Business Management Dynamics Vol.1, No.1, July 2011, pp.

01-11

Measuring Service Quality using SERVQUAL Model: A Study on PCBs (Private Commercial Banks) in Bangladesh
Mohammad Mizenur Rahaman1, Md. Abdullah 2 and Dr. Ataur Rahman3 Abstract Service firms in the developing country like other organizations now realizing the significance of customer oriented philosophies and turning to quality management approaches to facilitate managing their businesses. SERVQUAL as an effective approach to measure the quality of provided services and also analysis the gaps between customer expectations and perceptions of the service organization. This paper has been highlighted important service quality gaps associated with external customer services in the baking services of the Bangladesh especially in PCBs. Another aim of this paper is to point out how management of service improvement can become more logical and integrated with respect to the prioritized service quality dimensions and their affections on increasing or decreasing service quality gaps. Key words: Service, Quality, PCBs, SERVQUAL, Customer Expectations, Perceptions.

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INTRODUCTION Service quality is an approach to manage business processes in order to ensure full satisfaction of the customers which will help to increase competitiveness and effectiveness of the industry. Quality in service is very important especially for the growth and development of service sector business enterprises (Powell, 1995). It works as an antecedent of customer satisfaction (Ruyter and Bloemer, 1995). With the increase of the importance of service sector in the economy of Bangladesh, the measurement of service quality became important. ISO standards are one of the measurement tools of service quality, where quality is defined as the totality of features and characteristics of a product, process or service (Islam & Ahmed, 2005). Private Banks dealing in retail banking Industry is consequently put into lot of pressures due towards increase in global competition. Different strategies are formulated to retain the customer and the key of it is to increase the service quality level. Typically, customers perceive very little difference in the banking products offered by private banks dealing in services as any new offering is quickly matched by competitors. Parasuraman et. al (1985) and Zeithaml et., al (1990) noted that the key strategy for the success and survival of any business institution is the deliverance of quality services to customers. The quality of services offered will determine customer satisfaction and attitudinal loyalty (Ravichandran et al. 2010). The inter relationships of variables defining the antecedents and also the consequences of customer satisfaction have been studied extensively in the consumer research literature ( e.g., Anderson and Sullivan 1993; Bearden and Teel 1983; Bolton and Drew 1991a, 1991b; Cardozo 1965; Cronin and Taylor 1992; LaTour and Peat 1979; Oliver 1980; Oliver and DebSaro 1988; Tse and Wilton 1988; Westerbrook 1982; Yi 1990), However, there appears to be conflicting evidence as to the nature of the linkages between the antecedents and consequences of satisfaction. LITERATURE REVIEW Quality is the keyword for survival of organizations in the global economy. Organizations are undergoing a shift from a production-led philosophy to a customer-focused approach. Competitiveness of a firm in the post-liberalized era is determined by the way it delivers customer service. Service quality is a concept that has aroused considerable interest and debate in the research literature because of the difficulties in both defining it and measuring it with no overall consensus emerging on either (Wisniewski, 2001). Firms with high service quality pose a challenge to other firms. Many scholars and service marketers have explored consumers cognitive and affective responses to the perception of service
1

Assistant Professor, Department of Business Administration, Shahjalal University of Science and Technoogy, Sylhet 3114, Bangladesh. 2 Assistant Professor, Department of Marketing, University of Comilla, Bangladesh 3 Assistant Professor, Department of Marketing, University of Dhaka, Bangladesh. E-mail:ataurrahman74@yahoo.com

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Business Management Dynamics Vol.1, No.1, July 2011, pp.01-11 attributes in order to benefit by providing what consumers need in an effective and efficient manner. Organizations can business excellence through quality control in services (Shahin, 2010). Again service quality considered as the difference between customer expectations of service and perceived service. If expectations are greater than performance, then perceived quality is less than satisfactory and hence customer dissatisfaction occurs (Parasuraman et al ., 1985; Lewis and Mitchell, 1990). There is general agreement that the aforementioned constructs are important aspects of service quality, but many scholars have been skeptical about whether these dimensions are applicable when evaluating service quality in other service industries Cronin & Taylor, 1992). This has more explanatory power than measures that are based on the gap between expectation and performance . In addition, Kang & James (2004) argued that SERVQUAL focuses more on the service delivery process than on other attributes of service, such as service-encounter outcomes (i.e. technical dimensions). While there have been efforts to study service quality, there has been no general agreement on the measurement of the concept. The majority of the work to date has attempted to use the SERVQUAL (Parasuraman et al., 1985; 1988) methodology in an effort to measure service quality (e.g. Brooks et al., 1999; Chaston, 1994; Edvardsson et al., 1997; Lings and Brooks, 1998; Reynoso and Moore, 1995; Sahney et al., 2004). STATEMENT OF THE PROBLEM PCBs face tremendous competition within the industry as well as with NCBs and FCBs in Bangladesh. Their competition mainly based on service pattern, service quality, and customers expectation. Many banks are far from the advantageous position because scrawny ability to identifying the gaps between the customer expectations and perception of service bank. If they are not able to identify that gaps effectively service organization will not sustained in the stiff competition. RATIONALE OF THE STUDY The banking sector now faces stiff interbank competition in providing customer service, giving special facilities and ensuring customer satisfaction in Bangladesh. Especially PCBs in Bangladesh try to ensure quality service but in some cases many banks could not do this. Again customers of the different banks are not satisfied on their banks because of low quality services. At present, banking sector of the Bangladesh plays very important role in economic development and increasing GDP of the country as it is a basement of the money and capital market. For sustainable development of this sector mainly depends on the trust and loyalty of the customer to the server bank and quality customer service and better customer relationship. But, there is no in-depth study was conducted in this sector for measuring quality of the services especially for PCBs. Hence the study is rationale for measuring Service Quality using SERVQUAL Model of the PCBs in Bangladesh. HYPOTHESIS H1: There is no service Gap between Clients expectations of PCBs and management of PCBs perceptions of consumer expectations. H2: There is no Gap between Management perceptions of PCBs on consumer expectations and service quality specifications of PCBs actually set. H3: There is no Gap between Service quality specifications of PCBs and actual service delivery by PCBs. H4: There is no Gap between Actual service delivery by PCBs and external communications about service of PCBs. H5: There is no Gap between perceived services and clients expectation of services on PCBs. OBJECTIVES OF THE STUDY The main objective of the study is to measure service quality of banking sector of Bangladesh especially PCBs with SERVQUAL model. The major objectives of the present study are To study the importance and impact of service quality and customer satisfaction of PCBs. To find the most important dimensions of service quality that affect customer satisfaction in PCBs. To measure the satisfaction level of current customer in PCBs in Bangladesh To recommend some guidelines to ensure quality services of PCBs in Bangladesh.

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Business Management Dynamics Vol.1, No.1, July 2011, pp.01-11 METHODOLOGY Research methodology mainly focused on quantitative method and survey study considered as a research technique. The SERVQUAL approach of Parasuraman et al. (1985, 1986, 1988, 1991, 1993, and 1994) was demonstrated for measuring service quality. Population and Sample As the study is about measuring service quality of PCBs, the population included mainly clients of different PCBs in Bangladesh. In this study 310 customers of different PCBs were selected randomly throughout the Dhaka city. Method of Data Collection The sample was selected using random sampling technique and primary data were collected from the customers of 80 branches of 30 different private commercial banks within Dhaka city. The available literature would be used through reviewing different articles, books, periodicals, journals, magazines, published reports, and relevant websites. Data Analysis technique Collected data will be analyzed by using appropriate statistical tools based on SERVQUAL method. Measuring Service Quality in PCBs in Bangladesh For the purpose of measuring service quality of PCBs, we have used empirical research model of Parasuraman et al. (1985). On the basis of this model we have try to identify few service quality gaps which are the following: Gap -1: Clients expectations and management of bank perceptions of consumer expectations. Gap -2: Management of bank perceptions of consumer expectations and service quality specifications of bank actually set. Gap - 3: Service quality specifications of bank and actual service delivery by bank. Gap 4: Actual service delivery by bank and external communications about service. Gap 5: The final gap is the result of the four other gaps. Insert Figure-1.1 Here When any of the mentioned gaps arise, the service gap will also appear because the real service will not satisfy the clients expectations. Study tried to detect the service gap with survey questionnaires. Gap analysis is the important part for the management to find the causes of problems regarding quality and to find suitable ways to remove such gaps. SERVQUAL model mainly used for measuring service quality of service providing organization. SERVQUAL as the most often used approach for measuring service quality to compare customers' expectations before a service encounter and their perceptions of the actual service delivered (Gronroos, 1982; Lewis and Booms, 1983; Parasuraman et al., 1985). Only customer satisfaction dimension is taken for this study and the dimensions are given below in figure1.2: Insert Figure 1.2 Here The SERVQUAL instrument has been the predominant method used to measure customers perceptions of service quality (Shahin, 2010). It has five generic dimensions or factors which are stated as follows (Iwaarden et al., 2003): Tangibles: Physical facilities, equipment and appearance of personnel. Reliability: Ability to perform the promised service dependably and accurately. Responsiveness: Willingness to help customers and provide prompt service. Assurance: (including competence, courtesy, credibility and security). Knowledge and courtesy of employees and their ability to inspire trust and confidence. Empathy: (including access, communication, understanding the customer). Caring and individualized attention that the firm provides to its customers. In our study of SERVQUAL analysis, 20 statements used to measure the performance across above mentioned five dimensions, using five point likert scale measuring both customer expectations and perceptions. After collecting data from different 310 clients of different PCBs in Dhaka City considered as service sensitive clients using questionnaire mainly calculate the gap between expectation and perception

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Business Management Dynamics Vol.1, No.1, July 2011, pp.01-11 of service taker in the PCBs in Bangladesh. Actually it measures the deviation of perception and expectation of the service taker on different five dimensions of banking services. Study tried to find out score of Gap-5 on model of service quality (Figure-1.1). Insert Table-1 Here FINDINGS AND ANALYSIS It is interesting to note the aspects of services of PCBs in Bangladesh that are used as determinants of quality of services of bank by our respondents (Appendix-1). The aspects of quality of PCBs are: Up-to-date equipment and instrument facilities of bank, It should keep their records accurately, It should provide their services at the time they promise to do so, It should provide prompt service to the customers, Customers should feel safe in transactions with Banks and Bank should have operating hours convenient to all their customers etc. In Table -3 (top five) and Table-4 (bottom five) the importance (Expectations) and the satisfaction (Perception) are summarized on predefined aspects related to the quality of services of PCBs. Insert table-2 here Insert table-3 here The top three aspects seem to relate to reliability; one to responsiveness and another aspect is relate to assurance dimension (Table-2 & Appendix -1). On the other hand, the bottom three aspects relate to empathy, one for responsiveness and another relate to tangible dimension (Table-3 & Appendix -1). Table-1show the gaps between perceive services and expectations. It can be concluded that the gap is widest for the aspects that respondents perceive as most important. The dimension with the largest gap is responsiveness (satisfaction score 3.90 and importance score 4.49). In the top five aspects there are no aspects with a positive delta, meaning that for every aspect the perception is less than expected. In the bottom five aspects there is just one aspect with a zero gap which is dress up of employees of PCBs. Factor analyses (varimax, principal components) on the importance data (KMO value 0.420) and satisfaction data (KMO value 0.456) based on Eigenvalues greater than one indicated 8 factor solutions. These factors cluster the aspects more or less according to the structure of the questionnaire. Most of these factors also become too specific and do not disclose the underlying structure of customers perceptions of the quality of services of PCBs. Study also found that value chi square of service gap greater than 53 so null hypotheses is rejected and conclude that there is a Gap between perceived services and clients expectation of services on PCBs. So service quality of PCBs in Bang ladesh not beyond the question of customers. But question is what the level of quality of services is and what are the aspects maximize the gap between perceived services and expectations of services from banks. Mainly reliability, responsiveness, and assurance dimension are crucial factors in PCBs of determining service quality gaps. Conclusion The research on measuring service quality has focused primarily on how to meet or exceed the external customers expectations, and has viewed service quality as a measure of how the delivered service levels equalize consumers expectations. This study measuring service quality of PCBs in Bangladesh mainly studied on client expectation and perception about the services on different five dimensions. There are several interesting conclusion and research implications drawn from these results. One of the primary causes of service quality design failure is the lack of understanding of the evolving need and preferences of targeted customers (Bateson 1990). PCBs may attempt to move itself by reshuffle its service delivery system to enhance the SERVQUAL items in the areas of service quality. Dimensions of SERVQUAL items such as solving the customer problems, service delivery on time, quick response to customer request, safe transactions, personal attention and understanding the needs of the customer appear to be fertile areas for future inquiry. So future research a cross sectional design can be undertaken among PCBs, NCBs, and FCBs which bench marks the determinants of service quality. In summary the findings here gives the evidence PCBs have taken proper steps to ensure the clients satisfaction on their services through quick response, reliable service, and giving assurance to fulfill their expected requirements.

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Business Management Dynamics Vol.1, No.1, July 2011, pp.01-11 REFERENCES Anderson, E.W. and M.W. Sullivan (1993), The Antecedents and consequences of customer sati sfaction for firms, Marketing Science, Vol. 12, No. 2, pp.125-143. Bateson, J .E.G. (1990), Evaluating the role and place of Marketing in service firms, Service Management effectiveness, Vol. 13, No.2, pp.324-342. Bearden, W.O. and J.E. Teel (1983), Selected Determinants of customer satisfaction and complaint reports, Journal of Marketing research, Vol. 20, pp.21-28. Bolton, R.N. and J.H. drew (1991a), A longitudinal Analysis of the impact of service changes on customer attitudes, Journal of Marketing, Vol. 55, pp.1-9. Bolton, R.N. and J.H. drew (1991b), A Multistage model of customers Assessment of service quality and value, Journal of Consumer Research, Vol. 17, pp.375-384. Brooks, R.F., Lings, I.N. and Botschen, M.A. (1999), "Internal marketing and customer driven wavefronts", Service Industries Journal, Vol. 19, No. 4, pp. 49-67. Cardozo, R. N. (1965), An Expwerimental study on Customer effort, Expectation and Satisfaction, Journal of Marketing Research, Vol. 2, pp.244-249. Chaston, I. (1994), "Internal customer management and service gaps within the UK manufacturing sector", International Journal of Operations and Production , Vol. 14, No. 9, pp. 45-56. Cronin, J.J.Jr. and Taylor, S.A. (1992), Measuring service quality: a reexamination and extension, Journal of Marketing, Vol. 56 July, pp. 55-68. Edvardsson, B., Larsson, G. and Setterlind, S. (1997), "Internal service quality and the psychological work environment: an empirical analysis of conceptual interrelatedness", Service Industries Journal, Vol. 17, No. 2, pp. 252-63. Gronroos, C. (1982), Strategic Management and Marketing in the Service Sector, Swedish School of Economics and Business Administration, Helsingfors Islam, N. & Ahmed, E. (2005), A Measurement of Customer Service Quality of Banks in Dhaka City of Bangladesh, South Asian Journal of Management http://findarticles.com/p/articles/mi_qa5483/is_200501/ai_n21375939/ Visit date:13 Jan, 2011 Kang, G.D., James, J., and Alexandris, K. (2002), Measurement of internal service quality: Application of the SERVQUAL battery to internal service quality, Managing Service Quality, Vol.12, No.5, pp. 278291. LaTour S.A. and N.C. Peat (1979), Conceptual and Methodological Issues in consumer Satisfaction Research, Advances in Consumer Research, pp.431 -437 Lewis, R.C. and Booms, B.H. (1983), The marketing aspec ts of service quality", in Berry, L., Shostack, G. and Upah, G. (Eds), Emerging Perspectives on Services Marketing, American Marketing Association, Chicago, IL, pp. 99-107. Lewis, B.R. and Mitchell, V.W. (1990), Defining and measuring the quality of customer service, Marketing Intelligence & Planning, Vol. 8, No. 6, pp. 11-17. Lings, I.N. and Brooks, R.F. (1998), Implementing and measuring the effectiveness of internal marketing, Journal of Marketing Management, Vol. 14, pp. 325-51. Oliver, R.L. (1980), A cognitive Model of the antrecedents and Consequences of Satisfaction Decisions, Journal of Marketing Research, Vol. 17, pp.460-469 Oliver, R.L. and W. DeSarbo (1988), Response determinants in satisfaction judgments, Journal of Consumer research, Vol. 14(March):495-507. Parasuraman, A., Zeithaml, V.A. and Berry, L.L. (1985), A conceptual model of service quality and its implication, Journal of Marketing, Vol. 49, Fall, pp. 41-50. Parasuraman, A., Zeithaml, V.A. and Berry, L.L. (1986), SERVQUA L: a multiple-item scale for measuring customer perceptions of service quality, Report No. 86 -108, Marketing Science Institute, Cambridge, MA. Parasuraman, A., Zeithaml, V.A. and Berry, L.L. (1988), SERVQUAL: a multi -item scale for measuring consumer perceptions of the service quality", Journal of Retailing, Vol. 64, No. 1, pp. 12 Parasuraman, A., Zeithaml, V.A. and Berry, L.L. (1991), "Refinement and reassessment of the SERVQUAL scale|", Journal of Retailing, Vol. 67, pp. 420-450.

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Business Management Dynamics Vol.1, No.1, July 2011, pp.01-11 Parasuraman, A., Zeithaml, V.A. and Berry, L.L. (1993), "Research note: more on improving service quality measurement", Journal of Retailing, Vol. 69, No. 1, pp. 140-147. Parasuraman, A., Zeithaml, V.A. and Berry, L.L. (1994), "Reassessment of expectations as a comparison standard in measuring service quality: implications for future research", Journal of Marketing, Vol. 58, pp. 111-124. Powell, T C (1995), "Total Quality Management as Competitive Advantage: A Review and Empirical Study", Strategic Management Journal, Vol. 16, pp. 15-37. Ravichandran, K. Prabhakaran, S. and Kumar, S.A. (2010), Application of Servqual Model on Measuring Service Quality: A Bayesian Approach, Enterprise Risk Management, Vol. 1, No. 1, pp. E9 Reynoso, J. and Moore, B. (1995), "Towards the measurement of internal service quality", International Journal of Service Industry Management, Vol. 6, No. 3, pp. 64-83. Ruyter, K D and Bloemer, J (1995), "Integrating Service Quality and Satisfaction: Paying in the Neck, or Marketing Opportunity?" Journal of Consumer Satisfaction, Dissatisfaction and Complaining Behavior, Vol. 8, pp. 44-52. Sahney, S., Banwet, D.K., and Karunes, S. (2004), "A SERVQUAL and QFD approach to total quality education: A student perspective", International Journal of Productivity and Performance Management , Vol.53, No.2, pp. 143-166. Shahin, A. (2010), SERVQUAL and Model of Service Quality Gaps: A Framework for Determining and Prioritizing Critical Factors in Delivering Quality Services, Online artilcle. Tse, D.K. and P.C. Wilton (1988). Models of consumer satisfaction formation: An Extension. Journal of Marketing Research, Vol. 25(May), pp.204-212. Van Iwaarden, J., van der Wiele, T., Ball, L., and Millen, R. (2003), "Applying SERVQUAL to web sites: An exploratory study", International Journal of Quality & Reliability Management, Vol.20, No.8, pp. 919935. Westbrook, R.A. (1981), Sources of consumer Satisfaction with retail outlets, Journal of Retailing, 57(fall):68-85. Wisniewski, M. and Donnelly, M. (1996), "Measuring service quality in the public sector: the potential for SERVQUAL", Total Quality Management, Vol. 7, No. 4, pp. 357-365. Wisniewski, M. (2001), "Using SERVQUAL to assess customer satisfaction with public sector services", Managing Service Quality, Vol.11, No.6, pp. 380-388. Yi.Y.(1990), Critical Review of Consumer Satisfaction. Review of Marketing, Vol. 1990, pp. 68 -123. Zeithaml,V., Parasuraman,A. and Berry,L. (1990), Delivering Quality Service. Free Press, New York, NY Zeithaml,V. A., Berry, L. L. and Parasuraman, A. (1996), The behavioral consequences of Service quality, Journal of Marketing, Vol. 60 April, pp. 31-46.

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Business Management Dynamics Vol.1, No.1, July 2011, pp.01-11

APPENDICES Appendix # 01: Questionnaire S.N. 1. a. b. c. d. 2. a. b. c. d. 3. a. b. c. d. 4. a. b. c. d. 5. a. b. c. d. Tangibles: Up-to-date equipment and instrument facilities of your bank. Banks physical facilities should be visually appealing. Employees of your bank should be well dressed and appear neat. The appearance of the physical facilities of the bank should be in keeping with the type of services provided. Reliability: Bank should be dependable. Bank promise to do something by a certain time, they should do so. Bank should provide their services at the time they promise to do so. Bank should keep their records accurately. Responsiveness: Bank should provide prompt service to the customers Employees of bank should always willing to help customers. Banker should reply in any query of the customers. Bank should arrange special care to special customers. Assurance: When customers have problems, Bank should be sympathetic and reassuring. Customers should feel safe in transactions with Banks. Clients can trust employees of their Bank. Employees of banks should polite. Empathy: Employees get adequate support from Bank to do their jobs well. Bankers should give individual attention to the customers. Bank should have operating hours convenient to all their customers. Bankers should try know what your needs are. Expectations How important is this item to you 1 2 3 4 5 Perceptions Level of satisfaction with this item 1 2 3 4 5

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Business Management Dynamics Vol.1, No.1, July 2011, pp.01-11

Appendix # 02 Table-2.1: Total Variance Explained of client expectation Compo nent 1 2 3 4 5 6 7 8 Extraction Sums of Squared Loadings Total 3.627 2.898 1.981 1.716 1.569 1.370 1.178 1.040 % of Variance 18.137 14.492 9.903 8.578 7.847 6.849 5.891 5.201 Cumulative % 18.137 32.628 42.532 51.110 58.957 65.806 71.697 76.899

Extraction Method: Principal Component Analysis. Table-2.2: Total Variance Explained of client perception Compo nent 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Initial Eigenvalues Total 2.630 2.086 2.016 1.823 1.533 1.340 1.184 1.100 .970 .901 .809 .736 .635 .523 .439 .360 .295 .253 .208 .160 % of Variance 13.148 10.431 10.078 9.116 7.666 6.702 5.918 5.498 4.850 4.507 4.047 3.681 3.173 2.615 2.197 1.798 1.473 1.264 1.040 .798 Cumulative % 13.148 23.579 33.657 42.774 50.440 57.141 63.060 68.558 73.408 77.915 81.961 85.642 88.815 91.430 93.627 95.425 96.898 98.162 99.202 100.000 Extraction Sums of Squared Loadings Total 2.630 2.086 2.016 1.823 1.533 1.340 1.184 1.100 % of Variance 13.148 10.431 10.078 9.116 7.666 6.702 5.918 5.498 Cumulative % 13.148 23.579 33.657 42.774 50.440 57.141 63.060 68.558

Extraction Method: Principal Component Analysis.

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Business Management Dynamics Vol.1, No.1, July 2011, pp.01-11

Appendix -3: Factor Analysis of Service Quality Gap KMO and Bartlett's Test Kaiser-Meyer-Olkin .485 Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square Df Sig. Total Variance Explained Compo Initial Eigenvalues nent Total % of Variance 1 2 3 4 5 1.385 1.125 1.061 .766 .664 27.693 22.490 21.211 15.316 13.290 Extraction Sums of Squared Loadings Cumulative % Total 27.693 50.183 71.394 86.710 100.000 1.385 1.125 1.061 % of Variance 27.693 22.490 21.211 Cumulative % 27.693 50.183 71.394 53.326 10 .000

Extraction Method: Principal Component Analysis. Component Matrixa Component 1 Tangible Reliability Responsiveness Assurance Empathy -.527 .670 .687 .385 .194 2 .487 .063 .210 -.261 .878 3 .501 .355 -.377 .736 .005

Extraction Method: Principal Component Analysis. a. 3 components extracted.

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Business Management Dynamics Vol.1, No.1, July 2011, pp.01-11 Figure -1.1: Conceptual model of service quality CLIENTS
Word of mouth Communications Expected services Gap 5 Perceived services Personal needs Past experiences

BANKERS
Gap 1 Gap 3

Service delivery

Gap 4

External communications to clients

Gap 2

Translation of perceptions into service quality specifications Management perceptions of clients expectations

Source: Authors development based on Parasuraman et. al., 1985.

Tangibility Reliability
Responsiveness

Service Quality

H5

Customer Satisfactio n

Assurance Empathy Source: Authors development based on Ravichandran, K. 2010

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Business Management Dynamics Vol.1, No.1, July 2011, pp.01-11 Table 1: Gap score of different dimension of Service Quality Tangible P E 4.19 4.51 0.30 0.27 -0.08 4.75 3.50 -0.69 5.00 3.75 Reliability P E 4.26 4.68 0.21 0.22 -0.01 4.75 3.75 -0.86 5.00 4.00 Responsiveness P E 3.90 4.49 0.38 0.38 -1.11 4.50 2.75 -1.59 5.00 3.25 Assurance P E 4.08 4.56 0.31 0.33 0.06 4.75 3.50 -0.39 5.00 3.75 Empathy P E 3.98 4.31 0.30 0.27 -0.10 4.75 3.25 -0.32 4.75 3.75

Mean SD Skewness Maximum Minimum Gap Score: Mean SD Skewness Maximum Minimum

-0.32 0.02 0.60 -0.25 -0.25

-0.42 -0.02 0.85 -0.25 -0.25

-0.59 0.00 0.47 -0.50 -0.50

-0.48 -0.01 0.45 -0.25 -0.25

-0.32 0.03 0.21 0.00 -0.50

P* = Perception E* = Expectation Table -02: Top five important factors of quality service indicators S.N. Mean score out of 5 Aspects of Quality services Perception Expectation 1 Bank should keep their records accurately 4.91 5.00 2 Banker should reply in any query of the customers 4.20 4.73 3 Bank should be dependable 4.04 4.64 4 When customers have problems, Bank should be sympathetic and reassuring. 4.04 4.64 5 Bank promise to do something by a certain time, they should do so. 4.07 4.63 *Score vary from Not Important to Very Important (1 to 5) of likerts five point scale.

Table -03: Bottom five important factors of quality service indicators S.N. Mean score out of 5 Aspects of Quality services Perception Expectation 1 Bank should have operating hours convenient to all their customers. 3.85 4.04 2 Bank should arrange special care to special customers 3.58 4.15 3 Bankers should give individual attention to the customers 3.85 4.30 4 Employees of your bank should be well dressed and appear neat. 4.35 4.35 5 Employees get adequate support from Bank to do their jobs well 4.25 4.39 *Score vary from Not Important to Very Important (1 to 5) of likerts five point scale.

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