International Journal of Science Technology & Management www.ijstm.

com
Volume No.04, Special Issue No.02, February 2015 ISSN (Print) 2394-1529, (Online) 2394-1537

STUDY OF CUSTOMER SATISFACTION IN

COMMERCIAL BANKS WITH SPECIAL REFERENCE
TO ORIENTAL BANK OF COMMERCE
Ankit Agarwal1, Dr. Raj Kamal2
1
Research Scholar, Uttarakhand Technical University, Dehradun, (India)
2
Dept. of Business Administration, MJP Rohilkhand University, Bareilly, U.P, (India)

ABSTRACT
The Indian banking sector has been rapidly growing in the last two decades, it plays a vital role in the growth of
Indian economy .Quality is considered to be the key factor in the growth of banking sector. Banks seeks
competitive advantage through better service quality by offering quality service; banks can keep up the
customer’s loyalty by providing a better customer quality. The entire banking industry consist both private and
public sector bank with same operations. The private sector banks have been diversifying extremely compared
to the public sector for achieving the same brand equity. The public sector banks are implementing their
reformed strategies to face these competitive challenges created by the private sector banks. The objective of
this study is to analyze the customer satisfaction in Oriental Bank of Commerce operating in Bareilly and to
investigate the role that service quality plays in the commercial banks and its impact on service delivery. A
sample of 100 customers has been taken for this study. Primary and Secondary both data has been analyzed.
SERVQUAL scale was used to determine customer satisfaction.

Key Words: Banking industry, Customer Satisfaction, Service Quality, Growth

I. INTRODUCTION

The banking sector occupies an important place in nation‟s economy. It plays a pivotal role in the economic
development of a country. It's a well known fact that no business can exist without customers. Banks have to
deal with many customers every day and render various types of services to their customer. The banking
industry in India has undergone sea changes since independence. The business depends upon client services and
the satisfaction of the customer and hence compelling them to improve customer services and build up
relationship with customers.
The banking industry like many other financial service industries is facing a rapidly changing market, new
technologies, economic uncertainties, fierce competition and more demanding customers and the changing
climate has presented an unprecedented set of challenges. Banking is a customer oriented service industry,
therefore, the customer is the focus and customer service is the differentiating factor. The main driver of this
change is changing customer needs and expectations. Customers in urban India no longer want to wait in long
queues and spend hours in banking transactions. This change in customer attitude has gone hand in hand with
the development of ATMs, phone and net banking along with availability of service right at the customer's
doorstep. With the emergence of universal banking, banks aim to provide all banking product and service
offering under one roof and their endeavor is to be customer centric. With the emergence of economic reforms

36 | P a g e
International Journal of Science Technology & Management www.ijstm.com
Volume No.04, Special Issue No.02, February 2015 ISSN (Print) 2394-1529, (Online) 2394-1537
in world in general and in India in particular, today‟s banks have come up in a big way with prime emphasis on
technical and customer focused issues.
Customer satisfaction, a business term, is a measure of how products and services of a company meet or surpass
customer expectation. It is seen as a key performance indicator within business. In a competitive marketplace
where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly
has become a key element of business strategy. Customer satisfaction is an ambiguous and abstract concept and
the actual manifestation of the state of satisfaction will vary from person to person and service to service. The
state of satisfaction depends on a number of both psychological and physical variables. Quality is such an
important issue and it is regarded as a strategic organizational weapon.

II. BANK CUSTOMER SATISFACTION

Banking operations are becoming increasingly customer oriented. The ability of banks to offer clients access to
several markets for different classes of financial instruments has become a valuable competitive edge.
Convergence in the industry to cater to the changing demographic expectations is now more than evident. Bank
assurance and other forms of cross selling and strategic alliances will soon alter the business dynamics of banks
and fuel the process of consolidation for increased scope of business and revenue.
Thus, it is imperative for banks to get useful feedback on their actual response time and customer service quality
aspects of retail banking, which in turn will help them take positive steps to maintain a competitive edge.
Satisfaction / Non-satisfaction are an affectional response to the evaluation of the quality of service consumed. It
has the key elements mentioned as:
 Expectations: Customer's satisfaction seed is planted at the pre-purchase stage when customers receive
"expectations" or beliefs about what they expect from the product or service in which these expectations are
transferred to the post-purchase stage when they are reactivated at the time of consumption.
 Performance: During consumption, we experience the real product from the standpoints of utilization and
receiving performance about the dimensions which are important for us.
 Confirmation/non-confirmation: The comparison of the real performance with consumer's expectations
either results in the "confirmation" of consumer's expectation (when expected and real levels are the same),
or "non-confirmation" of the expectations (when the real performance is higher or lower than the expected
level).
 Difference: If performance level is not equal, measuring the difference of the expected and real levels
determines the performance. For negative non- confirmations which are lower than the expected levels,
more differences result in a higher level of non-satisfaction.

Therefore customer's satisfaction is obtained when real levels of performance satisfy the expected levels or are
higher than. That satisfaction is finally made both with confirmation and positive non- confirmation. Non-
satisfaction is obtained when there is a negative non-confirmation in which the real results are lower than the
expectation levels of the real performance.

37 | P a g e
International Journal of Science Technology & Management www.ijstm.com
Volume No.04, Special Issue No.02, February 2015 ISSN (Print) 2394-1529, (Online) 2394-1537
III. NEED TO MEASURE CUSTOMER SATISFACTION
A customer saved is a customer earned – a saved customer can be worth up to five new Customers.
Customers are viewed as a group whose satisfaction with the enterprise must be incorporated in strategic
planning efforts. Forward-looking companies are finding value in directly measuring and tracking customer
satisfaction as an important strategic success indicator. Evidence is mounting that placing a high priority on
customer satisfaction is critical to improved organizational performance in a global market place. With better
understanding of customers' perceptions, companies can determine the actions required to meet the customers'
needs. They can identify their own strengths and weaknesses, where they stand in comparison to their
competitors, chart out the path of future progress and improvement. Customer satisfaction measurement helps to
promote an increased focus on customer outcomes and stimulate improvements in the work practices and
processes used within the company. When buyers are powerful, the health and strength of the company's
relationship with its customers – its most critical economic asset – is its best predictor of the future. Focusing on
competition has its place, but with buyer power on the rise, it is more important to pay attention to the customer.
Customer satisfaction is quite a complex issue and there is a lot of debate and confusion about what exactly is
required and how to go about it. This article is an attempt to review the necessary requirements, and discuss the
steps that need to be taken in order to measure and track customer satisfaction.

IV. SERVICE QUALITY

Service quality can be defined as the difference between customer‟s expectations of service performance prior to
the service encounter and their perceptions of the service received (Asubonteng et al., 1996). Quality service has
a positive effect on the bottom-line performance of a firm and thereby on the competitive advantages that could
be gained from an improvement in the quality of the service offered so that the perceived service exceeds the
service level desired by customers (Caruana, 2002; Chumpitaz, 2004). Gefan (2002) defined service quality as
the subjective comparison that customers make between the quality of the service that they want to receive and
what they actually get. Nowadays, with increased competition, service quality has become a popular area of
academic investigation and has been recognized as a key factor in keeping the competitive advantage and
sustaining satisfying relationships with customers (Zeithmal et al., 2000).
The SERVQUAL scale is the principal instrument widely used to assess service quality of a variety of services.
Parasuraman et al., (1988) have conceptualized a five- dimensional model of service quality consisting of
reliability, responsiveness, empathy, assurance and tangibility. Their measurement instrument is known as
SERVQUAL, which has become almost the standard way of measuring service quality. Further, each item of
SERVQUAL has been used twice: to measure expectations and perceptions of service quality. The central idea
in this model is that service quality is a function of the difference between scores or the gap between
expectations and perceptions. The five dimensions of SERVQUAL include:
• 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 a prompt service.
• Assurance: Knowledge and courtesy of employees and their ability to inspire trust and confidence.
• Empathy: Caring and individualized attention that the firm provides to its customers.

38 | P a g e
International Journal of Science Technology & Management www.ijstm.com
Volume No.04, Special Issue No.02, February 2015 ISSN (Print) 2394-1529, (Online) 2394-1537
V. LITERATURE REVIEW

Sandip Gosh Hasra and B. L. Srivastava (2009) in their study indicated that the bank should pay attention to
these dimensions of service quality and pay more attention to the dimension of assurance-empathy to increase
loyalty to a company, willingness to pay, customer commitment and customer trust. Koushiki Choudhury (2007)
in his study suggests that customers perceive four dimensions of service quality in the case of the retail banking
industry in India, namely, attitude, competence, tangibles and convenience. Identifying the underlying
dimensions of the service quality construct in the Indian retail banking industry is the first step in the definition,
and hence, provision of quality service. The paper has drawn upon the findings of the service quality dimensions
to determine the initiatives that bank managers can take to enhance their employees‟ skills and attitudes and
instill a customer-service culture. Sudesh (2007) revealed that poor service quality in public sector banks is
mainly because of deficiencies in tangibility, lack of responsiveness and empathy. Private sector banks, on the
other hand, were found to be more reformed in this respect. Above all, foreign banks were relatively close to the
expectations of their customers with regard to various dimensions of service quality. Further, the study revealed
that there existed service quality variations across demographic variables and suggested that the management of
banks should pay attention to potential failure points and responsive to customer problems.
Joshua A J and Moli P. Koshi(2005), in their study on „Expectation and perception of service quality in old and
new generation banks‟, observed that the performance of the new generation banks across all the service quality
dimensions are better than those of old generation banks.
Al-Fazwan (2005) in his study found that the bank should concentrate on the accessibility dimension. He stated
that the particular bank should make maximum efforts to raise the level of services to meet the customer
expectations.

VI. ORIENTAL BANK OF COMMERCE

The Oriental Bank of Commerce Constituted through an Act of Parliament on 11th July 1980. Oriental Bank of
Commerce made a beginning under its Founding Father, Late Rai Bahadur Lala Sohan Lal, and first Chairman
of this bank. The Bank transacts all kinds of banking business. The bank was nationalized on 15 April 1980. At
that time total working of the bank was 483 crores having 19th position among the 20 nationalized banks.
Within a decade the bank turned into one of the most efficient and best performing banks of India. The bank has
progressed on several fronts crossing the Business Mix mark of 2 lac crores as on 31 March 2010 making it the
seventh largest Public Sector Bank in India, achievement of 100% CBS, reorienting of lending strategy through
Large & Mid Corporate and establishment of new wings viz., Rural Development and Retail & Priority Sector.
The Bank has to its utmost credit lowest staff cost with highest productivity in the Indian banking industry.

VII. RESEARCH OBJECTIVES

1- To analyze the customer satisfaction at different branches of Oriental Bank of Commerce in Bareilly, U.P.
2- To study the major factors responsible for their satisfaction.
3- To find out the present level of quality of services and the area for improvement in near future.

39 | P a g e
International Journal of Science Technology & Management www.ijstm.com
Volume No.04, Special Issue No.02, February 2015 ISSN (Print) 2394-1529, (Online) 2394-1537
VIII. RESEARCH METHODOLOGY

Research Methodology is the process used to collect information and data for the purpose of making decisions.
The methodology used this study includes publication research, interviews, surveys which include both present
and historical information.
a) Research Design - The research design is relating to the collection and analysis of data. Exploratory (The
research aims to find out the new ways regarding customer satisfaction) as well as Descriptive research
(researcher is describing the new factors regarding customer satisfaction) design was used to study the
perception of service quality among the different branches of OBC. The data have been collected from primary
as well as secondary sources. For the purpose of this study, a questionnaire was designed on 5 point Likert scale,
where '1' represents SD (strongly disagree) and '5' represents SA (strongly agree), and the total 100 respondents
were asked to respond to the statements in the SERVQUAL scale. Since service quality is multidimensional
concept, the parameters identified are Tangibility, Assurance, Reliability, Responsiveness and Empathy. With
the help of this questionnaire, data are collected and interviews were also taken from the officials from OBC and
from customers. The secondary data was collected from the articles, newspapers, books and internet. The
collected data have been analyzed with the help of different statistical software to reach at conclusions regarding
the customer‟s perceptions of service quality.
b) Sample Size - The questionnaire was administered to the customer‟s sample size of 100 respondents.
c) Technique - The primary data was collected based on Non-Probability Sampling (Judgmental Sampling)
method.
d) Profile - The demographic backgrounds of the sample respondents includes different parameters by which
we can understand the customer profiles i.e., age, education, gender, occupation, and income.
Table: 1 Sample Bank & Branches
Bank Branch Branch Code Address Contact No.
OBC Civil lines 100083 148, Civil Lines, 0581-2420053
243022002 Bareilly, U.P- 243006
ORBC01000712
OBC Izzatnagar 100712 C-18 B, Ground Floor, D.D 0581-2301091
243022003 Puram, Bareilly, U.P-243122
ORBC0100712

IX. DATA ANALYSIS

Following tables show the scenario of opened & closed accounts during the last five financial years. The
increasing rate of opening accounts is much lesser than increasing rate of closed account since last two years in
OBC (D.D Puram, Bareilly and Civil Lines, Bareilly branches). These variations represent: a)- There is much
difference between expected services and perceived services of the customer, whatever the customer have
expectations regarding the banking services before joining the bank, he didn‟t get in the same manner, b) -
Customer loyalty switched because of the service quality level, provided by the bank is not satisfactory.

40 | P a g e
International Journal of Science Technology & Management www.ijstm.com
Volume No.04, Special Issue No.02, February 2015 ISSN (Print) 2394-1529, (Online) 2394-1537
Table: 2 Account Position
Years Total Outstanding A/c As On-
Branch 31.03.2009 31.03.2010 31.03.2011 31.03.2012 31.03.2013
1. D.D Puram, 7878 8871 10837 14126 16662
Bareilly.
2. Civil Lines, 8337 9465 11136 13502 15715
Bareilly.
Years New A/c Opened During The Following Years
01.04.2008- 01.04.2009- 01.04.2010- 01.04.2011- 01.04.2012-
Branch 31.03.2009 31.03.2010 31.03.2011 31.03.2012 31.03.2013
1. D.D Puram, 1558 993 1966 3289 2526
Bareilly.
2. Civil Lines, 1150 1128 1671 2366 2213
Bareilly.
Years A/c Closed During The Following Years
01.04.2008- 01.04.2009- 01.04.2010- 01.04.2011- 01.04.2012-
Branch 31.03.2009 31.03.2010 31.03.2011 31.03.2012 31.03.2013
1. D.D Puram, 2542 2310 4005 4184 4708
Bareilly.
2. Civil Lines, 2320 1462 2150 2547 4175
Bareilly.
Source: Collected from Branches of Bank personally.
Inference:
By the above information we can say that both branches have greatest rate of closing account since last five
years. In every year closing account is greater than opening account. Some specific are as follows:
Branch 1:
In the year 2009-2010 the new opening account is only 12 % of existing account while closing account is 26 %
in same year. Same as in the year 2010-2011 the new opening account is only 18 % of existing account while
closing account is 40 % in same year.
Branch 2:
In the year 2008-2009 the new opening account is only 14 % of existing account while closing account is 28 %
in same year. Same as in the year 2012-2013 the new opening account is only 14 % of existing account while
closing account is 27 % in same year.
In both branch the rate of closing account is greater than opening account in every year. There are many reasons
are observed for closing and opening the new accounts. Following tables represents the some dimensions of
service quality taken for this study.

41 | P a g e
International Journal of Science Technology & Management www.ijstm.com
Volume No.04, Special Issue No.02, February 2015 ISSN (Print) 2394-1529, (Online) 2394-1537
Table: 3 Customer Satisfaction Levels (In %)
1 2 3 4 5
Neither
Dimensions Attributes
Strongly Satisfied Strongly
Satisfied Dissatisfied
Satisfied nor Dissatisfied
Dissatisfied

Visually Appealing
40 30 20 10 0
Physical Facilities

Visually Appealing
50 30 10 10 0
Materials
Tangibility

Modern looking equipment 40 40 10 10 0

Neat appearance of
50 20 20 10 0
employees

Provide Services as
35 30 20 10 5
Promised

Accuracy in deposit system 40 30 20 10 0

Financial security and

Reliability 40 30 20 10 0
confidentiality

Keeping Promises 60 20 20 0 0

Dependable 30 30 20 15 5

Prompt Service from

45 20 20 10 5
Employees

Employees‟ Willingness to
45 25 10 15 5
Help
Responsiveness
Employees‟ Response to
40 18 25 13 4
Requests

Inform When Service will

30 25 25 15 5
be Performed

Customers‟ Confidence on
Assurance 40 20 28 10 2
Employees

42 | P a g e
International Journal of Science Technology & Management www.ijstm.com
Volume No.04, Special Issue No.02, February 2015 ISSN (Print) 2394-1529, (Online) 2394-1537
Safe Feeling of Customers
40 25 15 11 9
in Transaction

Courteous Employees 28 12 36 24 0

Adequate Support to
20 15 41 24 0
Employees

Individual Attention by
33 27 23 17 0
Bank

Personal Attention by
34 26 22 18 0
Employees

Understanding Specific
Empathy 36 14 25 15 10
Needs of the Customers

Customers‟ Best Interests at

45 25 25 5 0
Heart

Convenient Operating
27 23 30 15 5
Hours

Source: Analysis of Primary data.

Inference:
It is clear from the table that SERVQUAL dimension, Tangibility (Modern looking equipment, physical
facilities appearance communication material) has value in the mind of customers. SERVQUAL SCORE of
tangibility suggests that these branches of bank need to improve their infra structure and ambience to compete
with private sector banks. And the same are also observed for other dimensions like Reliability (Timely service,
error free records, ability to perform the promised service dependably and accurately), Responsiveness
(Willingness to help and provide prompt service), Assurance (Knowledge and courtesy of employees and their
ability to convey trust and confidence) and Empathy (The firm provides individual attention, care,
understanding specific needs and maintain long term customer relationships).
Table: 4 Service Quality Levels on the basis of Different Dimensions

Dimensions 1 2 3 4 5
Satisfied Strongly Neither Dissatisfied Strongly
Satisfied Satisfied nor Dissatisfied
Dissatisfied
Tangibility 45% 30% 15% 10% 0%
Reliability 41% 28% 20% 9% 2%
Responsiveness 40% 22% 20% 12% 5%
Assurance 32% 18% 30% 17% 3%
Empathy 35% 23% 25% 14% 03%

43 | P a g e
International Journal of Science Technology & Management www.ijstm.com
Volume No.04, Special Issue No.02, February 2015 ISSN (Print) 2394-1529, (Online) 2394-1537
Inference:
Above following tables represent various reasons behind the closing account. It describes the dissatisfaction
level of the customer on each segment in the bank. Above table 4 represents the aggregate customer satisfaction
for various dimensions. There is no any dimension which gives 100 % satisfaction in both branches of OBC.

X. FINDINGS

This study helps the bank management to gain useful insights regarding relative contribution of each service
quality dimensions to customer satisfaction. As evident, reliability and service interaction have been found
significant and tangibility and efficiency as insignificant. This finding highlights the nature of the banking
service where tangibility does not play as major role as reliability. The customers of the banks expect extended
working hours on Saturdays for their convenience. And also some of the customers are dissatisfied with ATM
maintenance. So the bank management should concentrate on proper maintenance of ATM. Customers‟
expectations of service quality in banks are high and customer satisfaction or perceived quality of service is
quite lower across public sector banks. For public sector banks the most prominent gap is in reliability, empathy,
responsiveness dimension of the service quality. Banks have to understand the shifting needs of customers,
their objectives and opportunities to create value. Banks should have a strong customer relationship
management system that would specify the importance of the customer and able to be aware of their needs.

XI. LIMITATIONS

As with any study, the present research has certain limitations. The study was geographically restricted to
Bareilly, U.P. (India) only.
First, the results from a single bank‟s customers might raise concern about limited generalization. Different
results might have been obtained if the study had included customers of other banks as well.
Secondly, researcher used the non-probability sampling; therefore, no assessment of sampling error was
possible.
Finally, incorporating the consequences of customer satisfaction in general banking, that is, loyalty and word-of-
mouth could provide additional important contributions to the knowledge of service quality influences.

XII. CONCLUSION

A customer is not just money in the cash register. He is a human being with feelings and deserves to be treated
with respect.
Delivering customer satisfaction is at the heart of modern marketing, which is a post-purchase Judgment of the
consumers. The banking business is becoming more and more complex as result of liberalization and
Globalizations. With aggressive marketing strategies for generating business opportunities, banks have
developed innovative products, keeping in view the needs of different classes of individual customers.
The main aim of the study was to assess the service quality of private banks and its impact on customer
satisfaction. The study also tried to test the relationship that exists between customer satisfaction and their
loyalty. The analysis of responses clearly reveals that there exists a small perceptual difference among
customers regarding overall service quality with their respective banks. The respondents of the bank mostly
focus on people (staff of the banks) factor for improving customer satisfaction; while the banks are focusing on

44 | P a g e
International Journal of Science Technology & Management www.ijstm.com
Volume No.04, Special Issue No.02, February 2015 ISSN (Print) 2394-1529, (Online) 2394-1537
tangible factors such as computerization, ATMs, etc. to attract customers. Although this research provides some
significant insights into service quality in Indian banking industry, there is still a chance to extend the findings
to gain a more comprehensive understanding of the nature of banking services to gain more customer
satisfaction. Hence there is a need to monitor and maintain the service quality from time to time. The study
revealed that the all the dimensions in the OBC bank positively related to customer satisfaction.

REFERENCES

[1]. Al-Fazwan (2005) “Assessing Service Quality in a Saudi Bank”, Journal of King Saud University, Vol
18, eng.sci (1), pp.101-115.
[2]. Asubonteng, P., McCleary, K.J. and Swan, J.E. (1996), “SERVQUAL revisited: a critical review of
service quality”, Journal of Services Marketing, Vol. 10, No. 6, pp. 62-81.
[3]. Amy R. Hubbert (1994), "Encounter Satisfaction versus Overall Satisfaction versus Quality," in Service
Quality: New Directions in Theory and Practice, Roland T. Rust and Richard L. Oliver, eds. Thousand
Oaks, CA: Sage Publications, 72-94.
[4]. Bhagawati, P. and Agarwal, D. (1981). Commercial Banking in India after nationalisation – A study of
Their Policies and Progress. Classical Publishing Company, New Delhi. Vol. 272p. 22cm. pp. 332.
[5]. Bhaskar, P.V. (2004). Customer Service in Banks. IBA Bulletin ,Vol. XXVI, No. 8 (August), pp.9-13.
[6]. Caruana, Albert (2002), “Service quality- The effects of service quality and the mediating role of
customer satisfaction”, European Journal of Marketing, Vol.36 No.7/8, pp.811-828.
[7]. Chumpitaz, Ruben and Paparoidamis, Nicholas.G (2004), “Service quality and marketing performance in
B2B: exploring the mediating role of client satisfaction”, Managing Service Quality, Vol.14 No.2/3,
pp.235-248.
[8]. Falk, T., Hammerschmidt, M & Schepers, J. J. L. (2010). Th e service-quality satisfaction link revisited:
exploring asymmetries and dynamics. Journal of the Academy of Marketing Science, 38 (3), 288-302.
[9]. Hallowell, R. (1996), "The relationships of customer satisfaction, customer loyalty, and profitability: an
empirical study", International Journal of Service Industry Management, Vol. 7, pp. 27-42.
[10]. Hasanbanu, S. (2004). Customer Service in Rural Banks: An Analytical Study of Attitude of Different
types of Customers towards Banking Services. IBA Bulletin, Vol. XXVI, No. 8 (August), pp. 21-25
[11]. Hazra, S. and Srivastava, K.B.L. (2009), “Impact of service quality on customer loyalty, commitment and
trust in Indian banking sector” The IUP journal of marketing management, 8 (3-4)
[12]. Jamal, A. & Naser, K. (2002). Customer satisfaction and retail banking: an assessment of some of the key
antecedents of customer satisfaction in retail banking. International Journal of Bank Marketing, 20 (4),
146-160.
[13]. Joshua A J, V Moli, P. Koshi (2005), “Expectation and perception of service quality in old and new
generation banks”, Indian Journal of Marketing, Vol.37(3), pp. 18.
[14]. Kangis, P. and Voukelatos, V., 1997, “Private and Public Banks: A Comparison of Customer
Expectations and Perceptions”. International Journal of Bank Marketing, Vol. 17 No.7, pp. 279-287
[15]. Koushiki Choudhury(2007) , Journal of Asia-Pacific Business, Volume 8, Issue 4 December 2007 , pp 21
– 38.
[16]. Sandip Ghosh Hazra and Kailash B. L. Srivastava (2009) “Impact of service quality on customer

45 | P a g e
International Journal of Science Technology & Management www.ijstm.com
Volume No.04, Special Issue No.02, February 2015 ISSN (Print) 2394-1529, (Online) 2394-1537
[17]. loyalty, commitment and trust in the Indian banking sector” ICFAI Journal of Marketing Management,
Vol .3 Nos. 3&4, pp. 75-95.
[18]. Sudesh (2007) “Service quality in banks-A study in Haryana and Chandigarh”, NICE Journal of
[19]. Business, 2(1), pp.55-65.
[20]. Kumar, V. et al. (2008). Alternative perspectives on service quality and customer satisfaction: the role of
BPM. International Journal of Service Industry Management, 19 (2), 176-187.
[21]. Levesque, T. & McDougall, G. H. G. (1996). Determinants of customer satisfaction in retail banking.
International Journal of Bank Marketing, 14 (7), 12-20.
[22]. Lapierre, J., Filiatrault, P & Perrien, J. (1996). Research on service quality evaluation: evolution and
methodological issues. Journal of Retailing and Consumer Services, 3 (2), 91-98.
[23]. Lee, H., Lee, Y. & Yoo, D. (2000). Th e determinants of perceived service quality and its relationship
with satisfaction. Journal of Services Marketing, 14 (3), 217-231.
[24]. Narasimham. (2008). Efficiency, Productivity and Customer Service in Banks. OBC Monthly Review,
February.
[25]. Olshavsky, Richard W. and John A. Miller (1972), "Consumer Expectations, Product Performance and
Perceived Product Quality," Journal of Marketing Research, 9 (February), 19-21.
[26]. Parasuraman, A., Zeithaml, A., and Berry L.L. (1988). SERVQUAL: A multi-item scale for measuring
consumer perceptions of service quality. Journal of Retailing, Vol. 64(1), 12-40.
[27]. Rajesh Nair, Ranjith P V, Sumana Bose and Charu Shri ,SIES Journal of Management, April - August
2010, Vol.7(1) 45 for A study of service quality on banks with Servqual Model.
[28]. Woodruff, R. B., Cadotte, E. R. and Jenkins, R. L. (1987) Expectations and Norms in Models of
Consumer Satisfaction. Journal of Marketing Research 24 (8), 305-14.
[29]. Wong, A. and A. Sohal, 2002. Customers perspectives on service quality and relationship quality in retail
encounters. Managing Service Quality, 12: 424-433.
[30]. Yavas, U., Bilgin, Z. and Shemwell, D. J. (1997) Service quality in the banking sector in an emerging
economy: a consumer survey, International Journal of Bank Marketing, 15 (6), pp. 217-23.
[31]. Zeithaml, V. A., Berry, L. L. and Parasuraman, A. (1993) the nature and determinants of customer
expectations of service, Journal of Academy of Marketing Science, 21 (1), pp. 1-12.
[32]. Zeithmal, V.A., (2000), “service quality delivery trough websites: a critical review of extant knowledge”,
Journal of the Academy of Marketing Science, Vol.30 No.4, pp.362-75.

46 | P a g e