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Over the years, research in the area of quality management has been extended
from goods to services. As we see the growth of the service sector, issues like service
quality are gaining paramount importance. Scholars in Marketing and Human Resource
Management are devoting increasing attention to the personal interaction between the
customer and the employee on the 'frontline' of service businesses (Mattson 1994). In the
past decade, changes in the financial services industry, specially the retail-banking sector,
have increased competition and have led banks to emphasize the importance of service
quality as a means for achieving competitive advantage. Retail banks have realized the
need to adopt a people-oriented approach, as compared to solely the profit-oriented
approach, towards improving customer service. In this context, organizational
commitment of frontline employees is gaining importance in determining the quality of
services delivered to the customer. In face to face transactions as those seen these
transactions the customer-contact personnel during the service encounter largely
determine the level of service quality delivered (Zeithaml and Bitner 2000). They
represent the bank and directly influence the service quality perceptions of the customer.
A recent study conducted by Papasolomou-Doukakis (2003) suggests that the changes in
the UK financial services industry have necessitated retail banks in adopting 'internal
marketing' to achieve competitive advantage by providing superior customer service
through customer-focused and service-oriented employees. Successful organizations
worldwide realize that the path to satisfied customers is through satisfied employees
(Gronroos 1985; Gummesson 1987; Greene et al. 1994; Varey 1995). Internal marketing
emerges as a solution to the problem of delivering consistently high service quality
(Rafiq and Ahmed 2000). The main idea behind the concept of internal marketing is to
create motivated and customer conscious employees at every level in the organization
(George 1990). In fact, one of the important consequences of internal marketing is to
increase the organizational commitment of employees (Caruana and Calleya 1998). The
quality of service received by the customers is due, in part, to the commitment that
employees have towards their employer (Unzicker et al. 2000).‰


 
 



 



 


 


 

 






‰(Zeithaml et al.
1990, p.89). Willingness to perform implies the 'discretionary effort' undertaken on the
part of the employees. In contact businesses such as retail banks, the quality of service
delivered cannot be separated from the 'quality' of the service provider (Lewis 1989) and
all kinds of behaviours and actions of customer-contact employees during the service
encounter cannot be directed and controlled by the management. Hence, during the
'moments of truth' (Carlzon 1987) or service encounters, it is the willingness of these
employees to engage in discretionary effort that determines the level of service quality
delivered and the satisfaction of the customer (Zeithaml et al. 1990). The willingness of
employees to accept and support organizational goals and to behave in a manner likely to
promote them is reflected upon in their organizational commitment. Only committed
employees would have the urge to engage in discretionary efforts and organizational
citizenship behaviour leading to customer satisfaction, commitment and retention
(Zeithaml et al. 1990). An environment in which employees are satisfied and committed
is one that is conducive to customer satisfaction (Sergeant and Frenkel 2000).Research
indicates that organizational commitment exerts a strong positive influence not only on
internal service quality (Boshoff and Mels 1995) but also on external service quality
(Boshoff and Tait 1996). Any organization¶s success will be jeopardized if its employees
fail to accept its missions, goals and objectives (Unzicker et al. 2000) and fail to believe
in what the company stands for (Congram and Friedman 1991). Long-term customer
relationships could be built only with long-term committed workforce (Boshoff and Allen
2000), as it is unlikely to get loyal customers without loyal employees (Reichheld 1996).
Hence, organizational commitment of customer-contact employees influences the level of
service quality delivered to the customers (Boshoff and Mels 1995; Boshoff and Tait
1996).

This research is aimed at exploring the importance of the role of customer

contact employees' organizational commitment in relation to the service quality delivered
to the customers. We empirically test the relationship between different types of
 organizational commitment and the service quality of customer contact employees in the
financial services sector. By financial sector we include both public sector and private
sector banks. One bad encounter on either side can have a negative impact on the mind of
the customer regarding service quality perceptions.

c 
  






The internal marketing paradigm espouses the human resource - service
quality relationship, and this relationship demands serious consideration (Schneider and
Bowen 1995; Bowen et al. 1999), especially in today's competitive financial service
industry. Since the 196O's, employee commitment continues to be one of the most
exciting issues for both managers and researchers (Suliman and lies 2000b). It is
generally observed that organizations pay inadequate attention to understanding the
complex nature of organizational commitment of the customer-contact employees who
represent the organization to the customer and can directly influence service quality.
Thus there is a need to study the link between employee commitment and service quality.
The banking industry of India has become a highly competitive industry with the
upcoming of the private sector banks. Service quality plays a major role in getting
customer satisfaction and creating brand loyalty in banking sector. Greater service quality
is thought to be offered by the private sector and the relation between service quality and
organizational commitment in public and private banks is studied here.

















The service quality model (Parasuraman et al. 1988), also known as the Gaps Model,
defines service quality as the difference between customer's expectation and perception
of the service delivered. It provides a method to measure service quality known as the
SERVQUAL instrument/ scale. It is the most frequently used measure of service quality
(Mattson 1994) and consists of five dimensions (tangibles, reliability, responsiveness,
assurance and empathy). The 'service performance gap' refers to the difference between
actual service delivery and the firm's service quality specifications. It has significant
effect on the 'service quality gap' as service performance is directly correlated to service
quality (Chenet et al. 2000). Since we are looking at the service quality of the employees
only, it is the service performance gap that influences our study. Because service delivery
occurs through human interaction, the customer-contact employees during the service
encounter largely determine the level of service quality delivered to customers. In many
service firms it is the customer-contact employee, and not the service itself, which
provides a source of differentiation and creates competitive advantage (Burgers et al.
2000). Hence, only those dimensions of SERVQUAL are taken that relate to the service
quality delivered by the customer contact employee. Hence, we adapted the SERVQUAL
(Parasuraman et al. 1988) instrument to measure the dependent variable, which is the
service quality of the customer-contact employees. This instrument has been adapted and
used in literature while studying the service quality of front-line employees in face-to-
face encounters (Boshoff and Tait, 1996; Hartline and Ferrell, 1996).

Literature highlights four ways to measure job performance: self appraisal, peer
appraisal, supervisory evaluation and consumer evaluation (Behrman and Perreault
1982). Boshoff and Mels (1995) clearly argue that self-rating is valid and correlates
highly with other measures of performance and this has been supported by various
researchers like Churchill et al (1985) and Pym and Service quality is the result of

human interaction between the service provider and the customer. ‰ 
  




 













 



‰(Sergeant
and Frenkel 2000, p.l9). Boshoff and Mels (1995) argue that contact employees are quite
 aware of the challenges faced by customer interaction and that their perceptions of
service delivery should receive more attention. Also, a high correlation between
customers' and contact employees' perceptions of service quality has been found across
several studies (Schneider and Bowen 1985). Moreover, many studies have effectively
used employees' perceptions of service delivery (Schneider et al. 1980; Ulrich et al. 1991;
Jaworski and Kohli 1991; Boshoff and Mels 1995; Iverson et al. 1996; Boshoff and Tait
1996; Sergeant and Frenkel 2000; Boshoff and Allen 2000) in measuring performance. In
this study, the customer contact employees of the bank evaluated their own performance
in terms of service quality on a shortened and adapted version of the SERVQUAL
instrument (Parasuraman et al. 1988).Auld (1965). In branches, all five dimensions of
service quality were taken into account. Only those items were selected that pertained
specifically to employee-related aspects of service quality.





 
 

 


!
 "



Organizational commitment is the extent to which an individual identifies and is involved
with his or her organization and/or is willing to leave it (Greenberg and Baron 1997).
Organizational commitment deals with the attitudes of the people towards their
organization. Though committed employees are believed to work harder for the firm than
those who are not committed (Zeithamlt al. 1990), research has yielded mixed results as
regards the relationship between organizational committment and performance. Some
researchers have established a positive relationship (Zeithaml et al. 1990; Boshoff and Tait
1996; Benkhoff 1997; Sergeant and Frenkel 2000), some see no relationship at all
(Mathieu and Zajac 1990; Ganster and Dwyer 1995) while some have, surprisingly, even
established a negative relationship (Hartline and Ferrell 1993). Benkhoff (1997) argues
that the lack of a clear relationship between commitment and

performance and consequently the disappointing research outcomes are due to Porter et
al.'s (1974) uni-dimensional conceptualization of commitment. Majority of the studies in
marketing involving organizational commitment have identified the construct with its
affective conceptualization only (Caruana and Calleya 1998). Allen and Meyer's three-
 component commitment scales are emerging important to overcome this problem
(Suliman and lies 2000a and b; Suliman 2002).

!



 






‡ Affective Commitment: This refers to the employee's emotional attachment to, identification
with and involvement in the organization.

‡ Normative Commitment: This refers to the employee's feelings of obligation to stay with the
organization

‡ Continuance Commitment: This refers to the commitment based on the costs that the
employee associates with leaving the organization.

Meyer and Allen's (1991) three-component model links each component of commitment
to specific work and behavioural outcomes. Each facet of commitment is likely to
influence employee retention and on-the-job behaviour (Meyer and Allen 1991), job
performance, absenteeism and citizenship behaviour (Somers 1995), service recovery
performance (Boshoff and Allen 2000) and capacity to satisfy customers (Sergeant and
Frenkel 2000). Meyer et al. (1989) argue that ‰one might expect the on-the-job behaviour of
those who are 'affectively' committed to the organization to differ from that of employees whose
primary link to the organization is based on continuance commitment‰.

Organizational commitment was measured with the revised three component scale of
organizational commitment (Meyer et al. 1993). The scale (18 items) has been
extensively used by several researchers in several studies (McDonald and Makin 2000;
Jacobsen 2000) and has been well accepted for reliability and validity. The scale
comprised six items each for affective commitment, normative commitment and
continuance commitment. Affective commitment measured the extent to which the

employees felt that they were emotionally attached to, identified with and involved in the
organization. Normative commitment measured the extent to which the employees felt
obliged to stay with the organization. Continuance commitment measured the extent to
 which the employees felt committed based on the costs that were associated with leaving
the organization.



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1) To study the relation between organizational commitment and service quality


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1) To empirically test the nature of relationship between affective commitment
,normative commitment and continuance commitment and service quality in
private sector banks

2) To empirically test the nature of relationship between affective commitment

,normative commitment and continuance commitment and service quality in
public sector banks.

3) To test the difference in commitment ,service quality and the inter-relationship,
between the private and public sector bank employees.

+ 
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!
 :

Meyer and Allen (1994) state that organizational commitment is "a

psychological state that characterizes the employee's relationships with the
organization, and b) has implications for the decision to continue membership
in the organization"






 

!
 

y Affective commitment refers to employees' perceptions of their emotional

attachment to or identification with their organization." (Williams)
y Affective organizational commitment was defined as the magnitude with
which an employee identifies with the organization (Meyer, Allen,& Smith,
1993).

 

!
 



y Normative Commitment: This refers to the employee's feelings of obligation
to stay with the organization(Meyer, Allen,& Smith, 1993).



!
 
!
 




y Continuance Commitment: This refers to the commitment based on the costs
that the employee associates with leaving the organization. (Meyer, Allen,&
Smith, 1993).
y Continuance commitment is "a tendency to 'engage in consistent lines of activity'










/




y Service quality as the difference between customer's expectation and perception
of the service delivered (Parasuraman et al. 1988),

+  



























 


 

y It is the commitment to remain with organization and to have a feeling to
belonging and emotional attachment to the organization

!
 

 

y It is the commitment to the organization brought up by the necessity of staying in
the organization so that the life of the employee does not get affected


 


 

 y It is the commitment to the organization brought about by a sense of obligation
and loyalty to the organization .



/




y To understand what the customer requires and delivery of services to the
customers without delay and to take genuine interest in solving their problems.

+ +
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HI: Affective commitment positively influences service quality.
H2: Normative commitment positively influences service quality.
H3: Continuance commitment negatively influences service quality.

H4: Organizational commitment has positive influence on service quality

H5: Better service quality is provided by private banks compared to public sector
banks
 + 1
. 

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The researchers have developed a conceptual frame work for this research based on
the research variables, such as between affective commitment, continuous commitment
and normative commitment and service quality.

!




 

 


!

!



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A quantitative research has been carried out to examine and explore the
relationship between affective commitment, normative commitment & continuance
commitment .The study is confined to private and public sector banks in and around
Cochin.




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This study has been design to test its hypotheses by conducting a co-relational
research. The preceding conceptual framework of the proposed model depicts the pattern
and structure of the co-relational relationships among the set of measured variables. The
conceptual framework illustrates the name of research variables and relationship with
them.. In this study the researcher are going to investigate the relationship between
affective commitment , continuous commitment and normative commitment and service
quality within the context of banking industry in Cochin. According to Cooper &
Schindler (2003), the research that study the relationship between two or more variables
is referred to as a co-relational study. That is why co relational research design has been
adopted in order to test the hypothesis.

The purpose of this study is to investigate the causal relationship among the measured
variables. Here affective commitment , continuous commitment and normative
commitment are considered as independent variable and service quality is considered as
dependent variable.. In this research, the researcher intended to identify whether any
relationships exists between these measured variables or not. So the researcher is
attempting to find out, if any changes in the independent variable have a changing effect
on the dependant ones as well, thereby proving that a relationship exists. A co relational
study provides a measure of the degree between two or more variables. Therefore, the
present study was characterized as a co relational study.

1 
 


The research was conducted branches of a four public sector and four private sector
banks in and around Cochin area. Retail banking sector was chosen because the
evaluation of a service for bank customers often depends on their evaluation of the
service encounter with the customer-contact employee. Moreover, since most financial
products are perceived as high-involvement, complex and almost similar, it is the
 customer contact employee, and not the service instrument itself, which provides a source
of differentiation and creates competitive advantage (Burgers et al. 2000). Hence, we
have measured service quality as perceived to be delivered by the customer contact
employee.

The questionnaires were distributed to 120 employees in the branches of 8 major

banks covering the public sector and private sector. The various banks which were
surveyed are State Bank of India , State Bank of Travancore ,Union Bank of India, Indian
Overseas Bank in the public sector and Federal Bank, South Indian Bank , ICICI Bank
and Axis Bank in the private sector. Although the questionnaire included question
inquiring the age of the respondents most of them did not give their ages.

1 +

% 



The researchers will use questionnaire method in order to gather data from this study.
The sample size is 80 of this study . A structured questionnaire will be used in this
research to collect data from the respondents.

The questionnaire is divided into four sections. First section consists of affective
commitment, second section consists of continuous commitment,, third section consists
of normative commitment and last section consists of service quality.




$%%





" H1, H2, H3 :The relation between affective commitment ,normative commitment,
continuous commitment and service quality was tested and the following result was
obtained. Here the entire data i.e both the private and public sector banks data was
taken into consideration. .

4
 
Adjusted R Std. Error of
Model R R Square Square the Estimate
1 .453a .205 .185 .49537
a. Predictors: (Constant), NC, CC, AC

!

%


 5' Standardized
Unstandardized Coefficients Coefficients

Sum of
Model
Model B
Squares Std.dfError Mean Square
Beta F t Sig. Sig.

1 (Constant)
1 Regression 3.621
7.362 .238
3 2.454 15.191
10.000 .000 a.000

CC
Residual -.184
28.466 .066
116 -.257
.245 -2.785 .006

AC
Total .210
35.828 .061
119 .334 3.440 .001


NC
a. Predictors: (Constant), .117
NC, CC, AC .041 .260 2.850 .005
a.b. Dependent
Dependent Variable:
Variable: SQ
SQ

6
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8
9 cc: !89 c9!
;
9 c<1!!

.

In the regression analysis, affective commitment, normative commitment, and continuance
commitment were taken as independent variables whereas service quality was taken as the
dependent variable. From the model summary it is seen that 18.5% of

the dependent variable is explained by the independent variables. The results of multiple
regression analysis clearly indicate that the model is significant and holds good. It is seen
that all the three commitments are significant and have relation with service quality.
however the strongest relation is shown by affective commitment(beta =0.334 ,t-value
3.44 , p-value 0.001) followed by normative commitment (beta =0.041 ,t-value 2.85 , p-
value 0.005). Continuous commitment shows a negative relation with service quality
(beta value=-0.257 ,t-value=-2.785, p-value =0.006) . Hence the three hypothesis H1,H2
,H3 are found to be true.

(" H2 : The overall relation between organizational commitment and service quality is
tested here.

 

Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta T Sig.
 (Constant) 3.432 .240 14.289 .000
OC .224 .066 .298 3.390 .001
a. Dependent Variable: SQ


6
+ 1+
8
9 1!


 The above result proves that organizational commitment has a positive influence on
service quality which is indicated by the standardized coefficient 0.298. the hypothesis is
significant because the sig value is 0.001.thus the hypothesis H4 is proved.

!" H4: The nature of relationship between affective commitment ,normative
commitment and continuance commitment and service quality in private sector banks

!

%
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta T Sig.
1 (Constant) 3.379 .223 15.135 .000
AC .148 .060 .318 2.465 .017
NC .203 .050 .519 4.080 .000
CC -.094 .055 -.244 -1.722 .091
a. Dependent Variable: SQ

6
+ +:=
8
9 c1<!
89 9+ !
>9 9=1!!

From the regression table it is seen that the only affective (beta value=0.318, t-value=
2.465 ,p-value =0.017) and normative commitment( beta value=0.519,t-value=4.080, p-
value=0.00) are significant in the case of private sector bank employees. They also show
a positive relation with service quality But a negative relation exists between continuous
commitment and service quality but this relation is not significant that is indicated by the
0.091 significance value.

 ." The nature of relationship between affective commitment ,normative commitment
and continuance commitment and service quality in public sector banks.

!

%
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta T Sig.
1 (Constant) 4.123 .412 10.018 .000
CC -.371 .123 -.376 -3.021 .004
NC .111 .060 .246 1.862 .068
AC .209 .095 .307 2.191 .033
a. Dependent Variable: SQ

61 c+
89 9=
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9 ccc !
>9 +:c!!

From the regression table it is seen that the only affective (beta value=0.307, t-value=
2.191 ,p-value =0.033) and continuous commitment( beta value= -0.376 ,t-value= -3.021
p-value=0.004) are significant in the case of public sector bank employees. Affective
commitment show a positive relation with service quality and continuous commitment
shows a negative .even though normative commitment shows a positive relation with
service quality this relation is not significant indicated by the 0.068 p-value.
 A" H5 : The difference in commitment ,service quality and the inter-relationship, between
the private and public sector bank employees.

-

%
%

BANK N Mean Std. Deviation Std. Error Mean

SQ PUBLIC 60 4.0950 .68307 .08818
PRIVATE 60 4.3633 .32258 .04164
OC PUBLIC 60 3.5222 .82524 .10654
PRIVATE 60 3.6009 .62466 .08064

A T-test was done to compare the service quality and organizational commitment of
private and public sector banks. As can be seen from the mean values, the mean for both
organizational commitment and service quality are higher for private sector banks than
the means for public sector banks. This proves the H5 that the service quality offered by
private sector is greater than public sector banks.



7
c
2



The results support the concept of a three-component model of commitment and

accept Organizational Commitment as a multi-faceted construct in both the cases (phone
and face-to-face encounters). All three components (affective, continuance and
normative) are distinct and show different relationships with service quality in both the
cases.

In both call private and public sector banks affective commitment displays a
significant positive relationship with service quality. These results support the arguments
presented in literature (Allen and Meyer 1990; Caruana et al. 1997). Employees who
value organizational goals and identify with the organization are likely to perform better
than the employees who merely stay under an obligation (normative) or a particular need
to continue (continuance). Those employees who feel emotionally attached to the
organization and who are 'affectively' committed to the organization would be willing to
exert greater effort on behalf of the organization than those who are not.

Normative commitment has been found to affect service quality significantly in case
of private sector but not in public sector. Normative commitment develops due to the
internalisation of normative pressures prior to entry or following entry into an
organization (Weiner 1982). It may also develop as a feeling to reciprocate the rewards
paid in advance or costs associated with employment incurred by the organization
(SchoU 1981; Allen and Meyer 1991). It implies reciprocity by obligation. Thus, the
receipt of special favours or investments from the organization obliges the employee to
remain with the organization. However, though normative commitment obliges an
employee to remain in the organization and be committed to it, it does not necessarily
oblige him/her to perform well (Meyer and Allen 1991).

Continuous commitment has been found to be negative in both private and public
sectors but there is no relation between continuous commitment and service quality in
 the case of private sector banks. Continuance commitment is negatively related to the
availability of job alternatives (Meyer and Allen 1991) and positively to organizational
tenure (Becker 1960). as literature normally talks of continuance commitment being a
discouraging and negative organizational aspect (Meyer et al. 1989; Meyer and Allen
1991; lies et al. 1996) and having either negative (Meyer et al. 1989; Allen and Meyer
1990; lies et al. 1996) or no relationship (Meyer et al. 1993; Caruana et al. 1997) with
performanceMeyer and Allen (1991) argue that anything that increases the cost
associated with leaving an organization has the potential to create continuance
commitment. They also argue that continued employment in an organization is a matter
of necessity for the employee with high continuance commitment, and the nature of the
link between continuance commitment and performance is likely to be dependent upon
the implications of that behaviour for employment. Hence, if an employee believes that
continued employment requires considerable performance, he/she would be willing to
exert considerable effort on behalf of the organization as compared to situations where
employment is more or less guaranteed. All this entails a plethora of issues as regards
availability of job opportunities, job design, promotional opportunities available for
career advancement, job security.

7 



%


y The influence of managers on the employees is not taken into consideration

y The experience of the employees at the respective office is not considered

7 +
 

2
$% 

The organizational commitment in banks can also be tested taking into consideration
the influence of managers behaviour and attitude towards the employees of the bank
which may in turn affect the service quality of the bank¶s employees.
Some of the employees may be less committed to their work due to their lack of
experience, which may also affect the way they deal with customers.


:
! %


The results of our study add to the internal marketing literature in

understanding the importance of organizational commitment as a determinant of service
quality. The three-component model of commitment, depicting multi-dimensionality of
the commitment construct, in relation to service quality further supports the argument
that not all forms of commitment are significantly related to service quality. Hence, we
conclude that it is the nature of commitment that matters in the commitment - service
quality relationship.



$ %

Allen, N.J. and Meyer, J.P. (1990), "The Measurement and Antecedents of Affective,
continuance and Normative Commitment", o
 
 
63,1, pp.1-
18.

Ahmed Saifullah Siddique(2006)´ A Relational Study On Banks Overall Service Quality,

Overall Product Quality, Corporate Social Performance, And Bank reputation In Context
Of Private Commercial Banks In Bangladesh´

Boshoff, C. and Allen, J. (2000), "The influence of selected antecedents on frontline staff's
perceptions of service recovery performance". International Journal of Service Industry
Management, 11,1, pp.63-90

Boshoff, C. and Mels, C. (1995), "A causal model to evaluate the relationships among
supervision, role stress, organizational commitment and internal service quality", European
Journal of Marketing, 29, 2, pp.23-42

Neeru Malhotra and AvinandanMukherjee(2003):Analysing the Commitment ± Service

Quality Relationship: A Comparative Study of Retail Banking Call Centres and Branches

Cronbach, LJ. (1951), "Coefficient Alpha and the internal structure of tests",Psychometrika,
16, 3, pp.297-333

Cronin, J.J. and Taylor, S.A. (1992), "Measuring Service Quality: A Reexamination
and Extension", Journal of Marketing, 56, 3, pp.55-68

Cronin, J.J. and Taylor, S.A. (1994), "SERVPERF versus SERVQUAL: Reconciling
Performance-based and Perceptions-minus-Expectations Measurement of Service Quality",
Journal of Marketing, 58,1, pp.125-31

Ganster, D.C. and Dwyer, D.J. (1995), "The effects of understaffing on individual and group
performance in professional and trade occupations", Joumal of Management, 21, 2, pp.175-
190

P.A., Forster, A. and Tinline, G. (1996), "The changing relationship between work
commitment, personal flexibility and employability: an evaluation of a field experiment in
executive development". Journal of Managerial Psychology, cc
8, pp.18-34


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