Customers are considered as the key for any business survival. The success of banking industry depends on the quality of products and services. As products and customer services within the banking industry became more and more similar and substitutable, switching costs of customers were lower and affordable. It’s becoming more challenging for the banking industry to survive in this competitive era. Many researchers have concluded models for measuring service quality in banks. This paper presents a review of a few researches conducted on service quality in banking industry.

BANKING SERVICES:

Customer service is an aspect of great significance and importance in the banking industry. In the area of customer service, expectations and demands of the customers generally rise at a much faster pace than banks are equipped to deal with. With years, banks are adding services to their customers. The Indian banking industry is passing through a phase of customers market. The customers have more choices in choosing their banks. A competition has been established within the banks operating in India.

Assessment of customer service of banks should take into account the following four important interdependent factors which influence customer service. These are-

1. Demands and expectations from banks

2. Quality and job knowledge of bank personnel

3. Attitudes and motivation of bank employees

4. Back up systems and procedures

(Talwar Committee Report, 1979)

Dr. Rangarajan, the former Deputy Governor, Reserve Bank of India, said “Indian banks have to conform to international accounting standards, if Indian banks are to get their due place and recognition in the global financial market”. (Jankiraman, 1995)

Hadden and Whalley (2002) pointed out that a challenge for banks is how to connect with customers and provide financial services to them through the right channels, at the right time and in the right way.

Gurdeep (1994) observed three areas of banking services which need special attention for the bankers as: (i) quick receiving and payment of cash (ii) remittance of funds, whether by means of drafts, mail transfers or telegraphic transfers with a minimum of delay and (iii) collection of cheques, bills, dividend warrants, etc., at maximum speed. In all the three areas, he believed that banks have a lot of say and by cutting the delay at each stage; the customer satisfaction can be improved significantly.

In a study conducted by Bahl, (1999) entitled “Services of nationalized banks and Consumer Satisfaction”, it was suggested that employer especially at the counters should be given training to bring about attitudinal change in them to be more courteous, polite and helpful to customers.

Chidambaram and Alamelu (1996) believed that while dealing with a customer, banks must adopt ‘CARE’ approach, i.e., show courtesy, ensure accuracy, be responsible, and execute the task efficiently in order to reduce growing customer grievances.

Sesha (1999) suggested that to overcome growing customer dissatisfaction, banks should adopt two-fold strategy. First, creation of wide range of services, suitable and beneficial to the customers and second, prompt and efficient delivery of these services by the front line staff. To ensure quick delivery of these services, banks have to introduce revolutionary technological changes like Electronic Fund Transfer, Electronic Clearing Service, Net Working the Service Branches, Automatic Teller Machines, Modern and up-dated communication facilities.

The above reviewed literature illustrates that banking services should be efficient in delivering a wide range of services and prompt delivery of services especially in the areas of collection of cheques, remittances of funds, receiving of payments. Employee behaviour is a concerned area where improvement is required. Employees should show more empathy to the customers. It is also evident from the above literature that training should be imparted to employers at the counters dealing with customers especially in the area of stress management.

SERVICE QUALITY:

Service quality offers a way of achieving success among competing services, particularly, where a number of firms that offer nearly identical services are competing within a small area, such as banks. Establishing service quality may be the only way of differentiating oneself. Such differentiation can yield a higher proportion of consumers’ choices and, the most recent trend in many service organizations is to consider quality service as a critical factor in enabling them to achieve a differential advantage over their competitors (Albrecht and Zemke, 1985; Berry et al., 1989. Increasingly, quality is becoming a key variable in strategic planning. Further, the organizations which are becoming leaders in quality service are characterized by their quality focus and customer centric approach.

In India, many academicians and practitioners had highlighted the need for better service quality in banks, mostly public sector banks, and offered guidelines for improvement in bank services. These studies have also warned public sector banks that if the present trend of customer dissatisfaction continues unabated, time is not far away when these banks will loose their valuable customers to competitors (especially private and foreign).

In this competitive era, it is imperative for banks to provide satisfaction to their customers and satisfaction can be derived through delivering high service quality. Service quality is the key factor that can differentiate banks on account of their products and services. This leads to the fact, that a good understanding of the attributes that customers use to judge service quality is necessary for service providers to enhance its service performance and improve its overall service quality.

Service Quality Dimensions in Traditional Banking

Now-a-days, service quality has become a popular area of researches and there is a need to identify methodologies to measure service quality. Gronroos (1982) described the total service quality as customers’ perception of difference between the expected service and the perceived service. He then defined the concept of perceived service quality as the outcome of evaluation process, where the consumer compares his expectations with the service he perceives or has received.

Parasuraman et al. (1985) also defined service quality as the comparison between customer expectations and perceptions of service. He further explained that service quality is the overall evaluation of a firm’s service that is done by comparing the firm’s performance with the customer’s general expectations of how firms should perform.

Further, Johnston (1995) stated 18 service quality attributes in banking. They were: access, aesthetics, attentiveness, availability, care, tidiness, comfort, commitment, communication, competence, courtesy, flexibility, friendliness, functionality, integrity, reliability, responsiveness and security. Security and reliability were considered most important by customers; responsiveness, communication and competence were important. He also stated that the areas, such as comfort, cleanliness and aesthetics were not worth much attention.

PZ defined service quality as “the degree and direction of discrepancy between customers’ service perceptions and expectations” (2006). Thus, if the perception is higher than expectation, then the service is said to be of high quality. Likewise, when expectation is higher than perception, the service is said to be of low quality.

Realizing that there was not enough literature to produce a rigorous understanding of service quality and its determinants, PZB (1985) conducted an exploratory investigation to formally delineate service quality. Their investigation was composed of interviews with executives from four types of service businesses (i.e. retail banking, credit card, securities brokerage, and production repair and maintenance) as well as a number of focus groups composed of individuals who had recently received services from those businesses. One of the results of this investigation was the identification of ten determinants of service process quality. PZB (1985) listed them as follows:

Reliability involves consistency of performance and dependability.

Responsiveness concerns the willingness or readiness of employees to provide service.

Competence means possession of the required skills and knowledge to perform the service.

Access involves approachability and ease of contact.

Courtesy involves politeness, respect, consideration, and friendliness of contact personnel (including receptionists, telephone operators, etc.,).

Communication means keeping customers informed in language they can understand and listening to them. It may mean that the company has to adjust its language for different consumers—increasing the level of sophistication with a well educated customer and speaking simply.

Credibility involves trustworthiness, believability, honesty. It involves having the customer’s best interests at heart.

v Security is the freedom from danger, risk, or doubt.

v Understanding/Knowing the Customer involves making the effort to understand the customer’s needs.

v Tangibles include the physical evidence of the service.

In a later paper, PZB (1988) found certain overlaps among the dimensions and shortened the list into five dimensions. This new list retained tangibles, reliability, and responsiveness while competence, courtesy, credibility, and security were combined into a new dimension called assurance. Access, communication, and understanding the customer, on the other hand, were placed under a common dimension called empathy. Thus, the dimensions were now known as follows:

v Assurance - Knowledge and courtesy of employees and their ability to inspire trust and confidence

v Empathy - Caring, individualized attention the firm provides its customers.

v Reliability - Ability to perform the promised service dependably and accurately.

v Responsiveness - Willingness to help customers and provide prompt service.

v Tangibles - Appearance of physical facilities, equipment, personnel, and communication materials.

Based on these five dimensions listed above, the researchers developed 22-item service quality scale. According to their study, reliability was the most critical dimension, followed by responsiveness, assurance and empathy. The tangibles were of least concern to customers.

Table 2.1 Service Quality Dimensions in Traditional Banking

Service Quality Dimensions	22-Item Scale
Reliability	· Providing service as promised · Dependability in handling customers’ service problems · Performing services right the first time · Providing services at the promised time · Maintaining error free records

Responsiveness	· Keeping customers informed as to when services will be performed · Prompt service to customers · Willingness to help customers · Readiness to respond to customers’ request

Assurance	· Employees who instill confidence in customers · Making customers feel safe in their transactions · Employees who are consistently courteous · Employees who have the knowledge to answer customers questions

Empathy	· 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 · Convenient business hours

Tangibles	· Modern equipment · Visually appealing facilities · Employees who have a neat, professional appearance · Visually appealing materials associated with the service

Source: Parasuraman et al. (Referred to in Kotler and Keller, 2006, p.414)

Peter et al. (1993) also suggested that the overlap between responsiveness, assurance, and empathy was understated by PZB in their original study. Woo and Ennew (2005) meanwhile, found that in business services markets, the dimensions were completely different. Thus, at its best, the five dimensions should only be considered as a starting point rather than a tool that can be immediately used in the field.

Kotler (2000) wrote that service providers must do their best to identify the expectations to their target customers with respect to each specific service. They were required to formulate their market oriented plans and programs.

In a study conducted by (Dhar, Dhar and Jain, 2004), it was concluded that the public sector banks perceived quality in a totally different perspective as employees of these banks had perceived the factors like credibility, tangibility, reliability as the constituent factors of the quality of service. It was surprising that public sector banks did not possess innovativeness, pro activeness or training as ingredients for service quality. Further, he studied that the customers of banks observed that though tangibility was higher in public sector banks, the responsiveness was the function of private sector banks. The customers believed that they were paid immediate attention when they visited a private bank and services provided were consistent.

Many researchers made efforts to find relationship between several service quality factors and customer satisfaction. Zaim et al. (2010) found in their research that tangibility, reliability and empathy were important for customer satisfaction, but Mengi (2009) concluded that responsiveness and assurance were more important. Siddiqi (2010) examined the applicability of service quality of retail banking industry in Bangladesh and found that service quality was positively correlated with customer satisfaction; empathy had the highest positive correlation with customer satisfaction, followed by assurance and tangibility. On the other hand, Lo, Osman, Ramayah and Rahim (2010) found that empathy and assurance had the highest influence on customer satisfaction in the Malaysian retail banking industry.

Lau et al (2013) concluded in their research that the five SERVQUAL dimensions show positive relationships with customer satisfaction. This study also suggested that SERVQUAL is a suitable instrument for measuring the retail banking service quality. The five dimensions of SERVQUAL model were found significant predictor of customer satisfaction in their study.

From the above cited literature, it can be concluded that reliability, responsiveness, assurance, empathy and tangibility were explored as the five factors for measuring service quality. Some researchers further stated that these dimensions should only be considered as initial point and they should be further revised according to the need of research and its applicability in the selected service sector. On the other hand, many researchers used these five dimensions extensively in the banking sector to identify service quality.

Service Quality Dimensions in Internet Banking

Internet banking is described as the use of the internet as a delivery channel for banking services, which include traditional ones, such as opening a deposit account or transferring funds among different accounts and new banking services, such as Electronic Bill Payment (Jun and Cai, 2001).

In a competitive market place, understanding customer’s needs become an important factor. As a result, companies have moved from a product centric to a customer centric position (Hanson, 2000). Now-a-days, many companies realized that it was more difficult to make their physical products differ from their competitors than before. In this way, companies seek more competitive advantages in building good reputation for superior performance like on time delivery, accurate information, better trained personnel and quicker resolution of complains. It can be easily seen that services has gained more attention by both researchers and managers with the increasing competition in the market.

It is desirable for online service providers to find out what are the attributes that consumers used in their assessment of overall service quality and which attributes are more important. Therefore, understanding the factors affecting e-service quality has gained special attention both to business and academic researchers (Yang and Fang, 2004). Thus, internet banking compared to traditional banking heavily involves non-human interactions between customers and online bank information systems (Furst et al., 2002).

As the service delivery process on the internet differs significantly from that in the traditional Indian banks mainly because of lack of direct contact between the employees and the customers, the attributes for defining a high-quality service delivery are expected to differ in the two contexts. According to Li, Tan and Xie (2002) because of the existing difference between online and traditional services, there exists real challenges in measuring the quality of online services. As the use of online banking steadily increases over the years (Frediksson, 2003), knowledge about defining high quality service delivery over the Internet becomes crucial for banks.

Further, Yang and Fang (2004) had noted that traditional service quality dimensions, such as competence, courtesy, cleanliness, comfort and friendliness, were not relevant to online retailing; whereas, other factors, such as reliability, responsiveness, assurance and access were critical to both traditional service quality and e-service quality.

Similarly, Jun et al. (2004) compared traditional with online service quality dimensions and found that four of five traditional service quality dimensions stated by Parasuraman et al. (1988) were also considered important for online banking. They were listed as: reliability, responsiveness, assurance and empathy. Moreover, Yang et al. (2004) identified six key dimensions e.g., reliability, access, ease of use, attentiveness, security and credibility employed by internet purchasers to evaluate e-retailers’ service quality. Further, they suggested that if online retailers want to achieve high level of customers’ perceived service quality, four dimensions should be more focused on- reliability, attentiveness, ease of use and access.

Table 2.2 E-Service Quality Dimensions and Descriptions

E-Service Quality Dimensions	Descriptions
Reliability	It included correctness of order fulfillment, prompt delivery and billing accuracy

Attentiveness	It included individualized attention, personal thank-you from online retailers and availability of a message area for customer questions or comments

Easy to use	It related to easy-to-remember URL address, well organized, well structured and easy to follow catalogues, site navigability and concise and understandable contents, terms and conditions

E-Service Quality Dimensions	Descriptions
Access	It included the list of the company’s street and e-mail address, phone and fax number, accessibility of service representatives, availability of chat room, bulletin board and communication channels

Security	It included security of personal information and minimal online purchase risks

Credibility	It referred to the business history of online retailers, special rewards or discounts and referral banners on other web site.

Source : Adapted from Yang et al., 2004.

Madu (2002) proposed 15 dimensions of online service quality. These were performance, features, structure, aesthetics, reliability, storage capacity, serviceability, security and system integrity, trust, responsiveness, service, differentiation and customization, web store policies, reputation, assurance and empathy.

According to Dina et al. (2004), five dimensions were commonly used such as ease of use, web site design, customization, responsiveness and assurance. In order to clarify the detailed determinants of e-service quality, Lee and Lin (2005) proposed website design, reliability, responsiveness, trust and personalization as e-service quality dimensions.

Additionally, Joseph et al. (1999) investigated the influence of internet on the delivery of banking service. Their study identified six underlying dimensions of electronic banking service quality. They were convenience and accuracy, feedback and complaint management, efficiency, queue management, accessibility and customization.

Jun and Cai (2001) identified seventeen service quality dimensions of internet banking service quality. These were reliability, responsiveness, competence, courtesy, credibility, access, communication, understanding the customer, collaboration and continuous improvement, content, accuracy, ease of use, timeliness, aesthetics, security and divers features. It was also suggested that both Internet-only banks and traditional banks offering internet banking services should focus more on the important dimensions such as responsiveness, reliability and access.

Further, many researchers found out the most important dimension of service quality for customer satisfaction. Wolfinbarger and Gilly (2003) found that reliability and fulfillment ratings were the strongest predictors of customer satisfaction with websites.

Leelapongprasut, Praneetpolgrang and Paopun (2005) concluded that reliability, namely security system and information accuracy, were the most important perspective for the user. From the study conducted by Chung and Paynter (2002), three points of internet banking service should be considered as important, namely, security system, data update and responding period.

Additionally, five internet service quality dimensions were identified by Jayawardhena, Raman and Farrell (2006). They were access, web interface, trust and attention. They concluded that trust was a key dimension in e banking.

This is in line with previous studies where security was found as one of the most important issue (Patricio et al., 2003) and it was correlated with the concept of trust. Trust is a variable which has a significant effect on the customer’s approach toward internet banking and tendency to use internet banking (Han and Suh, 2002). In a study conducted by Khalil and Pearson (2007), it was found that trust significantly affected attitude towards internet banking acceptance.

To encourage internet banking adoption, banks need to develop strategies that improve the customers’ trust in the underlying technology. The other factors identified by Khalil and Pearson (2007) included quick response, assurance, follow-up and empathy, security, correct transaction, customer control on transaction (personalization) and privacy in the online service that affect the customer satisfaction.

Kaynak and Harcar (2005) observed that security problems were the most important reason given for not using online banking. Their results showed that security problems, like hackers and fraud, were determining aspects in Internet service presentation. In this concept, trust and security were factors supporting a positive view of Internet banking service quality.

The security concept is a driving force for the customers of internet banking and at the same time is the basis of the trust concept. Hakan and Gurusakal (2007) concluded in their study that whether the problem was caused by the customer or by the bank, there was a customer population whose trust was damaged. They further suggested that the banks should plan communications with customers relating to these dimensions and reshape their approaches accordingly. Similarly, not providing the customer with information was another factor, which caused dissatisfaction.

Some researches had shown the importance of ‘access’ and ‘web interface’ dimensions. Studies examining key dimensions of business to customer websites (Ranganathan and Ganapathy, 2002) reported that aspects such as fast download, ease of navigation and search tools and visual presentation aids were important indicators of good websites.

Wungwanitchakorn (2002) studied on “Adoption Intention of Bank’s Customers of Internet Banking Service” and concluded that Complexity and trialability are important factors that must be taken into account when designing an Internet banking website. He further added that transactions should be simple and user friendly. He identified different services like account opening, online loan decisions, balance inquiry, money transfer and information inquiry as customers’ choice in internet banking.

With the high competition in Internet banking industry, it is apparent that banks need to provide customers with high quality services. Due to services’ distinctive characters, bankers are first required to understand the attributes customers use to judge service quality. There have been numerous studies identifying the key service quality dimensions in the traditional banking environment. But relatively little literature had investigated service quality attributes in the Internet banking industry (Jun and Cai, 2001).

Above studies illustrated that some dimensions of service quality in traditional banking are different from internet banking. Four dimensions identified by Parasuraman, i.e., reliability, responsiveness, assurance and empathy are also important in online banking, while tangibility has minimum relevance in the online banking for less consumer-employees contacts.

CONCLUSION:

Customer satisfaction is the prime concern of banking industry. Banking sector should provide efficient and wide range of products and services to satisfy their customers. Adoption and proper utilization of technology is the way to differentiate their products and services from other competitors. Attributes of high service quality expected by customers are needed to identify and deliver in services for survival in this competitive and technological environment.

It can be concluded from in-depth review of literature that different factors should be focused to measure service quality in traditional banking services as well as in internet banking services. Five factors of service quality in traditional banking are reliability, responsiveness, tangibility, empathy and assurance as identified in SERVQUAL model. These factors were found suitable to measure service quality in traditional banking services by many researchers. Whereas, different dimensions were explored for measuring service quality in internet banking due to less customer – employee interactions. These dimensions of service quality in internet banking are reliability, attentiveness, access, easy to use and security.

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Asian J. Management. 2016; 7(2): 97-104.

DOI: 10.5958/2321-5763.2016.00014.7