statutory duty, it may jeopardise his/her credibility in the long run.
Other deterrents that may prohibit the auditor from doing so are the possibility of
civil liabilities and proceedings of the professional bodies (Lee, 1993). The
auditors are not only concerned about losing their audit engagements and fees
associated with that but also the fees generated from non-audit work of the client
management advisory services, even narrowly defined, has been increasing. Within
a few years, management advisory services may begin to play the pivotal role in
income generation of audit firms (Fogarty, Heian and Knutson 1991). One school
40
of thought suggests that simultaneous audit and management advisory services
should not be allowed in the same company. Another school of thought suggests
that such an arrangement will lead to cost savings by the company, thus, benefiting
the company (Lee, 1993). It is known that, in India, the National Advisory
Chartered Accountants of India (ICAI), frames the accounting standards from time
to time. Thus, although the professionals individually do not frame the accounting
standards, it is the professional bodies that play the role of framing such flexible
standards. Some critics contend that the inherently difficult task of the auditors is
(Briloff, 1976 and Fogarty, Heian and Knutson 1991). Such flexible accounting
standards pave the way for creative accounting. It has also been observed that the
standards even though that may reduce the complexity of the auditor‟s task
(Fogarty, Heian and Knutson 1991). Hence, after a discussion on the rationale of
necessary to judge the impact of that on the quality and the price of the services
41
OBJECTIVES
OF THE STUDY
42
OBJECTIVES OF THE STUDY
Lucknow City.
43
RESEARCH
METHODOLOGY
44
RESEARCH METHODOLOGY
the general and overall questions of a study and scientific technique, which provide
precise tools, specific procedures, and technical rather philosophical means for
getting and ordering the data prior to their logical analysis and manipulating
RESEARCH DESIGN
data in a manner that aims to combine relevance to the research purpose with
DESCRIPTIVE RESEARCH:
45
interviews. I have used questionnaires(Primary) and Internet source
b. DATA SOURCE
There were two types of data sources used in this research. These were
PRIMARY DATA
Primary data is the data collected for the first time from the source and never
have been used earlier. The data can be collected through interviews,
SECONDARY DATA
Secondary data is the data collected from already been use or published
information like journals, diaries, books, etc .In this research project, secondary
source used were various journals, and website of various online journals.
c. SAMPLE DESIGN
method refers to the rules and procedures by which some elements of the
population are included in the sample. Some common sampling methods are
46
e. SAMPLE TYPE
respondents.
to collect the data and data will be analyzed with the help of percentage table,
i. TOOLS OF PRESENTATION:
It means what all tools are used to present the data in a meaningful way so that
it becomes easily understandable. In this research tables and graphs were used
47
DATA
ANALYSIS AND
INTERPRETATION
48
DATA ANALYSIS AND INTERPRETATION
% OF RESPONDENT
6% Excellent
14% Good
Average
Below average
54%
26%
INTERPRETATION –
It is observed that, 54% of the customers are highly satisfied with the Pre-purchase
49
2. What is your opinion about the Evolve HR Solutions Services for Value for
Money?
20%
38%
42%
INTERPRETATION –
42% of the respondents are of opinion that Evolve HR Solutions Services are as
per expectation & 20% are of the opinion that the Evolve HR Solutions Services
are below expectation.
50
3. Are you satisfied with the after sales services of Evolve HR Solutions?
5%
20% 30%
45%
INTERPRETATION –
It is observed that, 45% of the customers are highly satisfied with the Post-
purchase services And 5% are dissatisfied with the Post purchase services.
51
4) Rank the following Parameters on Your purchase Preference?
PERCENTAGE
35%
25%
INTERPRETATION
Most of the respondents prefer quality followed by price and availability. This
52
Q5) Does Purchase of Services is directly related to income level?
PERCENTAGE
10%
YES
NO
90%
INTERPRETATION
The result was totally skewed to one side and respondents agree that Purchase of
53
Q6) Why does one person purchase a Evolve HR Solutions?
PERCENTAGE
10%
Quality
Exclusivity
15% Interested in Art
50% Flaunt Value
25%
INTERPRETATION
54
Q7) Does quality of Evolve HR Solutions is more superior then others?
PERCENTAGE
10%
Strongly Agree
10%
Agree
Neutral
Disagree
20% 60%
INTERPRETATION
On the basis of Analysis 80% of the respondents believe in the superior quality of
Services.
55
Q8) What is the factor that effect most while purchasing a Evolve HR Solutions?
PERCENTAGE
10%
Price
Quality of Services
Good quality of
40% 20% manpower
Staffing
LMS
5%
25%
INTERPRETATION
On the basis of the Analysis, we found that majorly people tend to see as brand of
the Services as the major factor that affects the buying decision of a customer and
56
9. What is your remark about services of Evolve HR Solutions?
NO. OF RESPONDENT
3%
15%
32% Excellent
Good
Average
Below average
50%
INTERPRETATION –
It is observed that, 55% of the customers are satisfied with the services, and 3% are
not satisfied.
57
10. What is your expectation for improvement in Evolve HR Solutions?
14% 16%
Price
24% Quality
Service
46%
Other
INTERPRETATION –
46% of the customers are of opinion that Evolve HR Solutions should improve in
quality, 24% of the customers feel that they should improve their services, Rest
58
11. What is your repurchase intention?
NO. OF RESPONDENT
26%
Yes
No
74%
INTERPRETATION –
It is observed that, 74% of the customers are ready to repurchase the Evolve HR
59
12. Will you recommend Evolve HR Solutions Services to others?
RECOMMANDATION TO FRIENDS/RELATIVES
28%
Yes
72% No
INTERPRETATION –
It is observed that, 72% of the customers are ready to recommend the service to the
friends and relative, 28% are not ready to recommend the service to the friends and
relatives.
60
13. What is your preference about Evolve HR Solutions?
38%
Yes
62% No
INTERPRETATION –
It is observed that, 62% of the customers are ready to prefer Evolve HR Solutions
61
14 ) Are you satisfy with the Manpower of Evolve HR Solutions?
Source: Questionnaire
7%
27%
17%
More Satisfied
Satisfied
Not Satisfied & Dissatisfied
Dissatisfied
49%
Source - Questionnaire
Followed by 27% was extremely satisfied, 17% are neutral and rest of the 7% is
62
15 ) Are you satisfied with the Recruitment of Evolve HR Solutions?
10%
23%
20%
Extremely Satisfied
Satisfied
Neutral
Dissatisfied
47%
approached were satisfied with the recruitment feature of the Evolve HR Solutions.
Followed by 27% was extremely satisfied, 17% are neutral and rest of the 7% was
63
16) Are you satisfied with the Training Services?
13%
20%
Extremely Satisfied
27% Satisfied
Neutral
Dissatisfied
40%
were satisfied with the Training SERVICES of the Evolve HR Solutions. 20%
were more satisfied, 27% of them neutral and 13% are dissatisfied with the
64
17 ) Are you satisfied with E-Learning Services cost?
E-Learning Services
5%
23%
21%
Extremely Satisfied
Satisfied
Neutral
Dissatisfied
51%
INTERPRETATION : The sample drawn on the probability basis shows that out of
100% of respondents 51% of the respondents approached were satisfied with the
65
18)Are you a satisfied with Evolve HR Solutions?
22%
Satisfied
Dissatisfied
78%
INTERPRETATION :
The sample drawn on probability basis shows that 78% of the customers were
satisfied with Evolve HR Solutions and only 22% were not satisfied with Evolve
HR Solutions.
66
FINDINGS
67
FINDINGS
1. Evolve HR Solutions has excellent percentage of customer satisfaction
2. Most of the people are satisfied with its low E-Learning Services and
3. Based on the Manpower, most of the people are satisfied with it.
becomes good.
service.
7. Customer are highly satisfied with the service which help in customer
retention
68
RECOMMENDATIONS
69
RECOMMENDATIONS
The company can undertake R&D to improve the existing feature which helps
Evolve HR Solutions, the company should maintain the same standard and it is
among the consumer who are of the opinion that the Manpower is a
dissatisfying factor.
As such, Evolve HR Solutions should focus on the aspects, which will enhance
70
LIMITATIONS
.
71
LIMITATIONS OF STUDY
The scope of study is limited to the respondents are selected from in and
around Lucknow,
72
CONCLUSION
73
CONCLUSION
Evolve HR Solutions is the best job board. The Evolve HR Solutions have best
ATS resume software as per needs of job researcher. The Evolve HR Solutions
also help customers to clear the interview with of expert, experts will conduct
webinar for customers. The staff of the Evolve HR Solutions also helpful for the
customers provide the resume in 24 hours. The Evolve HR Solutions also part of
officially Samsung India partner and google education partner. They provide more
powerful ATS RESUME which designed by AI and for webinar send mail to
strategy as because this could allow them to invite the customer at a vide extent
The Evolve HR Solutions have unlimited resume for customers. The Evolve HR
Solutions provides best facilities to the trainers because the Evolve HR Solutions
employers doing hard work.Divide Only 10 interns in single batch so the easily
gives training them and solve the query easily how to do work. The Evolve HR
Solutions directly contact with their customer. Evolve HR Solutions have branches
Solutions also change their techniques according to the current update. The
It becomes quite clear there is no their alternative of short cut to the development
74
effective tool for management which help to increase knowledge and skill and also
75
BIBLIOGRAPHY
76
BIBLIOGRAPHY
Jay ram, N. and Sandhog, R.S. (1998), Housing in India - Problems, Policy
loyalty is priceless: How to make customers love you, keep them coming
back and tell everyone they know, Austin TX: Board Press.
77
ANNEXURE
78
QUESTIONNAIRE
Name: - Gender:-
Address: -
2. What is your opinion about the Evolve HR Solutions Services for Value
for Money?
a) Above Expectation
b) As per Expectation
c) Below Expectation
3. Are you satisfied with the after sales services of Evolve HR Solutions?
a) Excellent
b) Good
c) Average
d) Below average
a) Price
b) Quality
c) Availability
d) Involvement
e) Recommendation
a) Yes
b) No
79
6) Why does one person purchase a Services?
a) Quality
b) Flaunt value
c) Interested in art
d) Exclusivity
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
a) Price
b) Quality of Services
c) Good quality of manpower
d) Staffing
e) LMS
9. What is your remark about services of Evolve HR Solutions?
a) Excellent
b) Good
c) Average
d) Below average
10. What is your expectation for improvement in Evolve HR Solutions?
a) Price
b) Quality
c) Service
d) Other
80
12. Will you recommend Evolve HR Solutions Services to others?
a) Yes
b) No
a. Extremely Satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
a. Extremely Satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
a. Extremely Satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
a. Extremely Satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
81
18) Are you a satisfied with Evolve HR Solutions?
a. Yes
a. No
82