Models of Service Quality Gaps: A Critical Analysis

The assignment requires students to critically analyze the concept of service quality gaps and explore various models used to measure service quality. The document covers a range of topics, including the SERVQUAL model, SERVPREF, and other relevant theories. Students are expected to demonstrate a deep understanding of the subject matter and provide specific examples or case studies to support their arguments.

Abstract
Service Quality in the banking sector is one of the most important criteria and an asset in measuring and
evaluating customer satisfaction thereby satisfying the customer with improved service quality will lead to high
amount of customer retention. In order to measure the service quality, SERVQUAL model was adopted.
Owing to the belief that improved service quality is a must in attaining customer satisfaction,
determinants such as tangibility and empathy plays a pivotal role. Recent academics have incensed a flurry of
different studies exploring the relationship between service quality and the customer satisfaction in the banking
sector.
This study examines how service quality dimensions effects the customer satisfaction in the banking
sector, whereby realizing the gap expectations, quality can be improved in order to satisfy the customer.
Key words: Service Quality, Service Quality Dimensions, Customer Satisfaction, SERVQUAL, Banks

Acknowledgement
Thank you!

Table of Contents
1.0 Introduction......................................................................................................................................................1
1.1 Background of the study.............................................................................................................................1
1.2 Problem Statement......................................................................................................................................2
1.3 Problem Justification...................................................................................................................................2
1.4 Research Questions......................................................................................................................................4
1.5 Research Objectives.....................................................................................................................................4
1.6 Significance of the study..............................................................................................................................4
2.0 Literature Review............................................................................................................................................5
2.1 Service Quality and its Conceptual roots..................................................................................................5
3.0 Service Quality and Customer Satisfaction in the banking Sector...........................................................16
3.1 Reliability and Customer Satisfaction.....................................................................................................17
3.2 Assurance and Customer Satisfaction.....................................................................................................17
3.3 Tangibility and Customer Satisfaction....................................................................................................17
3.4 Empathy and Customer Satisfaction.......................................................................................................18
3.5 Responsiveness and Customer Satisfaction.............................................................................................18
6.0 Conclusion......................................................................................................................................................20
5.0 References.......................................................................................................................................................21

List of Tables
Table 1.0..................................................................................................................................................................4
Table 2.0..................................................................................................................................................................4
Table 3.0................................................................................................................................................................12
Table 4.0................................................................................................................................................................13
Table 5.0................................................................................................................................................................14
Table 6.0................................................................................................................................................................19
List of Figures
Figure 1.0................................................................................................................................................................3
Figure 2.0................................................................................................................................................................6
Figure 3.0................................................................................................................................................................6
Figure 4.0................................................................................................................................................................7
Figure 5.0................................................................................................................................................................8
Figure 6.0................................................................................................................................................................8
Figure 7.0................................................................................................................................................................9
Figure 8.0................................................................................................................................................................9
Figure 9.0..............................................................................................................................................................10
Figure 10.0............................................................................................................................................................11
Figure 11.0............................................................................................................................................................13
Figure 12.0............................................................................................................................................................16
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Project
A study on the dimensions of service quality in the banking sector and its effect
on customer satisfaction.

1.0 Introduction
1.1 Background of the study
The Banks of any country plays a key role in the economic development where the term banking and financial
services are vital for the advancement of any economy, moreover the banking procedures are progressively
becoming client oriented (Osman, Mohamad & Mohamad, 2015). Having said that, it is vital for banks to build
more unique relationships with customers, in this highly globalized and competitive environment, where it is a
common belief that the success of the market place is dependent on organization’s ability to create customers in
which the most valuable resource for a bank is their customers (Ghotbabadi, Feiz & Baharun, 2015). Many
banks have started to improve their service quality in order to face these challenges where service quality is the
major influence, to maintain the competitive advantage in the market place and it is one of the serious
components in satisfying the customer (Belas & Gabcova, 2016).
Banking industry players that are flourishing in the novel global economy identifies measuring service quality
towards customer satisfaction as a key aspect, particularly when there is endlessly increasing pressure from
other organizations in the same industry and demanding client necessities (Dewan, 2014). Currently it is a rising
trend in banks to exercise, relationship based approach and to move away from transactional based marketing in
which they have identified the lifetime values of clients which is having the core in offering high quality
services (Banerjee and Sah, 2012). Therefore, service quality is a strategic tool that reinforces the competitive
advantage where it is determined by the customer satisfaction and vice versa (Banerjee and Sah, 2012). As per
Felix (2017) customer expectations are always very high and service provided by banks are low where service
quality can act as the mediator that bridges gaps between banks profitability and the customer satisfaction.
Therefore, to deliver greater services to the customers, firstly banks should recognize how customers perceive
and evaluate their services, in the case of banking industry, customers are attracted towards high quality
services (Masukujjaman & Akter, 2012). Banks have already understood the notion that, customers are the main
drivers for their place on the profitability ladder (Shahin & Samea, 2010). Banks differentiate their services,
operations from its opponents by implementing service quality dimensions as strategic options, notably to
satisfy customers, banks offer a prominent level of service quality that delivers a significant level of customer
satisfaction along with conquering sustainable competitive advantage (Terefe & Singh, 2016). For this, bankers
are adopting elevated level customer oriented services via service quality dimensions (SERVQUAL
dimensions) like empathy, assurance, responsiveness, tangibles and reliability (Parasuraman, Valarie &
Leonard, 1985). In this report, author has made an attempt to use the SERVQUAL model to understand the
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service quality dimensions and its effect on customer satisfaction in the banking sector (Sangeetha &
Mahalingam, 2011).
1.2 Problem Statement
As per Quyet, Vinh & Chang (2017) many banks are lagging behind many areas such as the way employees
greeted customers, waiting time, time taken to answer calls or whether the clients received truthful and adequate
information and follow - ups from banks. Supporting that Muyeed (2012) have revealed shocking failures from
the banking industry, as per his study half of the customers from different banks around the world are unhappy
with how the complaints are dealt with. It is also evident that bad advices have led to serious financial losses
underpinning an average of 7, 143 complains per day (Jashireh, Slambolchi & Mobarakabadi, 2016).
Moreover, it is evident that majority (63%) of customers who do take time to complaint about the services they
got from the bank are not fully satisfied with the responses (Seth Deshmukh & Vrat, 2005). Above all different
practices among employees, poor work ethics, and poor working states have formed conspiracy on service
quality conveyed by the banks (Seth Deshmukh & Vrat, 2005). In this light, the topic of service quality needs a
renewed understanding in the contemporary industry situation where still there’s a gap that had not been
bridged where more strict banking regulations adjust how financial institutions do business.
Keeping in view the importance of service quality and customer satisfaction, this report is intended to study the
effects of service quality as an independent variable on the dependent variable, customer satisfaction.
1.3 Problem Justification
The crucial aim of this study is to evaluate and access how service quality affects the customer satisfaction in
the banking industry, where the practical insinuations that can be taken are to improve commercial bank service
quality. This study has also attempted to correlate the affiliation of customer satisfaction level and the success
of the banks through improved service quality with the assistance of other former literatures. The understanding
of the different dimensions of service quality towards customer satisfaction in different banks will improve the
understanding of the elements that effect on a profitable and a long-term connection with clients in the banking
industry. The study will provide significant evidence to the officials and supervisors/Managers of banks
This study then will eventually evaluate and disclose the solid views of how the dimensions of SERVQUAL
(reliability, responsiveness, assurance, empathy, and tangibility) influences the customer satisfaction and its
boundaries as how well a bank’s services meet or surpass customer expectations, thus to develop abilities and
attitudes of the staffs to offer an improved customer service to diminish the SERVQUAL gaps.
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The gaps (Gap 1, Gap 2, Gap 3, Gap 4, Gap 6 and Gap 7) are identified as functions of the techniques of how
service is conveyed, furthermore Gap 5 describes the consumer and identified to be the accurate measure of
service quality (SERVQUAL methodology has applied in the gap 5) (Parasuraman, Valarie & Leonard, 1985).
Above all this study illuminates that Service Quality should be paid attention, by commercial banks/
management to propose new strategies and guidelines to expand services in their banks where the study
suggests that service quality is the greatest indirect and vital predecessor to satisfaction. Satisfied clients will
only revisit and be low possibility to search alternatives, but also have word-of-mouth recommendations, where
satisfied customers are very loyal to their banks and supportive with new market expansion (Mohammad &
Alhamadani, 2011).
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Figure 1.0
SRVQUAL gap
Source: (Parasuraman, Valarie & Leonard, 1985, p7)

1.4 Research Questions
 How human related factors of service quality effects the customer satisfaction in the banking sector? ??
bbbbajhfndddsbankiswswsssectorsector? How non – human related factors of service quality effects the customer satisfaction in the banking sector?
bankisesector? Table 1.0
Research Objectives
Source: Authors work based on the study
1.5 Research Objectives
 To recognize the impact of human related service quality factors towards the customer satisfaction in
the banking sector.
 To recognize the impact of non- human related service quality factors towards the customer
satisfaction in the banking sector.
 To investigate the linkage between service quality and customer satisfaction and the methods through
which banks can develop and manage the process of providing quality standards to their customers.
Table 2.0
Research Objectives
Source: Authors work based on Study
1.6 Significance of the study
This study has a unique contribution, the findings of the study are likely to support banks to recognize service
quality dimensions that greatest predict customers’ satisfaction, to focus on them accordingly to their degree of
position, in this regard and more research can be done based on this research to study the effect of service
quality on customer satisfaction and will contribute for service organizations targeting to develop the quality
criterions to satisfy their prevailing and future customers. Moreover, this study will help bank managers/Policy
makers to well understand how to grasp loyal customers by satisfying their overall needs with prospects that
they will promote the bank, and hold their trust upon the bank which marks improved profit, and enhances
reputation as well. Studies have been done that evaluates the determinants of customer satisfaction. Thus, this
study seeks to investigate service quality as a determinant of customer satisfaction in banking sector.
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2.0 Literature Review
2.1 Service Quality and its Conceptual roots.
As per Jain & Gupta (2004) quality is the “consistency with fixed specifications”, supported by Ragavan
(2013), who defined Quality as anything which accords with the features of the service to reach the exterior
customers' requirements. Moreover, service and product quality differ from each other as earlier the tangible
and the latter is intangible where services are benefits or activities that delivered for sale or else that are
delivered for being to a specific product (Naeem, Akram, & Saif, 2009), furthermore, Bo (1998) demarcated
services as act or behavior created on an interaction between two parties. Above all service quality has been
conceptualized as the difference between the perceived services expected performance and the perceived service
actual performance in which it can be the performance that will give benefit to the customers.
To that end, since service quality has been considered as the essence or the core of strategic
competition, banks should always care about the service quality (Ilyas et al., 2013). In order to contribute for the
own success and the persistence in the international as well as national banking competitive environment banks
must possess a good knowledge of characteristics and advantages of service quality as a part of them which will
contribute positively in the rivalry (Ananth, Ramesh and Prabaharan, 2010; Magdy & Nevien, 2017). All things
considered it seems reasonable to assume that quality of the banking services which are offered to external
clients are an integrative assessment which they should have qualified employees to offer higher level of
services towards satisfying customers.
It is obvious that Service Quality is a critical dimension of competitiveness, where it is a crucial issue
and a challenge for the contemporary banking industry to provide excellent service quality and higher customer
satisfaction (Brady & Cronin, 2001; Cheserek, Kimwolo & Cherop, 2015). Service quality has been one of the
major topics during the past decades, for many managers, researchers, practitioners because of its affect to the
banking industry to lower costs, gain higher profits, customer loyalty and satisfaction, return of investment (Lau
et al., 2013; Ramachandran & Chidambaram, 2012). Significantly both developed and developing countries are
facing the rapid development and competition of the service quality where it had made important for banks to
evaluate and measure quality of service encounters (Shahin, 2017; Selvakumar, 2015).
Numerous amounts of conceptual models have been created and developed by different researchers
to measure service quality. The following diagrams illustrates different models which can be used to evaluate
service quality.
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Technical and functional quality model (Gronroos, 1984)
GAP model (Parasuraman et al., 1985)
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Figure 2.0
Technical and functional quality model (Gronroos, 1984)
Source: (Shahin and Samea, 2010, P6)

Attribute service quality model (Haywood-Farmer, 1988)
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Figure 4.0
Attribute service quality model (Haywood-Farmer, 1988)
Source: (Shahin and Samea, 2010, p8)

SQ4. Synthesized model of service quality (Brogowicz et al., 1990)
Alignment model (Berkley and Gupta,
1994)
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Figure 5.0
Synthesised model of service quality (Brogowicz et al., 1990)
Source: (Shahin and Samea, 2010, p9)
Figure 6.0
Alignment model (Berkley and Gupta, 1994)
Source: (Shahin and Samea, 2010, p10)

Attribute model (Philip and Hazlett, 1997)
Retail service quality and perceived value model (Sweeney et al., 1998)
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Figure 7.0
Attribute model (Philip and Hazlett, 1997)
Source: (Shahin and Samea, 2010, p11)
Figure 8.0
Retail service quality and perceived value model (Sweeney et al., 1997)
Source☹ Shahin and Samea, 2010, p12)

Internal service quality model (Frost and Kumar, 2000)
It is interesting to trace how the models of service quality has improved in the literature where it is obvious that
development process has improved sequentially providing a continuous learning from the former
observations/finding and updated versions. It has been proved that service quality models are enabling the bank
management to problems regarding quality and thus adopting it to create quality improvement programs
whereby improving effectiveness, efficiency and overall performance (Vinayagamoorthy & Magdaline, 2015;
Mwandosya, 2015). Moreover, most of the influential service management literature focuses on the service
quality gap where it is the gap between the client expectation and the perception of the services and if the
customer expectations are greater than performance the perceived quality becomes less where customer
dissatisfaction occurs (Appannan, Doraisamy and Hui, 2013).
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Figure 9.0
Internal service quality model (Frost and Kumar, 2000)
Source: (Shahin and Samea, 2010, p11)

However, the most well-known and the standard measurement tool that has been widely used by many
academics in measuring the service quality is the SERVQUAL gap model by (Parasuraman et al., 1985) where
it can be used in extensive range of service settings where he believes that service quality is “the global
evaluation or attitude of overall excellence of services” (Angur, Nataraajan, and Jahera, 1999; Parasuraman,
Berry and zeitnaml, 1988). This model attempts to illustrate most of the salient activities of the organizations
that affects the perception of quality (Parasuraman, Valarie and leonard, 1985). Furthermore, the model
illuminates the interaction between the organizational activities where it recognizes the linkage between the
crucial activities of the service organization which is pertinent to the offering of a satisfactory level service
quality (Randiwela, 2015).
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Figure 10.0
SERVQUAL Model
Source: (Cheserek, Kimwolo and Cherop, 2017, p11)

The links are described as gaps or discrepancies: where a gap characterizes an important hurdle to attaining a
satisfactory level of service quality (Bena, 2010). Parasuraman et al. (1985) anticipated that service quality is a
function of the differences between expectation and performance along the quality dimensions. Therefore the
above model was developed by him. Explanations of the gaps are as follows,
Gap Explanation
Gap 1:
Customer expectation-management gap.
This gap addresses the difference between consumers’ expectations and management’s
perceptions of service quality.
Gap 2:
Management perception-service quality
specifications gap.
This gap addresses the difference between management’s perceptions of consumer’s
expectations and service quality specifications, i.e. improper service-quality standards.
Gap 3:
Service quality specification-service delivery
gap.
This gap addresses the difference between service quality specifications and service
actually delivered, i.e. the service performance gap.
Gap 4:
Service delivery-external communication gap.
This gap addresses the difference between service delivery and the communications to
consumers about service delivery, i.e. whether promises match delivery.
Gap 5:
Expected service-perceived service gap.
This gap addresses the difference between consumer’s expectation and perceived
service.
Depends on size and direction of the four gaps associated with the delivery of service
quality on the marketer’s side where this is the SERVQUAL gap.
Table 3.0
SERVQUAL GAP model explanation
Source: Authors work based on (Akil, 2016, p6)
SERVQUAL, seen as a generic measurement tool where it is a multi- item scale which has been developed to
evaluate service quality in both service and retail business, in which it was originally developed from the
SERVQUAL gap model, where GAP 5 proposed the SERVQUAL gap which it originally mentioned ten factors
for evaluating service quality (figure11.0) (Osman, Mohamad and Mohamad, 2015).
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Service Quality Dimension Explanation
Access Providing easy access to a service in terms of location and through services provided via the
telephone, the internet, or any other means of communication.
Communication This occurs through gentlemanly listening to the client conveying information to them clearly
and facilitating external communication with workers.
Competence Having adequate skills and knowledge that enable the employees to perform their jobs
properly.
Courtesy Treating clients respectfully in a polite friendly manner, understanding their feelings, and
answering their phone calls gently
Credibility This can be achieved through full trust and confidence in the service provider as well as his
honesty and straight forwardness.
Reliability The ability of an organization to accurately achieve its services in the proper time and
according to the promises it has made to its clients.
Responsiveness Employees’ attention in solving problems, employees’ full service, promptly errors correction.
Security This depends on whether the service is free from risks and hazards, defects or doubts so that it
provides bodily safety, financial security as well as privacy.
Tangibles This includes physical aspects connected with service such as instruments and equipment,
persons, physical facilities like buildings and nice decoration and other Observable service
facilities.
Well maintained waiting cues, clear and easy bank statement and convenient location, faster
operation with modern technology
Understanding/Knowing the customer This can be made achievable through the ability to pinpoint the customers' needs as well as
understanding their individual problems.
Table 4.0
Ten factors effecting service quality
Source: Authors work based on (Mohammad and Alhamadani, 2011, p14-p19)
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Figure 11.0
Ten factors effecting service quality
Source: Cheserek, Kimwolo and Cherop, 2017, p10)

Later, these ten factors were collapsed and simplified into five factors where the following table illustrates how
perception items and expectation items are reflecting the five dimensions of service quality.
Service
quality
dimension
Explanation Perception items
Reliability
 Consistency of services towards performance and
dependability.
 It is ability to perform the promised service dependably and
accurately.
 Providing service as promised
 Dependability in handling customers’ service
problems.
 Performing services right first time
 Providing services at the promised time
 Maintaining error-free record
Responsivenes
s
 It reflects the willingness or readiness of employees to provide
quick services to customers.
 Willingness to help customers and provide prompt service.
 Keeping customer informed as to when
service will be performed
 Prompt service to customers
 Willingness to help customers
 Readiness to respond to customers’ requests
Employees will instill confidence in
customers
Assurance
 Employees’ knowledge, courtesy and their ability to
incorporate trust and confidence.
 It is the knowledge and courtesy of employees and their ability
to inspire trust and confidence.
 Making customers feel safe in their
transactions
 Employees who are consistently courteous
 Employees who have the knowledge to
answer customers’ questions
Empathy
 This dimension shows the magnitude of caring and individual
attention given to customers.
 It is the service firm’s readiness to provide each customer with
personal Service.
 Giving customers individual attention
 Employees who deal with customers in a
caring fashion
 Having the customer’s best interests at heart
Employees who understand the needs of their
customers
 Convenience business hour
Tangibles
 It shows the physical aspects of the services as physical
facilities, appearance of personnel and tools & equipment used
for provision of services
 Modern equipment
 Visually appealing facilities
 Employees who have a neat, professional
appearance
 Visually appealing materials associated with
the service
Table 5.0
Service Quality Dimensions
Source: Authors work based on (Arbore and Busacca, 2009, P34-p39; Shah et al., 2015, P23; Alagarsamy and Wilson, 2013, P2)
 Reliability, Responsiveness, Assurance, and Empathy can be regarded as the human-related factors of
service quality where,
 Tangibility can be regarded as non-human-related factor of service quality which effects the customer
satisfaction.
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As a result of the pioneering work of the authors SERVQUAL instrument has received considerable recognition
in the general service marketing literature where the information gained through this approach is useful in
understanding expectations and consumer perceptions and to look at trends over time or to compare branches
and outlets within an organization, especially it is very useful in the banking where it comprises of several
branches (Tung, 2017; Chiguvi, Muchingami and Chuma, 2017). As per the SERVQUAL scores obtained,
customers can be categorized into several perceived quality segments which it can be used in designing the
service delivery system, designing service product and quality monitoring programs as well as for improving
employee training (Agarwal, 2012; Quyet, Vinh and Chang, 2015). As per Adil (2017) SERVQUAL model is
an excellent tool which can be used in identifying practical issues in the banking sector.
In order to match the expected and perceived service quality banks should manage
perceived service quality where the first step managers would do is to understand and identify the determinants
of the service quality, notably it is a sign of poor quality and if the performance ratings are lower than the
expectations (Caroline and Elizabeth, 2014; Arrawatia and Misra, 2012). To that end, SRVQUAL must be
assessed reliably and evaluated in order to improve the service quality where the organizational performance,
success, and survival are seriously determined by the service quality in the banking sector (Terefe and Singh,
2016).
However, Parasuraman, Berry and zeitnaml (1988) argue that SERVQUAL model is a
much richer approach in measuring service quality and it’s a multidimensional rather than a one dimensional
construct. Having said that service quality gaps can be criticized in both conceptual and methodological grounds
in which Cronin and Taylor (1992) argues that there is a lack of evidence in supporting the expectation and
performance gap as a predictive measure (Dash and Patra, 2014). Cronin and Taylor (1992) developed a
performance based only measurement called SERVPERF for evaluating service quality as a way of disabling
the criticisms faced by SERVQUAL (Dash and Patra, 2014). By contrast it is clear that SERVPERF only
assesses client’s perception of the service provided while SERVQUAL assesses both customer’s expectation
and perception of the service offer (Mistry, 2013). However the criticizers believe that it is unnecessary to
measure customer expectation and assessing customer perception is enough in evaluation service quality
(Mistry, 2013).
Furthermore, Teas (1993) interrogated the validity of perception-expectation gap with
conceptual and operational problem in the characterization of the expectation, while perception is definable and
quantifiable in a direct manner as the client belief about service is experienced, expectation (E) is subject to
multiple elucidations by different practitioners/ researchers (Naeem, 2017). Nonetheless, Babakus and Inhofe
(1991); Dabholkar et al., (2000); Gronroose (1990) argues that the SERVQUAL as an expectation concept is
doubtful. Moreover, other criticizers argues that SRVQUAL is not applicable for a variety of service contexts,
whereby as a common tool for measuring service quality (Naeem, 2017).
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The above explanations elucidates a critical analysis of the traditional tools which have been used
to evaluate service quality where it is obvious that this model needs to be still developed where author has made
an attempt to develop the model with to overcome some of the shortcomings.
3.0 Service Quality and Customer Satisfaction in the banking Sector.
In order to compete more effectively in the banking industry, individual banks have identified service quality
and customer satisfaction as an important differentiator (Chaminda, 2011). Customer satisfaction can be
demarcated as “the extent to which a product’s perceived performance matches a buyer’s expectations”
(Jashireh, Slambolchi and Mobarakabadi, 2016, p5). There is a strong positive connection between service
quality and customer satisfaction where perceived service quality is considered as a part of the customer
satisfaction and at the same time it determines customer satisfaction (Yapa and Hasara, 2013). As per
Morawakage (2013) customer
satisfaction can be a set of feelings
/outcomes that has been attached with
clients experience towards any product
where customer satisfaction with
improved service quality will lead to
customer loyalty in which it has been
proved that a satisfied client will share
his/her experience with five or six other
people and six times more likely to
repurchase a product.
It is evident that, in the past banks
aimed at a broader spectrum of
customers rather than a specific segment where it largely pursued undifferentiated marketing in which at present
banks should treat the customers individually in a customized manner due to the diversity of the customer needs
(Randiwela, 2015). Currently, customers are more sophisticated in their requirements and are demanding higher
standards of services from banks where the accessibility to more information has made customers to switch
between banks, demanding service quality (Ushantha, Wijeratne and samantha, 2014).
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Figure 12.0
Service quality and customer satisfaction
Source: Cheserek, Kimwolo & Cherop, 2015, p23)

3.1 Reliability and Customer Satisfaction
As per the findings, when dealing with the problems in services encountered by customers, services being
rendered at the promised time, performing the necessary services right from the first time and maintaining error-
free record are the paradigm of reliability in terms of service quality which will strongly influence the level of
customer satisfaction (Silva, 2009; Alagarsamy and Wilson, 2013; Mistry, 2013). When delivering banking
services, maintain promised services, accuracy in billing accuracy in completing orders, maintaining precise
orders are the fundamentals of reliability which is considered as the most significant elements in convincing
customers to retain in banking services (Bena, 2010; Randiwela, 2015; Akil, 2016).
3.2 Assurance and Customer Satisfaction
Achieving good assurance is when the bank employees of the banks with the help of the knowledge possessed
to trust, inspire and make the customers confident will strongly strike the level of customer satisfaction, where
in the banking services, a well professional and experienced team of management, comfort and confidence
inside the bank, ease of accessibility of account details, providing financial assistance in a polite and friendly
manner will improve the level of assurance where it will directly strike the improved amounts of customer
satisfaction (Agarwal, 2012; Adil, 2017; Mistry, 2013; Dash and Patra, 2014; Arbore and Busacca, 2009).
3.3 Tangibility and Customer Satisfaction
Tangibility as the only non- human related dimension in the model, banks can achieve tangibility through the
easiness in distinguishability of resources essential for offering the service to clients, well-groomed staff and
ease in reading written materials like pamphlets, brochures, folders, information books etc. will have an
advantageous effect on the level of customer satisfaction (Quyet, Vinh and Chang, 2015; Arbore and Busacca,
2009; (Shah et al., 2015). Modernized and sophisticated equipment’s and visually tempting or attractive
atmosphere are viewed as the positive impacts of tangibility on customer satisfaction in banking sector (Dash
and Patra, 2014; Caroline and Elizabeth, 2014).
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3.4 Empathy and Customer Satisfaction
Banks can achieve empathy through, convenient working hours, individualized attention to clients,improved
communication between management, better understanding of customer's exact requirements where clients will
have a confident conclusion on their satisfaction (Vinayagamoorthy & Magdaline, 2015; Jashireh, Slambolchi
and Mobarakabadi, 2016). Moreover, it is evident that knowing customer expectations, better than rivals, in
offering customer services, at any time without any problem will strongly influence the level of customer
satisfaction (Caroline and Elizabeth, 2014; Arbore and Busacca, 2009).
3.5 Responsiveness and Customer Satisfaction
Customer satisfaction in the banking sector will be strongly influenced by the, willingness or the readiness of
the bank’s staff to provide needed services without any inconvenience at any given time (Quyet, Vinh and
Chang, 2015; Arbore and Busacca, 2009). Furthermore empathy can be achieved through, providing attention to
any problems faced by clients regarding safety in transaction customers will be further satisfied if banks are
providing individual attention to the employees (Shah et al., 2015; Appannan, Doraisamy and Hui, 2013).
The following table of results, elucidates different researches done in different countries to analyze how service
quality dimensions affects banks in their respective countries.
Bank Details Results
Banking sector in Sri Lanka
 Lacking in tangibility and empathy
 Less number of modern-looking equipment’s (computers, fast ICT facilities, etc.)
 Employees are not professionally dressed
 The interior and exterior is not visually appealing and spacious (comfortability conditions,
waiting queue chairs, audio-visual screen, public notice board, etc.)
 Employees don’t pass transactions in a caring manner
 Staff is not having interests at heart when clients are asking for service
Banking sector of Bangladesh
 Lacking in tangibility
 Materials and equipment’s associated with the service (Computers, ATM Machine, Teller
station, bank statement, pamphlets, etc.) are not visually appealing.
 No modern-looking equipment’s (computers, fast ICT facilities, etc.)
Commercial banks in Penang, Malaysia
 Lacking in responsiveness, tangibility and Assurance
 No prompt service
 Not serving in a readily and a good manner.
 Less modern-looking equipment’s (computers, fast ICT facilities, etc.)
 Not feeling safe in transactions with BPR (account maintenance, cash transfer, cash
withdrawal and deposit, ATM PIN code, etc.)
Commercial banks working in Ethiopia
 Lacking in tangibility and empathy
 Materials and equipment’s associated with the service (Computers, ATM Machine, Teller
station, bank statement, pamphlets, etc.) are not visually appealing.
 Employees are not passing transactions in a caring manner.
 No convenient branches (sub branches/outlet) and not operating in extended hours to all its
customers, much time on long queues
Commercial Banks in Tanzania
 Lacking in reliability and empathy
 Requested services (cash deposit, cash withdrawal, bank statement, etc.) are not providing
as promised
 Low maintains on error-free records service
P a g e 18 | 32

Commercial Banks in Botswana
 Lacking in empathy, reliability
 No convenient branches (sub branches/outlet)
 Employees don’t understand specific needs with a specific attention
India’s Banking Sector
 Lacking in responsiveness
 Not serving for services in a readily and a good manner.
 Not informing as to when service will be performed
Commercial Banks Working in Jordan
 Lacking in empathy and tangibility
 Not understanding specific needs with a specific attention.
 No individual attention is given.
 Materials and equipment’s associated with the service (Computers, ATM Machine, Teller
station, bank statement, pamphlets, etc.) are not visually appealing
Vietnamese Retail Banking Sector
 Lacking in tangibility
 No modern-looking equipment’s (computers, fast ICT facilities, etc.)
 The interior and exterior is not visually appealing and spacious (comfortability conditions,)
Banking Sector in Libya
 Lacking tangibility
 The interior and exterior is not visually appealing and spacious (comfortability conditions,
waiting queue chairs, audio-visual screen, public notice board, etc.).
Banking Sector in Botswana
 Lacking in empathy and responsiveness
 Not passing transactions in a caring manner.
 Not understanding the specific needs with a specific attention
 No individual attention is given
Banks in Kingdom of Saudi Arabia
 Lacking in responsiveness
 No prompt service
 Staff is not willing to solve customer problems
 Not informing as to when service will be performed
Table 6.0
Researches from different countries
Source: (Silva, 2009; Morawakage, 2013; Quyet, Vinh and Chang, 2015; Terefe and Singh, 2016; Vinayagamoorthy & Magdaline, 2015;
Ramachandran & Chidambaram, 2012; Belas & Gabcova, 2016; Jashireh, Slambolchi & Mobarakabadi, 2016; Naeem, Akram, & Saif, 2009;
Ragavan, 2013; Mwandosya, 2015; Arbore and Busacca, 2009)
Many banks review their customer strategy as the competition has been dramatically increasing with the
technology developments and the globalization where highly educated customers with high living standards are
demanding more quality services, in which banking sector is channeling more efforts to retain the existing
customers rather than attracting new ones, since its costly (Osman, Mohamad and Mohamad, 2015; (Randiwela,
2015; Naeem, 2017). It is evident that strategic benefits of service quality has effected the market share and the
return on investment positively (Mohammad and Alhamadani, 2011).
As per Agarwal (2012) improving and maximizing customer satisfaction through service
quality has been considered as the “Ultimate Weapon” (Mistry, 2013). In light with the above mentioned facts
an analysis of service quality dimensions towards customer satisfaction sounds interesting and important at this
juncture (Akil, 2016). Such analysis for banks are very important since it will provide banks with quantitative
estimates of their perceived services and also to intricate details such as the respective banks are meeting the
expectations of customers or not (Arrawatia and Misra, 2012).
6.0 Conclusion
P a g e 19 | 32

Due to the rapid changes in the market, banking industry is facing unprecedented set of challenges such as
demanding customers, fierce competition, new technologies and economic uncertainties where as a customer
oriented service industry, banks have faced radical shifts in the market power. It is evident from the findings
that the buzzword of success in the banking industry has become effectiveness and efficiency, particular
through functioning properly with respect to offering quality services to the clients.
It is a key challenge for the banking sector to attract and keep customers for a long term where
they are the most valuable asset. It is evident that banks have center all the business activities, particularly by
positioning the staff to meet the all the necessary requirements of the customers in a customized manner where
staff is acting in a highly responsive manner. Banks have understood that ultimate in customer satisfaction is by
giving them exactly what they want, through high service quality.
Quality of the service, waiting and the customer complaint management are vital for a bank where
basically a bank should be responsible of all the quality dimensions to form the basis of the sustainable
competitive position. Banks should continuously evaluate and monitor the service quality which they are
offering to the customers.
P a g e 20 | 32

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