SERVQUAL and SERVPERF: A Review of Measures in Services Marketing Research

Table of contents

1. Introduction

wing to liberalization and globalization measures initiated since 1991, the banking industry in India has undergone a radical change. This measure, along with the rapid growth in the Indian economy followed by strong contribution from government, private and foreign banks transformed the banking sector in India. Further, deregulation, increasing market size, increased competition, technological blend and attitudinal transformation lead bankers to be more sensitive towards customers' needs and their ultimate satisfaction.

As the generation of income for banks revolves around the customer; rendering quality service, satisfaction and keeping them intact with the service provider in a longer run, is a key for subsistence and success. Numerous organizations have started embarking into multifaceted approaches to improve the quality of their services as they begin to grasp the verities behind what manufacturing sector learned in the past few decades that-'quality does not improve unless it is measured'. Therefore, the topic of service quality has increasingly been recognized as one of the key strategic values of organizations in both the manufacturing and service sectors alike (Berry, Zeithaml and Parasuraman 1985;Bitner, Booms and Tetreault, 1990;LeBlanc and Nguyen, 1988). a) Indian Banking Industry and Financial Services During the last decade the commercial-banks in India underwent through significant qualitative and quantitative changes and manifold growth. On one hand, bank had to shoulder the social responsibility to take a leading role in the balanced socio-economic development of India, while on the other hand, it was asked to be concerned about level of profitability. The dynamic process of development and diversification coupled with structural, financial and technological changes have led to an ever growing competition, not only among banks but also from non-banking institutions, it is high time that banks should create new financial services in order to improve banker-customer relationship, to anticipate, identify, reciprocate and satisfy their needs efficiently, effectively and profitably.

The crucial role that the banking system played in India to foster institutionalised savings and channel funds in desired directions was recognised in the First Five-Year Plan, which emphasised that banking system had to be fitted into the scheme of development to make the process of saving and their utilisation 'socially purposive'. After independence, the growth of banking industry has been phenomenal and has no parallel anywhere in the world. The spectrum of services offered by banks is the widest in this country, considering that, elsewhere in the world; specialisation is more of the order. The range of services offered by a commercial bank in India varies from advances to commercial and industrial sector to advances to priority sector, i.e. to identify borrowers and lend money at a subsidised rate to the economically weaker sections. Therefore, a commercial bank has to perform mass banking and at the same time class banking for overall development of the country.

Banking, being a customer-oriented services industry, the customer is the centre of attention and customer service has to be the distinguishing factor. The challenge for banks is to lower costs, increase efficiency, while improving the quality of their service, and increase customer satisfaction. Attention has now turned to improving the quality of service encounter, when customers enter the bank and come into face-toface contact with bank staff (Chakravarty, 1996).

2. b) Service Quality

Service quality is increasingly recognized as being of key strategic value by organizations. The costs and major benefits to be derived from successful service quality are highlighted by several authors (Crosby, 1991;Reichfeld and Sasser, 1990;Edvardsson and Gustavsson, 1991;Adil, 2012;Adil, 2013a, Adil, 2013b) Grönroos, 1984Grönroos, , 1988Grönroos, , 1990)); and from the UK (Johnston, Silvestro, Fitzgerald and Voss 1990; Silvestro and Johnston, 1990). A number of these contributions have been reviewed by Lewis (1989a).

3. c) Objectives

? The aim of the paper is to identify the most prominent and frequently used scales for measuring the service quality, specifically with regard to banking sector.

? Based upon the extant literature, an attempt has been made by the researchers to draw a line of comparison between both the scales related to the efficacy, robustness and parsimoniousness of the scales in measuring the quality of service both in India as well as in other countries.

? The paper also aims at highlighting the conceptual framework of SERVQUAL and SERVPERF scales along with the steps of their development.

II.

4. Literature Review

The significance of quality service in commercial retail banking is well documented in the service quality literature (Buttle, 1996) and financial services inherently being intangible, difficult to evaluate and rely heavily on experience and credence qualities of customers (Zeithaml, 1981;Zeithaml, Parasuraman and Berry, 1985). Previous researchers have proven its effect/linkages on/with satisfaction and retention of customer, positive word-of-mouth (Lewis, 1991 Lee and Hwan, 2005). Thus, there has been much interest in hypothesizing the relationship between service quality and other consumer behavioural outcomes, for which a researcher is supposed to assess service quality. Extant studies suggest that there are two broad dimensions to it i.e. outcome aspects and relational aspects (Parasuraman, Zeithaml and Berry, 1991;Morgan and Piercy, 1992;Levesque and Mc-Dougall;1996).

Outcome or operational, is the tangible component consisting of dimensions like timeliness, accuracy, convenience which is centrally related to bank's operations and delivery systems. While this component has been largely studied by the researchers, it primarily impacts current customers with whom the bank already has an ongoing customer relationship; that is, customers who have actually observed the quality of these services.

Relational component is intangible and may be described simply as customer treatment. Service quality researchers like Le Blanc and Nguyen (1988), Parasuraman, Zeithaml and Berry (1988), Cronin and Taylor (1992), Teas (1993), Avkiran, (1994), Angur, Nataraajan and Jaheera (1999), Bahia and Nantel (2000) and Wang, Lo and Hui, (2003) argued that with technical services becoming more standardized, the relational customer is made to feel when interacting with the institution and staff. This component affects both current and new or prospective customers (i.e. those who come in to see someone in the bank about a banking service).

Models have been developed to assess the determinants of service quality. The works of Parasuraman, Zeithaml and Berry (1985, 1988) led to the development of a service quality model--SERVQUAL, which compares expectations and perceptions of customers regarding a particular service. Since Parasuraman, Zeithaml and Berry (1988)

5. a) SERVQUAL

Service quality is known to be an important factor in banking, and SERVQUAL provides a technique for assessing and managing service quality (Buttle, 1996). The concept was conceptualised and proposed by Parasuraman, Zeithaml and Berry (1985) and then further developed for the next eight years by the same researchers. Many other researchers have used the SERVQUAL dimensions as the basis for their research, and consequently SERVQUAL "has undoubtedly had a major impact on the business and academic communities" (Buttle, 1996), and has been said to be "insightful and [to remain] a practical framework to use in service quality management" (Christopher, Payne and Ballantyne, 2002).

East, 1997 argue that SERVQUAL measures service quality through customers' expectations i.e. what firms should provide in the industry being studied and their perceptions viz. how a given service provider performs against these criteria). Numerous research had been carried out in the banking industry using SERVQUAL model. Using structural equations model, Wang, Lo and Hui (2003) evaluated the antecedents of service quality and product quality, and their influences on bank reputation in the banking industry of China where link amongst service quality and product quality and bank reputation was observed. Angur, Nataraajan and Jaheera (1999) determined service quality in banking industry in India where they found that the SERVQUAL instrument was four dimensional structure and more helpful in addressing service deficiencies. Similarly, Sureshchandar, Rajendran and Anantharaman (2003) examined service quality in public, private and foreign banks in India. Yavas, Bilgin and Shemwel (1997) investigated the relationship between service quality, customer satisfaction, complaint behavior and commitment in the banking industry of Turkey and found that customer contact personnel played a vital role in the delivery of high quality service. In addition to the banking sector, SERVQUAL has been applied to other sectors also, in different countries such as higher education institutions, airport services, tourism sector services, accounting firms, medical services etc. (Buttle, 1996; Fick and Ritchie, 1991; Lam, Wong and Yeung 1997; Lim and Tang, 2000;Oldfield and Baron, 2000).

i. SERVQUAL Instrument SERVQUAL comprises 22 items (Likert-type) with five dimensions namely-tangibles, reliability, responsiveness, assurance and empathy. Each item in SERVQUAL instrument is of two types. One to measure expectations about firms in general within an industry and the other measures perceptions regarding the particular company whose service is being assessed.

The quality gap (Q) is calculated by subtracting the expectation (E) from the perception (P) value i.e. P-E = Q. Summation of all the Q values provides an overall quality rating which is an indicator of relative importance of the service quality dimensions that influence customers' overall quality perceptions. Parasuraman, Zeithaml and Berry (1988) suggested that SERVQUAL may be used to: ? track service quality trends over time; ? compare branches within a bank or building society; ? compare an organization with its competitors; and ? categorize customers into perceived quality segments based on their individual SERVQUAL scores. The original SERVQUAL instrument, proposed by Parasuraman, Zeithaml and Berry (1985), identified ten components of service quality. Later, in a further study, those ten components were merged into five dissimilar dimensions viz. reliability (5 items) which is the ability to perform the service in an accurate and in dependable manner; tangibles (4 items) which refers to the appearance of physical factors such as equipment, facilities and personnel; empathy (5 items) which involves providing individual attention and care to customers; responsiveness (4 items) is the willingness to provide help and prompt service to customers; and finally assurance (4 items) refers to the knowledge and courtesy of employees and their ability to convey trust and confidence.

6. iii. SERVQUAL Applications and Criticisms

Although many studies have used the SERVQUAL model as a framework in measuring service quality, there has also been theoretical and operational criticisms directed towards this model exist in the literature of services marketing. These criticisms have mainly revolved around right from its dimensional Gap 4: Gap 5: structure to the interpretation and implementation of the instrument (Buttle, 1996;Babakus and Boller, 1992;Lam Wong and Yeung, 1997;Smith, 1995;Newman, 2001).

A number of researchers have reported different dimensions for expectations, perceptions and gap scores. Thus, the universality of SERVQUAL's five dimensions has been questioned (Buttle, 1996;Carman, 1990;Cronin and Taylor, 1994). Shortcomings concerning convergent and discriminant validity have also been noted (Buttle, 1996). Nevertheless, despite the criticism, SERVQUAL has been widely used in various contexts throughout other studies. The SERVQUAL instrument has been widely used because it "provides a basic skeleton... which can be adapted or supplemented to fit the characteristics or specific research needs of a particular organization. . ." (Parasuraman, Zeithaml and Berry, 1988). (1985,1988) with respect to conceptualization and measurement of service quality, and propounded a performance-based measure of service quality called 'SERVPERF' illustrating that service quality is a form of consumer attitude. They argued that SERVPERF was an enhanced means of measuring the service quality construct. Their study was later replicated and findings suggest that little if any theoretical or empirical evidence supports the relevance of the E-P= quality gap as the basis for measuring service quality.

Source : Martinez and Martinez (2010).

Figure 2 : Performance Only Model (SERVPERF)

Levelling maximum criticism against SER-VQUAL scale, Cronin and Taylor (1992) provided empirical evidences across four industries viz. fast food, pest control, dry cleaning and banking to support the superiority of their 'performance only' scale over SERVQUAL scale retaining the same items as had been proposed by the Parasuraman, Zeithaml and Berry (1988). In equation form, SERVPERF service quality can be expressed as:

c) Studies Search

The following procedure was used to obtain an ample collection of studies reporting the use of both SERVQUAL and SERVPERF scales. First, an electronic search of the following databases was conducted: Direct Science, Inderscience, Emerald, ProQuest (ABI/-INFORM Global and dissertation abstracts). Secondly, a manual examination of the articles identified from the computer-based searches was carried out. Thirdly, manual searches of leading marketing and services journals were conducted. The search process yielded the following studies using either the original scale in its totality or a modified version of the same (see Table 2 and Table 3).

7. Conclusions & Discussion

Overall, a number of measures have been proposed in the past to determine customer expectations, customer perceptions and overall satisfactions in service industries but prominent among them are SERVQUAL and SERVPERF. Although, a number of measurement problems have been highlighted by researchers (e.g. Babakus and Boller, 1991;Carmen, 1990;Lewis and Mitchell, 1990;Lewis, 1993) Original researchers of SERVPERF argued that owing to the limitations of operationalization, conceptualization, measurement and applications of SER-VQUAL's scale, the performance-based measure was an enhanced means of measuring the service quality construct, triggering an interesting controversy in service quality research. However, later Parasuraman, Zeithaml and Berry (1994a) responded to the concerns of Cronin and Taylor (1992) and Teas (1993) by empirically proving that the validity and alleged severity of many of those concerns raised by them were questionable, and in fact elaborated that though their approach for conceptualizing service quality could be revised, relinquishing it altogether in preference of the alternate approaches as proclaimed by the critics did not seem justified. In another empirical work, Parasuraman, Zeithaml and Berry (1994b) refined SERVQUAL's structure to embody not only the discordance between perceived service and desired service, but also the discrepancy between perceived service and adequate service.

The complexity of service quality evaluations is evident in the many failed attempts to replicate the dimensional structure of service quality perceptions. The widely applied SERVQUAL scale (Parasuraman, Zeithaml and , for example, has been criticized, as its five dimensions, namely, reliability, empathy, tangibles, responsiveness, and assurance, were difficult to replicate across diverse service contexts (Buttle 1996) Role of expectations and its inclusion in the SERVQUAL measuring instrument is a cause of major concern. To a certain extent, in SERVQUAL there is an overlap between the technical and functional dimensions. Furthermore, the use of a perception scale is justified by the dynamic character of the Indian client's expectations and by the greater effort required by the respondents to complete two questionnaires, one prior using the services (i.e. expectations) and another post reduce the number of respondents willing to respond their genuine feedback in the study. The SERVPERF scale is found to be superior not only as the scale is efficient in capturing the true customer's perceived service quality as also more effective in reducing the number of items to be measured by half viz. 22 items in contrast to SERVQUAL's 44 items (Hartline and Ferrell, 1996;Babakus and Boller, 1992;Bolton and Drew, 1991).

8. Global Journal of Management and Business Research

Figure 1. Table 1 :
1Dimensions of Service Quality Source : Adopted from Soteriou and Zenios (1997). Global Journal of Management and Business Research Volume XIII Issue VI Version I model consists of several quality gaps (Q) which are as follows: Source : Parasuraman, Zeithaml and Berry (1985).
Figure 2. Figure 1 :
1Figure 1 : Gap Model of Service Quality Gap 1: The manager perceives the customers' expectations differently from the customers, Gap 2: The service quality specifications do not agree with management perceptions of quality expectations, Gap 3: Difference between quality specifications of the promised service and the final service delivered, Promises made by market communication activities are not met by the delivered service, Difference between the expectations of what firms should provide in the industry and their perceptions of how a given service provider performs, Gap 6: Difference between the expectations of what firms should provide in the industry and their employee's perceptions of consumer expectation, and Gap 7: Difference between the employee's perceptions of consumer expectation and Management's perceptions of consumer expectation.
Figure 3. E
SERVQUAL and SERVPERF: A Review of Measures in Services Marketing Research b) SERVPERF Cronin and Taylor (1992) in their empirical work controverted the framework of Parasuraman, Zeithaml and Berry
Figure 4. E
, related to Global Journal of Management and Business Research Volume XIII Issue VI Version I performance minus customer expectation (P-E) gap model of SERVQUAL. Cronin & Taylor's (1992) SER-VPERF scale has been empirically tested and proven to be a better measure of service quality (Cronin and Taylor, 1992; Brown, Churchill and Peter, 1993) and perform better in assessing service quality in banking industry in emerging countries such as India (Jain & Gupta, 2004; Adil, 2012; Adil & Ansari, 2012; Adil, 2013a; Adil, 2013b). In fact, the marketing literature appears to offer considerable support for the superiority of simple performance-based measures of service quality (cf. Bolton and Drew 1991a,b; Churchill and Surprenant 1982; Mazis, Ahtola, and Klippel 1975; Woodruff, Cadotte, and Jenkins 1983).
Figure 5. Table 3 :
3National Studies Note: QUAL-Original SERVQUAL; PERF-Original SERVPERF; MQUAL-Modified SERVQUAL; MPERF-Modified SERVPERF. Source : Prepared by the researchers.
Figure 6. E
. Researchers in the past had identified a range of factors that includes 3 factors in an automotive servicing context (Bouman and van der Wiele 1992), 4 © 2013 Global Journals Inc. (US) 71 Global Journal of Management and Business Research Volume XIII Issue VI Version I SERVQUAL and SERVPERF: A Review of Measures in Services Marketing Research factors in the retail clothing sector (Gagliano and Hathcote 1994), and 3 factors in the context of MBA students' service quality perceptions (McDougall and Levesque 1994), uni-dimensional (Brown, Churchill, and Peter, 1993) while mixed results in the context of health care services (Wisniewski and Wisniewski, 2005; Rohini and Mahadevappa, 2006).
Figure 7. Volume
Figure 8.
Figure 9. Table 2 :
2
III.
1

Appendix A

  1. , Indian Culture and Business Management 2 (1) p. .
  2. Service loyalty: the effects of service quality and the mediating role of customer satisfaction. A Caruana . European Journal of Marketing 2002. 36 p. .
  3. Service quality perceptions in financial services -A case study of banking services. Alpha Sharma , Versha Mehta . Journal of Services Research 2005. 4 (2) p. .
  4. Correlates of service quality in banks: An empirical investigation. A Mushtaq , Bhat . Journal of Services Research 2005. 5 (1) p. .
  5. Efficiency, profitability and quality of banking services. Andreas Soteriou , Stavros A Zenios . International Journal of Bank Marketing 1997. 18 (5) p. .
  6. A study on customer satisfaction in Indian retail banking. Anubhav Mishra , Anand . The IUP Journal of Management Research 2009. 8 (11) p. .
  7. A conceptual model of service quality and its implications for future research. A Parasuraman , Valarie A Zeithaml , L Berry , Leonard . Journal of Marketing 1985. 49 (4) p. .
  8. SERVQUAL: A multiple-item scale for measuring consumer perceptions of service quality. A Parasuraman , Valarie A Zeithaml , L Berry , Leonard . Journal of Retailing 1988. 64 (1) p. .
  9. Refinement and reassessment of the SERVQUAL scale. A Parasuraman , Valarie A Zeithaml , L Berry , Leonard . Journal of Retailing 1991. 67 (4) p. .
  10. Alternative scales for measuring service quality: A comparative assessment based on psychometric and diagnostic criteria. A Parasuraman , Valarie A Zeithaml , L Berry , Leonard . Journal of Retailing 1994. 70 (3) p. .
  11. The role of personalization in service encounters. Banwari Mittal , Walfried M Lassar . Journal of Retailing 1996. 72 (1) p. .
  12. Quality in the service sector: a review. Barbara R Lewis . International Journal of Bank Marketing 1989a. 7 (5) p. .
  13. Defining and measuring the quality of customer service. Barbara R Lewis , Vincent M Mitchell . Marketing Intelligence and Planning, 1990. 8 p. .
  14. Customer care in service organizations. Barbara R Lewis . Management Decision 1991. 29 (1) p. .
  15. An expanded model of the service encounter with emphasis on cultural context, B Edvardsson , B Gustavsson , D Riddle . 89: 4. 1991. Sweden. CTF Services Research Centre, University of Karlstad (Working Paper)
  16. Student perceptions of service quality in a UK university business and management faculty. Brenda M Oldfield , Steve Baron . Quality Assurance in Education 2000. 8 (2) p. .
  17. Modeling consumer satisfaction processes using experience-based norms. B Woodruff , Ernest R Robert , Roger L Cadotte , Jenkins . Journal of Marketing Research 1983. 20 p. .
  18. How moment of truth define bank-customer relationship. Chakravarty Sugato , W . Journal of Retail Banking Services 1996. 18 (1) p. .
  19. Service quality dimensionality: A study of the Indian banking sector. Choudhury Koushiki . Journal of Asia-Pacific Business 2007. 8 (4) p. .
  20. A service quality model and its marketing implications?. Christian Grönroos . European Journal of Marketing 1984. 18 (1) p. .
  21. Service quality: The six criteria of good perceived service quality. Christian Grönroos . Review of Business 1988. 9 (3) p. .
  22. Service Management and Marketing, Christian Grönroos . 1990. Lexington Books, Lexington, MA.
  23. An investigation into the determinants of customer satisfaction. Churchill , Carol Surprenant . Journal of Marketing Research 1982. 19 p. .
  24. Quality measurement in professional services firms. David C Bojanic . Journal of Professional Services Marketing 1991. 7 (2) p. .
  25. Measuring service quality and its relationship to future consumer behavior. Dean E Headley , J Stephen , Miller . Marketing Health Services 1993. 13 (4) p. .
  26. Efficiency, customer service and financial performance among Australian financial institutions. E Duncan , G Elliott . International Journal of Bank Marketing 2004. 22 (5) p. .
  27. An empirical assessment of the SERVQUAL scale. Emin Babakus , Gregory W Boller . Journal of Business Research 1992. 24 (2) p. .
  28. Exploring perceptions of hospital operations by a modified servqual approach. Eric R Reidenbach , Beverly Sandifer-Smallwood . Journal of Health Care Marketing 1990. 10 (4) p. .
  29. The antecedents and consequences of customer satisfaction for firms. Eugene W Anderson , Mary W Sullivan . Marketing Science 1993. 12 (2) p. .
  30. SERVQUAL: Review, critique, research agenda. Frances Buttle . European Journal of Marketing 1996. 30 (1) p. .
  31. The validity of the SERVQUAL and SERVPERF scales: A meta-analytic view of 17 years of research across five continents. Francois A Carrillat , Fernando Jaramillo , Jay P Mulki . International Journal of Service Industry Management 2007. 18 (5) p. .
  32. Zero defections: Quality comes to services. Frederick F Reichfeld , W Sasser , Earl . Harvard Business Review 1990. 65 (8) p. .
  33. Measuring service quality in the travel and tourism industry. Gavin R Fick , J R Ritchie , Brent . Journal of Travel Research 1991. 30 (2) p. .
  34. Customers' perceptions of service quality in financial institutions. G Leblanc , N Nguyen . International Journal of Bank Marketing 1988. 6 (4) p. .
  35. A revised view of service quality dimensions: An empirical investigation. G Mcdougall , T Levesque . Journal of Professional Services Marketing 1994. 11 (1) p. .
  36. Customer perceptions of service quality in the banking sector of a developing economy: A critical analysis. G S Sureshchandar , Chandrashekharan Rajendran , R N Anantharaman . International Journal of Bank Marketing 2003. 21 (5) p. .
  37. Customer perceptions of service quality: A critique. G Sureshchandar , S;Rajendran , T J Chandrasekharan & Kamalanabhan . Total Quality Management 2001. 12 (1) p. .
  38. Contact management and customer loyalty. Henry Jones , Jillian Farquhar , Dawes . Journal of Financial Services Marketing 2003. 8 (1) p. .
  39. Comparative service quality: German and American ratings across service settings. H Witkowski , Terrence , F Wolfinbarger , Mary . Journal of Business Research 2002. 55 (11) p. .
  40. Consumer perceptions of service quality: An assessment of the SERVQUAL dimensions. James M Carman . Journal of Retailing 1990. 66 (1) p. .
  41. Diagnosing perceived quality in the medical service channel. Jane W Licata , C John , Goutam Mowen , Chakraborty . Journal of Health Care Marketing 1995. 15 (4) p. .
  42. Investigating drivers of bank loyalty: The complex relationship between image, service quality and satisfaction. J Bloemer , K De Ruyter , P Peeters . International Journal of Bank Marketing 1998. 16 (6 & 7) p. .
  43. Measuring service quality: A re-examination and extension. J Cronin , Joseph , Steven A Taylor . Journal of Marketing 1992. 56 (3) p. .
  44. SERVPERF versus SERVQUAL: Reconciling performance-based and perceptions-minus-expectations measurement of service quality. Jr J Cronin , Joseph , Steven A Taylor . Journal of Marketing 1994. 58 p. .
  45. Impact of service quality on customer loyalty, commitment and trust in the Indian banking sector. Kailash B L Srivastava . The IUP Journal of Marketing Management 2009. 8 (3 & 4) p. .
  46. Customer expectations and perceptions of service quality in apparel retailing. Kathryn Gagliano , Bishop , Jan Hathcote . Journal of Services Marketing 1994. 8 (1) p. .
  47. A reliable and valid measurement scale for the perceived service quality of banks. K Bahia , J Nantel . International Journal of Bank Marketing 2000. 18 (2) p. .
  48. Measuring the perceived quality of professional business services. Kim D Freeman , Jack Dart . Journal of Professional Services Marketing 1993. 9 (1) p. .
  49. Customer expectations and perceptions across the Indian banking industry and the resultant financial implications. Kirti Dutta , Anil Dutta . Journal of Services Research 2009. 9 (1) p. .
  50. Interrogating SERVQUAL: a critical assessment of service quality measurement in a high street retail bank. K Newman . International Journal of Bank Marketing 2001. 19 (3) p. .
  51. Building and Maintaining Quality in the Service Relationships. L A Crosby . Service Quality: Multi-disciplinary and Multi-national Perspectives, S W Brown, E Gummesson, B Edvardsson, B Gustavsson (ed.) (Lexington Books, Lexington, MA
    ) 1991.
  52. Quality counts in services too. Leonard L Berry , Valarie A Zeithaml , A Parasuraman . Business Horizons 1985. 28 (3) p. .
  53. Service quality in the banking industry: An assessment in a developing economy. Madhukar G Angur , Rajan Nataraajan , John S JaheraJr . International Journal of Bank Marketing 1999. 13 (3) p. .
  54. Assessing service quality at public sector bank: A comparative study of urban and rural customers. M Adil . International Journal for Business, Strategy & Management 2011. 1 (1) p. .
  55. Customer tradeoffs between perceived service quality and satisfaction: A SEM approach towards Indian rural retail banks, M Adil . Rahela Farooqi and Saiyed Wajid Ali (ed.) 2012. New Delhi: Wisdom Publications. p. . (Emerging Paradigms in Marketing)
  56. Service quality and customer loyalty at Indian rural banks: An empirical test of an integrative model. M Adil , S A Ansari . Proceedings of The National Conference on Contemporary Issues in Business, (The National Conference on Contemporary Issues in BusinessIndia
    ) 2012. Management & Finance, University of Kashmir
  57. The relationship between service quality and customer satisfaction in India's rural banking sector: An item analysis and factor-specific approach. M Adil . The Lahore Journal of Business 2013. 1 (2) p. .
  58. Efficacy of SERVPERF in measuring perceived service quality at rural retail banks: Empirical evidences from India. M Adil . International Journal of Business Insights and Transformation 2013a. 6 (1) p. .
  59. Modelling effect of perceived service quality dimensions on customer satisfaction in Indian bank settings. M Adil . International Journal of Services and Operations Management 2013b. 15 (3) p. .
  60. Mary J Bitner , B H Booms , M S Tetreault . The service encounter: diagnosing favourable and unfavourable incidents, 1990. 54 p. . (Journal of Marketing)
  61. Measuring service quality in the car service industry: Building and testing an instrument. M Bouman , T Van Der Wiele . International Journal of Service Industry Management 1992. 3 (4) p. .
  62. Relationship marketing: Creating stakeholder value, M Christopher , A Payne , D Ballantyne . 2002. Butterworth-Heinemann, Jordan Hill, Oxford.
  63. A comparison of four multi-attribute models in the prediction of consumer attitudes. Michael B Mazis , T Olli , R Eugene Ahtola , Klippel . Journal of Consumer Research 1975. 2 p. .
  64. The management of customer contact service employees: An empirical investigation. Michael D Hartline , O C Ferrell . Journal of Marketing 1996. 69 p. .
  65. Performance only measurement of service quality: A replication and extension. Michael K Brady , J CroninJr , Richard R Brand . Journal of Business Research 2002. 55 (1) p. .
  66. Measuring service quality in a hospital colposcopy clinic. Mik Wisniewski , Hazel Wisniewski . International Journal of Health Care Quality Assurance 2005. 18 (2 & 3) p. .
  67. Relationships among service quality, customer satisfaction and profitability in the Taiwanese banking industry. Ming Lee , Chang , I S Hwan . International Journal of Management 2005. 22 (4) p. .
  68. , M Khan , Sadique .
  69. Total quality management in Indian commercial banks: A comparative study. M Selvaraj . Journal of Marketing and Communication 2009. 4 (3) p. .
  70. Measuring service quality: is SERVQUAL now redundant?. M Smith , Anne . Journal of Marketing Management, 1995. 11 p. .
  71. Some problems when adopting Churchill's paradigm for the development of service quality measurement scales. M Smith , Anne . Journal of Business Research 1999. 46 (2) p. .
  72. Measuring perceived service quality at UAE commercial banks. Naceur Jabnoun , Al-Tamimi , Hussein A Hassan . The International Journal of Quality and Reliability Management 2003. 20 (4 & 5) p. .
  73. Developing an instrument to measure customer service quality in branch banking. Necmi Avkiran , Kemal . International Journal of Bank Marketing 1994. 12 (6) p. .
  74. Marketled quality. Neil A Morgan , N Piercy , Few . Industrial Marketing Management 1992. 21 (2) p. .
  75. Measuring retail service quality: An empirical assessment of the instrument. Parikh Darshan . Vikalpa 2006. 31 (2) p. .
  76. Service quality in the Australian advertising industry: A methodological study. Pascale G Quester , Simon Romaniuk . Journal of Services Marketing 1997. 11 (3) p. .
  77. Customer satisfaction with service quality: An empirical study of public and private sector banks. Pooja Mengi . The IUP Journal of Management Research 2009. 8 (9) p. .
  78. A comprehensive framework for service quality: an investigation of critical conceptual and measurement issues through a longitudinal study. Pratibha A Dabholkar , C Shepherd , David , Dayle I Thorpe . Journal of Retailing 2000. 76 (2) p. .
  79. Customer perception of banking service quality: A study of State Bank of India. P S Verma , Ruchika Deepak , Vohra . The Journal of Institute of Public Enterprise 2000. 23 (3 & 4) p. .
  80. A study of patients' expectations and satisfaction in Singapore hospitals. Puay Lim , Cheng , Nelson K H Tang . International Journal of Health Care Quality Assurance 2000. 13 (7) p. .
  81. Consumer Behaviour: Advances and Applications in Marketing, R East . 1997. London: Prentice-Hall.
  82. Whence consumer loyalty?. Richard L Oliver . Journal of Marketing 1999. 63 (4) p. .
  83. Evaluating health care quality: The moderating role of outcomes. Richard S Lytle , P Michael , Mokwa . Journal of Health Care Marketing 1992. 12 (1) p. .
  84. Developing the determinants of service quality. R Johnston , R Silvestro , L Fitzgerald , C Voss . Marketing, Operations and Human Resources Insights into Services, 1st International Research Seminar on Services Management, E Langeard, P Eiglier (ed.) (IAE, Aix-en-Provence
    ) 1990. p. .
  85. Customer satisfaction, customer retention, and market share. Roland T Rust , Anthony J Zahorik . Journal of Retailing 1993. 69 (2) p. .
  86. Segmenting retail banking customers. Ron Garland . Journal of Financial Services Marketing 2005. 10 (2) p. .
  87. Service quality in Bangalore hospitals: An empirical study. R Rohini , B Mahadevappa . Journal of Services Research 2006. 6 (1) p. .
  88. The determinants of service quality: Hygiene and enhancing factors, R Silvestro , R Johnston . 1990. Warwick Business School, Warwick.
  89. Expectations, performance evaluation and consumers' perceptions of quality. R Teas , Kenneth . Journal of Marketing 1993. 57 (4) p. .
  90. A longitudinal analysis of the impact of service changes on customer attitudes. Ruth N Bolton , James H Drew . Journal of Marketing 1991a. 5 (5) p. .
  91. A multistage model of customers' assessments of service quality and value. Ruth N Bolton , James H Drew . Journal of Consumer Research 1991b. 17 (4) p. .
  92. , Sandip Hazra , Ghosh .
  93. Managing the customer perceived service quality for cellular mobile telephony. Seth Anita , Momaya K Gupta , HM . Vikalpa 2008. 33 (1) p. .
  94. Service quality evaluation in internet banking: An empirical study in India. Siba Mahapatra , Sankar , Sreekumar . Int. J 2009.
  95. Measuring service quality: an empirical analysis in Hong Kong. Simon Sing Lam , Kwong . International Journal of Management 1995. 12 (2) p. .
  96. Service quality in retailing: Relative efficiency of alternative measurement scales for different product-service environments. Subhash C Mehta , K Ashok , Lalwani , Soon Han , Li . International Journal of Retail and Distribution Management 2000. 28 (2) p. .
  97. Measuring efficiency, effectiveness and performance of Indian public sector banks. Sunil Kumar , Rachita Gulati . International Journal of Productivity and Performance Management 2010. 59 (1) p. .
  98. Assessing service quality in schools of business. Susan E Pariseau , J R Mcdaniel . International Journal of Quality and Reliability Management 1997. 14 (3) p. .
  99. Measuring service quality in clubs: An application of the SERVQUAL instrument. T Lam , A Wong , S Yeung . Journal of Hospitality Marketing 1997. 4 (1) p. .
  100. The determinants of perceived service quality and its relationship with satisfaction. T Lee , Y Lee , D Yoo . The Journal of Services Marketing 2000. 14 (3) p. .
  101. Determinants of customer satisfaction in retail banking. T Levesque , G H G Mcdougall . International Journal of Bank Marketing 1996. 14 (7) p. .
  102. Improving the measurement of service quality. Tom J Brown , Gilbert A Churchill , J Peter , Paul . Journal of Retailing 1993. 69 (1) p. . (That would markedly 20)
  103. SER-VPERF analysis in retail banking. T Vanniarajan , B Anbazhagan . Proceedings of International Marketing Conference on Marketing and Society, IIMK, (International Marketing Conference on Marketing and Society, IIMK) 2007. 7 p. . (Regulations and Marketing)
  104. Service quality in the banking sector in an emerging economy: A consumer survey. Ugur Yavas , Bilgin , J Shemwell , Donald . International Journal of Bank Marketing 1997. 15 (6) p. .
  105. Relationships between service quality and behavioral outcomes: A study of private bank customers in Germany. Ugur Yavas , Martin Benkenstein , Uwe Studhldreier . International Journal of Bank Marketing 2004. 22 (2) p. .
  106. Problems and strategies in services marketing. Valarie A Zeithaml , L Leonard , A Berry , Parasuraman . Journal of marketing 1985. 49 (2) p. .
  107. Communication and control processes in the delivery of service quality. Valarie A Zeithaml , L Leonard , A Berry , Parasuraman . Journal of Marketing 1988. 52 (2) p. .
  108. How consumer evaluation processes differ between goods and services. Valarie Zeithaml . Marketing of Services, J Donnelly, W George (ed.) (Chicago, IC
    ) 1981. American Marketing Association. p. .
  109. Service quality in a cellular telecommunications company: A South African experience. Wal , R W E Van Der , A Pampallis , C Bond . Managing Service Quality 2002. 12 (5) p. .
  110. The antecedents of service quality and product quality and their influences on bank reputation: evidence from banking industry in China. Yonggui Wang , Lo , - Hing , V Hui , Yer . Managing Service Quality 2003. 13 (1) p. .
  111. Service quality: Gaps in the Indian banking industry. Zillur Rahman . The ICFAI Journal of Marketing Management 2005. 13 (3) p. .
Notes
1
© 2013 Global Journals Inc. (US)
Home 
Date: 2013-01-15