BACKGROUND OF STUDY

This study is being conducted in three different banks in Odisha, India. Odisha is the 9th largest state by area in India, and the 11th largest by population. Odisha is notable as one of the first Indian states to have tackled its structural problems during the post-1994 Indian economic reforms. The Banking Sector Reforms were initiated in India as part of the overall structured reforms aimed at improving the productivity and efficiency of the economy. Odisha, one of the less developed states in India is situated in the southeast of India. The state is endowed with a vast area under forest, a long coastline and rich mineral deposits. The state has been struggling hard to achieve economic prosperity through its various plans and programmes. Agriculture is the mainstay of Odisha's economy and substance of the life of the people. At the same time efforts are being made to transform Odisha in to a vibrant industrialized state. The data has been analyzed by percentage method. The study is based on the secondary data retrieved from State Level Banking Committee. Private Sector Banks in Odisha has performed well in respect of reducing NPA during the period in 2002 to 2009. Private Banks were not interested to open branches in Odisha. The reason is in an agricultural dominated area the people had hardly any surplus to deposit in banks. There has been a constant increase in total deposits of both Public and Private Sector Banks in Odisha, but the rate of increase is found to be more in urban areas. Although Private Sector Banks do not show uniform performance in respect of recovery of loans in every year but it has performed well in reducing NPA during this period.

Terms of Definition 1. Banking Service The various ways in which a bank can help a customer, such as operating accounts, making transfers, paying standing orders and selling foreign currency.

2. Service Delivery Philip Kotler (1997) a service is an act of performance that one party can offer to another that is essentially intangible and does not result in the ownership of anything. Its production may or may not be tied to a physical product

3. Service Quality Brady & Robertson (2001) tested 2-way model between customer satisfaction and the quality of service and found that the antecedent of a customer satisfaction was service quality (Lee, Lee & Yoo, 2000), not vice versa. Naeem, Akram & Saif (2009) investigated customers satisfaction as the impact of the quality of service on the banking sector and found that the quality of service was proved to be a strong predictor in terms of customer satisfaction. Other researchers, Yavas, Bankenstein & Stuhldreier (2004) found that the quality of service was the root of customer satisfaction in retail bank in Germany. While Ting (2004) found that the quality of service was the antecedent of satisfaction in his research on Malaysia banking. So that, customer service was as an integral part of every facet of banking and determined the future of each banking organization (Mengi, 2009). Kotler (1997) stated that most of customers were no longer willing to accept and tolerate low quality service and performance of their bank partner

4. SERVQUAL Methodology SERVQUAL or RATER is a service quality framework. SERVQUAL was developed in the mid-1980s by Zeithaml, Parasuraman & Berry. SERVQUAL means to measure the scale of Quality in the service sectors.

PROBLEM IDENTIFICATION

PROBLEM IDENTIFICATION 1. Customers perception of service delivery

EXPLANATION/S The problem occurs when the researchers want to study what is the customers perception of service delivery from the three sectors of the banks, which are private, public and foreign banks in Odisha. The researchers wanted to seek whether the service carried out bring satisfaction to the customer.

PROBLEM IDENTIFICATION 2. Bank employees perceptions of service delivery.

EXPLANATION/S Whether the banks from three different sectors differ in terms of service delivery perceptions of their respective employees. The researchers wanted to seek if the employees of all bank satisfy with the service delivery in all 3 banks in Odisha.

PROBLEM IDENTIFICATION 3. Customers' expectations of service delivery.

EXPLANATION/S Whether the banks from three different sectors differ in terms of service delivery expectation of their respective customers. The researchers wanted to seek what is the customer expectation towards the service that is being delivered by the banks. The customer satisfaction is what being expect from the service given.

PROBLEM IDENTIFICATION 4. Employees perception of service delivery.

EXPLANATION/S The researchers intend to know what the perception of employees of the service is. Whether the banks from three different sectors differ in terms of service delivery expectations of their respective employees.

PROBLEMS ANALYSIS AND DISCUSSION

1. CUSTOMER PERCEPTION OF SERVICE DELIVERY The problem that is being carried out is actually to study whether the banks from three different sectors differ in term of service delivery perception of their respective customers. According to the findings, there is actually a difference in customers perception of service delivery among the sample. From the findings, it is found that customers perception of service delivery in public sector banks differ significantly from their customer parts in private banks. The comparison between customers perception of service delivery in public and foreign also outcome the same trend. At the same place, customers perception of service delivery differed in private and foreign banks. The result had come out varied for the research. Research resulted in the development of a dependable and valid instrument for assessing service delivery of banking services. When the perception of the customer is greater than the reality of the service being provided. Customer perception is everything. If customer does believe that something is lacking in the service, than there is a problem even if the internal stats say otherwise. Perception is the key to all successful service provision (along with actually delivery the service). But often, that perception of service is not articulated by the client. They can be seething with a perceived absence of service that is never brought to the table so the service provider carries on with the miss-conception that all is well.

2. BANK EMPLOYEES PERCEPTION OF SERVICE DELIVERY The problem that occurs is a part of the main point of the researchers to study whether the banks form three different sectors differ in terms of service delivery perceptions of their respective employees. According to the findings, there is a difference in bank employees perception of service delivery among the samples. The Post-Hoc test reveals that the employees perception of service delivery in public sector banks does not differ greatly from privates. However, the different between public and foreign banks differ significantly. Similarly, employees perception of service delivery is varied between public and foreign banks and private and foreign banks but not between public and private banks. The outcome of the study shows that banks can assess dimensions of service quality to determine the level of services provided and to decide which dimensions need improvement .

3. CUSTOMER EXPECTATIONS OF SERVICE DELIVERY The researchers wanted to study whether the banks from three different sectors differ in terms of service delivery expectations of their respective customers. In the findings, it is found out that there is a difference in a bank customers expectations of service delivery among the samples. The customers expectations of service deliver y in public sector differ significantly from private ones. The comparison between customers expectations of service delivery in public and foreign banks also have the same trend. Customer satisfaction reflects the expectations and experiences that the customer has with a product or service. Expectations reflect both past and current product evaluation and use experiences. Customers hold both explicit and implicit performance expectations for attributes, features, and benefits of products and services. There are actually seven customer expectations for the researchers to found out to measure customer satisfaction. There are explicit expectation, implicit expectation, static performance expectation, dynamic performance expectation, technological expectation, interpersonal expectation and situational expectation.

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4. EMPLOYEES EXPECTATIONS OF SERVICE DELIVERY The researchers wanted to study whether the banks from three different sectors differ in terms of service delivery expectations of their respective employees. The findings showed that there is a difference in a bank employees expectations of service delivery among the samples. It is revealed that employees expectations of service delivery in public sector banks differ significantly from their counterparts in private sector banks. The difference between employees expectations of service delivery in public and foreign also revealed the same trend. Same goes with private and foreign banks.

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SOLUTIONS AND DISCUSSION

As the solution, the foreign bankers should actually invest adequately in human and also systemization for the service. This is because good investment would only maintain good relationship with the customer. For example, technology would give greater impact on maintaining relationship. Foreign banks can invest on system that can easily especially the rural areas customers to be their customer. Maybe a system that can connect the rural area to the headquarters. In human aspect, appoint more people to be located in the rural area so that the human and system can be totally applied in the rural area. This will attract more customer and also can retain old customer by applying the concept of You dont have to go far to banks. Second is, bank should invest on the elements of service delivery. What are the elements of service delivery? One of it is the well identified performance standards. For example, if normal expectation for waiting line in bank is 5-15 minutes approximately, a good identified performance of ones bank would make it less than the expectation time. Third would be about how the product or service is expected to evolve over time. Dynamic expectations may be about the changes in support, product, or service needed to meet future business or use environments. For example, banks should follow the latest technological advancement. Maybe banks in Odisha can develop mobile banking so that people at that place can use it widely. Fourth would be the systemization elements is the best predictors of service delivery. Banks should actually invest on this. For example, account opening and

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maintenance. Banks should have a systematic system to keep track for customer account and maintain the easiest system of opening the bank account.

Fifth, is train the staff to be always helpful, courteous, and knowledgeable. Do it yourself or hire someone to train them. Talk to them about good customer service and what it is (and isn't) regularly. (Good Customer Service: How to Help a Customer explains the basics of ensuring positive staff-customer interactions.) Most importantly, give every member of the staff enough information and power to make those small customer-pleasing decisions, so he never has to say, "I don't know, but so-and-so will be back at..."

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CONCLUSION

The conclusion is, the perception and the expectations of customers and employees itself plays a role in determining the satisfaction level of each bank in each sector. The research is actually to measure whether the service quality that is being delivered is meet the satisfaction of the customer of each sector of banks. Hence, the outcome of the study shows that banks can assess dimensions of service quality to determine the level of services provided and to decide which dimensions need improvement. In order to develop service quality, it is necessary to contact employees frequently and evaluate their service experiences. With the awareness of the service quality dimensions, the banks can judge how well the employee performed on each dimension and management could identify the weaknesses in order to make improvements. By identifying the strengths and weaknesses pertaining to the dimensions of service quality, banks can better allocate resources to provide enhanced service. The design and implementation of service delivery processes plays a key role in the overall competitiveness of modern organizations. For example, Roth and Jackson (1995) provide clear evidence that process capability and execution are major drivers of performance due to their impact on customer satisfaction and service quality. Thus, any study of the efficiency of service organizations must focus on the role of process design and performance.

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REFERENCES
Biranchi, Swar, and Sahoo Prasant. "Determinants of Effective Service Delivery: A Study of Selected Public, Private and Foreign Sector Banks in Odisha." Business Perspectives & Research. 13p.

"Baking Service." . Wikipedia. Web. 25 Apr 2013. <www.wikipedia.com/banking>. "Key Perception of Service Delivery." My Project Tracker. N.p., n. d. Web. 25 Apr. 2013. <http://blog.myprojecttracker.com/2011/09/perception-service-delivery/>.

Smith, Scott. "Customer Expectations: 7 Types all Exceptional Researchers Must Understand."Qualtrics Blog. N.p., 10 12 2012. Web. 25 Apr. 2013. <http://www.qualtrics.com/blog/customer-expectations/>.

Ward, Susan. "8 Rules For Good Customer Service: Good Customer Service Made Simple." About.com. N.p., n. d. Web. 25 Apr. 2013. <http://sbinfocanada.about.com/od/customerservice/a/custservrules.htm>.

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