\documentclass[11pt,twoside]{article}\makeatletter

\IfFileExists{xcolor.sty}%
  {\RequirePackage{xcolor}}%
  {\RequirePackage{color}}
\usepackage{colortbl}
\usepackage{wrapfig}
\usepackage{ifxetex}
\ifxetex
  \usepackage{fontspec}
  \usepackage{xunicode}
  \catcode`⃥=\active \def⃥{\textbackslash}
  \catcode`❴=\active \def❴{\{}
  \catcode`❵=\active \def❵{\}}
  \def\textJapanese{\fontspec{Noto Sans CJK JP}}
  \def\textChinese{\fontspec{Noto Sans CJK SC}}
  \def\textKorean{\fontspec{Noto Sans CJK KR}}
  \setmonofont{DejaVu Sans Mono}
  
\else
  \IfFileExists{utf8x.def}%
   {\usepackage[utf8x]{inputenc}
      \PrerenderUnicode{–}
    }%
   {\usepackage[utf8]{inputenc}}
  \usepackage[english]{babel}
  \usepackage[T1]{fontenc}
  \usepackage{float}
  \usepackage[]{ucs}
  \uc@dclc{8421}{default}{\textbackslash }
  \uc@dclc{10100}{default}{\{}
  \uc@dclc{10101}{default}{\}}
  \uc@dclc{8491}{default}{\AA{}}
  \uc@dclc{8239}{default}{\,}
  \uc@dclc{20154}{default}{ }
  \uc@dclc{10148}{default}{>}
  \def\textschwa{\rotatebox{-90}{e}}
  \def\textJapanese{}
  \def\textChinese{}
  \IfFileExists{tipa.sty}{\usepackage{tipa}}{}
\fi
\def\exampleFont{\ttfamily\small}
\DeclareTextSymbol{\textpi}{OML}{25}
\usepackage{relsize}
\RequirePackage{array}
\def\@testpach{\@chclass
 \ifnum \@lastchclass=6 \@ne \@chnum \@ne \else
  \ifnum \@lastchclass=7 5 \else
   \ifnum \@lastchclass=8 \tw@ \else
    \ifnum \@lastchclass=9 \thr@@
   \else \z@
   \ifnum \@lastchclass = 10 \else
   \edef\@nextchar{\expandafter\string\@nextchar}%
   \@chnum
   \if \@nextchar c\z@ \else
    \if \@nextchar l\@ne \else
     \if \@nextchar r\tw@ \else
   \z@ \@chclass
   \if\@nextchar |\@ne \else
    \if \@nextchar !6 \else
     \if \@nextchar @7 \else
      \if \@nextchar (8 \else
       \if \@nextchar )9 \else
  10
  \@chnum
  \if \@nextchar m\thr@@\else
   \if \@nextchar p4 \else
    \if \@nextchar b5 \else
   \z@ \@chclass \z@ \@preamerr \z@ \fi \fi \fi \fi
   \fi \fi  \fi  \fi  \fi  \fi  \fi \fi \fi \fi \fi \fi}
\gdef\arraybackslash{\let\\=\@arraycr}
\def\@textsubscript#1{{\m@th\ensuremath{_{\mbox{\fontsize\sf@size\z@#1}}}}}
\def\Panel#1#2#3#4{\multicolumn{#3}{){\columncolor{#2}}#4}{#1}}
\def\abbr{}
\def\corr{}
\def\expan{}
\def\gap{}
\def\orig{}
\def\reg{}
\def\ref{}
\def\sic{}
\def\persName{}\def\name{}
\def\placeName{}
\def\orgName{}
\def\textcal#1{{\fontspec{Lucida Calligraphy}#1}}
\def\textgothic#1{{\fontspec{Lucida Blackletter}#1}}
\def\textlarge#1{{\large #1}}
\def\textoverbar#1{\ensuremath{\overline{#1}}}
\def\textquoted#1{‘#1’}
\def\textsmall#1{{\small #1}}
\def\textsubscript#1{\@textsubscript{\selectfont#1}}
\def\textxi{\ensuremath{\xi}}
\def\titlem{\itshape}
\newenvironment{biblfree}{}{\ifvmode\par\fi }
\newenvironment{bibl}{}{}
\newenvironment{byline}{\vskip6pt\itshape\fontsize{16pt}{18pt}\selectfont}{\par }
\newenvironment{citbibl}{}{\ifvmode\par\fi }
\newenvironment{docAuthor}{\ifvmode\vskip4pt\fontsize{16pt}{18pt}\selectfont\fi\itshape}{\ifvmode\par\fi }
\newenvironment{docDate}{}{\ifvmode\par\fi }
\newenvironment{docImprint}{\vskip 6pt}{\ifvmode\par\fi }
\newenvironment{docTitle}{\vskip6pt\bfseries\fontsize{22pt}{25pt}\selectfont}{\par }
\newenvironment{msHead}{\vskip 6pt}{\par}
\newenvironment{msItem}{\vskip 6pt}{\par}
\newenvironment{rubric}{}{}
\newenvironment{titlePart}{}{\par }

\newcolumntype{L}[1]{){\raggedright\arraybackslash}p{#1}}
\newcolumntype{C}[1]{){\centering\arraybackslash}p{#1}}
\newcolumntype{R}[1]{){\raggedleft\arraybackslash}p{#1}}
\newcolumntype{P}[1]{){\arraybackslash}p{#1}}
\newcolumntype{B}[1]{){\arraybackslash}b{#1}}
\newcolumntype{M}[1]{){\arraybackslash}m{#1}}
\definecolor{label}{gray}{0.75}
\def\unusedattribute#1{\sout{\textcolor{label}{#1}}}
\DeclareRobustCommand*{\xref}{\hyper@normalise\xref@}
\def\xref@#1#2{\hyper@linkurl{#2}{#1}}
\begingroup
\catcode`\_=\active
\gdef_#1{\ensuremath{\sb{\mathrm{#1}}}}
\endgroup
\mathcode`\_=\string"8000
\catcode`\_=12\relax

\usepackage[a4paper,twoside,lmargin=1in,rmargin=1in,tmargin=1in,bmargin=1in,marginparwidth=0.75in]{geometry}
\usepackage{framed}

\definecolor{shadecolor}{gray}{0.95}
\usepackage{longtable}
\usepackage[normalem]{ulem}
\usepackage{fancyvrb}
\usepackage{fancyhdr}
\usepackage{graphicx}
\usepackage{marginnote}

\renewcommand{\@cite}[1]{#1}


\renewcommand*{\marginfont}{\itshape\footnotesize}

\def\Gin@extensions{.pdf,.png,.jpg,.mps,.tif}

  \pagestyle{fancy}

\usepackage[pdftitle={Service Quality Dimensions of Islamic Banks: A Scale Development Approach},
 pdfauthor={}]{hyperref}
\hyperbaseurl{}

	 \paperwidth210mm
	 \paperheight297mm
              
\def\@pnumwidth{1.55em}
\def\@tocrmarg {2.55em}
\def\@dotsep{4.5}
\setcounter{tocdepth}{3}
\clubpenalty=8000
\emergencystretch 3em
\hbadness=4000
\hyphenpenalty=400
\pretolerance=750
\tolerance=2000
\vbadness=4000
\widowpenalty=10000

\renewcommand\section{\@startsection {section}{1}{\z@}%
     {-1.75ex \@plus -0.5ex \@minus -.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\Large\bfseries}}
\renewcommand\subsection{\@startsection{subsection}{2}{\z@}%
     {-1.75ex\@plus -0.5ex \@minus- .2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\Large}}
\renewcommand\subsubsection{\@startsection{subsubsection}{3}{\z@}%
     {-1.5ex\@plus -0.35ex \@minus -.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\large}}
\renewcommand\paragraph{\@startsection{paragraph}{4}{\z@}%
     {-1ex \@plus-0.35ex \@minus -0.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\normalsize}}
\renewcommand\subparagraph{\@startsection{subparagraph}{5}{\parindent}%
     {1.5ex \@plus1ex \@minus .2ex}%
     {-1em}%
     {\reset@font\normalsize\bfseries}}


\def\l@section#1#2{\addpenalty{\@secpenalty} \addvspace{1.0em plus 1pt}
 \@tempdima 1.5em \begingroup
 \parindent \z@ \rightskip \@pnumwidth 
 \parfillskip -\@pnumwidth 
 \bfseries \leavevmode #1\hfil \hbox to\@pnumwidth{\hss #2}\par
 \endgroup}
\def\l@subsection{\@dottedtocline{2}{1.5em}{2.3em}}
\def\l@subsubsection{\@dottedtocline{3}{3.8em}{3.2em}}
\def\l@paragraph{\@dottedtocline{4}{7.0em}{4.1em}}
\def\l@subparagraph{\@dottedtocline{5}{10em}{5em}}
\@ifundefined{c@section}{\newcounter{section}}{}
\@ifundefined{c@chapter}{\newcounter{chapter}}{}
\newif\if@mainmatter 
\@mainmattertrue
\def\chaptername{Chapter}
\def\frontmatter{%
  \pagenumbering{roman}
  \def\thechapter{\@roman\c@chapter}
  \def\theHchapter{\roman{chapter}}
  \def\thesection{\@roman\c@section}
  \def\theHsection{\roman{section}}
  \def\@chapapp{}%
}
\def\mainmatter{%
  \cleardoublepage
  \def\thechapter{\@arabic\c@chapter}
  \setcounter{chapter}{0}
  \setcounter{section}{0}
  \pagenumbering{arabic}
  \setcounter{secnumdepth}{6}
  \def\@chapapp{\chaptername}%
  \def\theHchapter{\arabic{chapter}}
  \def\thesection{\@arabic\c@section}
  \def\theHsection{\arabic{section}}
}
\def\backmatter{%
  \cleardoublepage
  \setcounter{chapter}{0}
  \setcounter{section}{0}
  \setcounter{secnumdepth}{2}
  \def\@chapapp{\appendixname}%
  \def\thechapter{\@Alph\c@chapter}
  \def\theHchapter{\Alph{chapter}}
  \appendix
}
\newenvironment{bibitemlist}[1]{%
   \list{\@biblabel{\@arabic\c@enumiv}}%
       {\settowidth\labelwidth{\@biblabel{#1}}%
        \leftmargin\labelwidth
        \advance\leftmargin\labelsep
        \@openbib@code
        \usecounter{enumiv}%
        \let\p@enumiv\@empty
        \renewcommand\theenumiv{\@arabic\c@enumiv}%
	}%
  \sloppy
  \clubpenalty4000
  \@clubpenalty \clubpenalty
  \widowpenalty4000%
  \sfcode`\.\@m}%
  {\def\@noitemerr
    {\@latex@warning{Empty `bibitemlist' environment}}%
    \endlist}

\def\tableofcontents{\section*{\contentsname}\@starttoc{toc}}
\parskip0pt
\parindent1em
\def\Panel#1#2#3#4{\multicolumn{#3}{){\columncolor{#2}}#4}{#1}}
\newenvironment{reflist}{%
  \begin{raggedright}\begin{list}{}
  {%
   \setlength{\topsep}{0pt}%
   \setlength{\rightmargin}{0.25in}%
   \setlength{\itemsep}{0pt}%
   \setlength{\itemindent}{0pt}%
   \setlength{\parskip}{0pt}%
   \setlength{\parsep}{2pt}%
   \def\makelabel##1{\itshape ##1}}%
  }
  {\end{list}\end{raggedright}}
\newenvironment{sansreflist}{%
  \begin{raggedright}\begin{list}{}
  {%
   \setlength{\topsep}{0pt}%
   \setlength{\rightmargin}{0.25in}%
   \setlength{\itemindent}{0pt}%
   \setlength{\parskip}{0pt}%
   \setlength{\itemsep}{0pt}%
   \setlength{\parsep}{2pt}%
   \def\makelabel##1{\upshape ##1}}%
  }
  {\end{list}\end{raggedright}}
\newenvironment{specHead}[2]%
 {\vspace{20pt}\hrule\vspace{10pt}%
  \phantomsection\label{#1}\markright{#2}%

  \pdfbookmark[2]{#2}{#1}%
  \hspace{-0.75in}{\bfseries\fontsize{16pt}{18pt}\selectfont#2}%
  }{}
      \def\TheFullDate{2014-01-15 (revised: 15 January 2014)}
\def\TheID{\makeatother }
\def\TheDate{2014-01-15}
\title{Service Quality Dimensions of Islamic Banks: A Scale Development Approach}
\author{}\makeatletter 
\makeatletter
\newcommand*{\cleartoleftpage}{%
  \clearpage
    \if@twoside
    \ifodd\c@page
      \hbox{}\newpage
      \if@twocolumn
        \hbox{}\newpage
      \fi
    \fi
  \fi
}
\makeatother
\makeatletter
\thispagestyle{empty}
\markright{\@title}\markboth{\@title}{\@author}
\renewcommand\small{\@setfontsize\small{9pt}{11pt}\abovedisplayskip 8.5\p@ plus3\p@ minus4\p@
\belowdisplayskip \abovedisplayskip
\abovedisplayshortskip \z@ plus2\p@
\belowdisplayshortskip 4\p@ plus2\p@ minus2\p@
\def\@listi{\leftmargin\leftmargini
               \topsep 2\p@ plus1\p@ minus1\p@
               \parsep 2\p@ plus\p@ minus\p@
               \itemsep 1pt}
}
\makeatother
\fvset{frame=single,numberblanklines=false,xleftmargin=5mm,xrightmargin=5mm}
\fancyhf{} 
\setlength{\headheight}{14pt}
\fancyhead[LE]{\bfseries\leftmark} 
\fancyhead[RO]{\bfseries\rightmark} 
\fancyfoot[RO]{}
\fancyfoot[CO]{\thepage}
\fancyfoot[LO]{\TheID}
\fancyfoot[LE]{}
\fancyfoot[CE]{\thepage}
\fancyfoot[RE]{\TheID}
\hypersetup{citebordercolor=0.75 0.75 0.75,linkbordercolor=0.75 0.75 0.75,urlbordercolor=0.75 0.75 0.75,bookmarksnumbered=true}
\fancypagestyle{plain}{\fancyhead{}\renewcommand{\headrulewidth}{0pt}}

\date{}
\usepackage{authblk}

\providecommand{\keywords}[1]
{
\footnotesize
  \textbf{\textit{Index terms---}} #1
}

\usepackage{graphicx,xcolor}
\definecolor{GJBlue}{HTML}{273B81}
\definecolor{GJLightBlue}{HTML}{0A9DD9}
\definecolor{GJMediumGrey}{HTML}{6D6E70}
\definecolor{GJLightGrey}{HTML}{929497} 

\renewenvironment{abstract}{%
   \setlength{\parindent}{0pt}\raggedright
   \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}}
   \vskip16pt
   \textcolor{GJBlue}{\large\bfseries\abstractname\space}
}{%   
   \vskip8pt
   \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}}
   \vskip16pt
}

\usepackage[absolute,overlay]{textpos}

\makeatother 
      \usepackage{lineno}
      \linenumbers
      
\begin{document}

             \author[1]{Dr. Asif  Akhtar}

             \author[2]{Dr. Asma  Zaheer}

             \affil[1]{  Aligarh Muslim University}

\renewcommand\Authands{ and }

\date{\small \em Received: 12 December 2013 Accepted: 3 January 2014 Published: 15 January 2014}

\maketitle


\begin{abstract}
        


The purpose of this paper is to identify the key dimensions of service quality of an Islamic bank.A modified SERVQUAL scale based on five dimensional approach is administered to determine the perception of Islamic banks customers towards service quality. The basic purpose of the study is to develop a scale for this purpose. A mail survey with the help of online questionnaire is carried out. Non probability sampling especially snowball and judgmental sampling techniques for sample size 185 has been used. The responses were collected from the 7 Islamic banks located in the Gulf countries mainly the U.A.E. and the K.S.A. Data analysis is done in the form principal Component Analysis (PCA) and Confirmatory Factor Analysis (CFA) to validate the scale. Independent sample T test and One Way ANOVA are used to validate the hypotheses.

\end{abstract}


\keywords{islamic banks, customer satisfaction, SERVQUAL. CFA, SEM.}

\begin{textblock*}{18cm}(1cm,1cm) % {block width} (coords) 
\textcolor{GJBlue}{\LARGE Global Journals \LaTeX\ JournalKaleidoscope\texttrademark}
\end{textblock*}

\begin{textblock*}{18cm}(1.4cm,1.5cm) % {block width} (coords) 
\textcolor{GJBlue}{\footnotesize \\ Artificial Intelligence formulated this projection for compatibility purposes from the original article published at Global Journals. However, this technology is currently in beta. \emph{Therefore, kindly ignore odd layouts, missed formulae, text, tables, or figures.}}
\end{textblock*}


\let\tabcellsep& 	 	 		 
\section[{Introduction a) Service Quality}]{Introduction a) Service Quality}\par
ey to success and survival of any business is the deliverance of quality services to customers and Islamic banks are not exception to this. The banking industry is facing very intense competition due to technological advancement and improved communication systems. Financial services provided by banks are generally undifferentiated products. The banks can distinguish themselves on the basis of improved service quality which is critical for expansion of market share \hyperref[b34]{(Shafie, Azmi \& Haron, 2004}). However, it is difficult to define and measure quality in services because of the intangible nature of services offered. However, a series of researches have been conducted to determine what service quality actually means, what the dimensions of service qualities are and how a bank can have an edge over its competitors in this intensely competitive market. Customer satisfaction, loyalty, recommendation to others, etc. can be achieved through improved service quality. 
\section[{b) Service Quality Dimensions}]{b) Service Quality Dimensions}\par
The meaning of quality may differ from person to person but generally it is the thing that meets the customer's expectations that is helpful in gaining and retaining customers  {\ref (Ijaz \& Ali, 2013)}. There has been a debate in literature about how to best describe service quality concept. \hyperref[b28]{Parasuraman et al. (1985)} presented a service quality model based on GAP analysis. The GAPS are due to differences between -consumers'' expectation and management perception, management's perception of consumers' expectation and service quality specification, service quality specifications and service actually delivered, service delivery to consumers and communication to consumers about the service delivery and consumers' expectation and perceived service. Thus, service quality is a function of perception and expectations. It is important to find out the gap between the customer expectations of quality services and customers perceptions of organization's performance. This gap may be regarded as the service quality gap  {\ref (Tahir \& Bakar, 2007)}. Further, finding out the gaps between service quality standards and service quality performance is also critical. SERVQUAL was developed to measure the customers' perceptions of service quality. SERVQUAL has five dimensionsreliability, responsiveness, tangibility, assurance and empathy \hyperref[b29]{(Parasuraman et al., 1988}\hyperref[b30]{(Parasuraman et al., , 1991))}.  developed an instrument called CARTER based on 35 items having six dimensions. This was the first time a new dimension was added to SERVQUAL five dimensions called "compliance with Islamic principles" that defines the bank's ability to operate in compliance with the principles of Islamic banking and economy \hyperref[b0]{(Abedniya and Zaeim, 2011)}. \hyperref[b16]{Gronroos (1982)} suggested three dimensions of service qualitytechnical quality, functional quality and corporate image. Lehthinan and lehthinen (1982) identified three dimensions of service quality as physical quality, corporate quality and interactive quality. \hyperref[b11]{Cronin and Taylor (1992)} developed SERVPERF to compare with SERQUAL. \hyperref[b4]{Avkiran (1994)} proposed four factors scale that consists of seventeen items to measure service quality.\par
Many authors have discussed that service quality dimensions may vary in different sectors, countries as well as cultures \hyperref[b10]{(Chaker and Jabnoun, 2010)}. The service quality dimensions of reliability, access and understanding the customers are ass-ociated with the features of economic development that are usually found in developed countries. Also, the service quality dimensions seemed to have correlation with Hofstede's cultural dimensions such as power and individualism/collectivism  {\ref (Malhotra et al., 1994)}. 
\section[{c) Islamic Banking}]{c) Islamic Banking}\par
Islamic Banking may be regarded as a noninterest based financial institution following guided by Islamic Laws in its operations  {\ref (Haque, Usman and Ismail, 2009)}. Islamic Banking can be distinguished \hyperref[b13]{(Ebrahimi and Moghadam, 2012)} from Non-Islamic Banking on three important grounds Islamic banking products are similar to the products of Conventional banking (credit cards, investments, cheque collection, etc.), the difference is Islamic banking follows Islamic Law (Shariah) for their operations in which interest is strictly prohibited \hyperref[b12]{(Dusuki and Abdullah, 2007)}.\par
According to Asian Banker (2005), Islamic Banking has been established in more than 100 countries with an estimated asset of \$300 billion. Ernst and Young tracked industry performance across core Islamic finance markets with a combined GDP of \$5 trillion in 2011. Islamic banking assets are forecast to grow beyond the milestone of \$2 trillion by 2014. Further, 10 of the world's 25 Rapid Growth Markets (RGMs) have large Muslim populations and this way, offers a large growth opportunities for Islamic banking industry. 
\section[{d) Islamic Banking Service Quality and Customer Satisfaction}]{d) Islamic Banking Service Quality and Customer Satisfaction}\par
Islamic banks have started their operations in 21 st century and they are competing with well established conventional banks. They are competing in the same market in terms of products and services offerings \hyperref[b24]{(Naser and Moutinho, 1997)}. It is a challenge for Islamic banks to gain new customers and to retain the old ones. Thus, Islamic banks are not only competing with each others, but also with the conventional banks which are well established in terms of customers and market share (Ahmad, Rehman, Saif and Safwan, 2010). Banks have realized the importance of service quality for successful survival in this competitive environment \hyperref[b39]{(Wang et al., 2003)}. Service quality is an important determinant in measuring the success of an organization. Customer satisfaction lies in how well a service meets or exceeds their expectations and accordingly customers judge the performance of the organization  {\ref (Parasuraman et al., 1990)}. This creates a challenge for marketers to measure service quality from customers' point of view \hyperref[b0]{(Abedniya and Zaeim, 2011)}. Islamic banking showed an extra ordinary performance and studies in the world showed positive perspective of service quality satisfaction by customers  {\ref (Ijaz and Ali, 2013)}. Banks should develop customer service standards to maintain profitable relations \hyperref[b21]{(Metawa and Almossawi, 1998)}. Trust and commitment are crucial factors for customer satisfaction \hyperref[b25]{(Nelson, 2006)} which determines the likelihood of repurchase intentions \hyperref[b38]{(Taap, Chong, Kumar and Fong, 2011)}. The banks all over the world are realizing the importance of quality of services and trying to improve their service quality to attract more customers. 
\section[{II.}]{II.} 
\section[{Literature Review}]{Literature Review}\par
Services are intangible in nature. Therefore, it is difficult to define and measure quality in services because of the intangible nature of services offered. However, a series of researches have been conducted to determine what service quality actually means, what the dimensions of service qualities are and how a bank can have an edge over its competitors in this intensely competitive market. a) Service Quality Models \hyperref[b28]{Parasuraman et al. (1985)} presented service quality GAP model and described service quality as a function of perception and expectation. The existence of gap is the result of difference between perception and expectation. Thus, key to managing perceived service quality is to minimize this gap.SQ = ??P ij ? E ij ? ?? ?? =1\par
Where: SQ = Over all service quality; K = Number of attributes; P ij = Performance perception; and E ij = Service quality expectation This GAP analysis was refined into a scale called SERVQUAL to measure service quality perceptions of customers \hyperref[b29]{(Parasuraman et al., 1988)} and the original ten dimensions were merged into five Year ( ) 
\section[{( )}]{( )}\par
dimensions of reliability, responsiveness, tangibles, assurance and empathy. The instrument was again refined in 1991 \hyperref[b34]{(Shafie, Azmi \& Haron, 2004)}. SERVQUAL has been widely used by researchers and managers in assessing the customer perception of service quality in different industries \hyperref[b32]{(Sangeetha and Mahalingam, 2011)}. However, dimensions of the instrument for service quality depend upon the type of industry under study \hyperref[b8]{(Babakus and Boller, 1992)}. Further, culture is also an important factor in determining the dimensions of service quality (Gayatri, Hume and Mort, 2011). Therefore, it is important to develop measures of service quality with respect to the country and culture under study \hyperref[b19]{(Jabnoun and Khalifa, 2005)} and accordingly, there is a need to modify or add dimensions to existing model, SERVQUAL, to bring out valid findings from research.  suggested an additional sixth dimension to the existing five dimensions of SERVQUAL as "Compliance" and proposed a new model called CARTER based on 35 items \hyperref[b34]{(Shafie, Azmi \& Haron, 2004}). They considered it necessary because they believed that Islamic banking operates on the basis of different principles and culture. Therefore, they added "compliance to Islamic Law" as sixth dimensions along with items such as -Islamic laws and principles based operations, no involvement of interest, Islamic products and services and provision of profit sharing products. In an application of CARTER model on Kuwait Finance House to measure the service quality in Islamic banking industry,  found positive link between quality, satisfaction and service encounter.  {\ref Abedniya}  Despite its wide application, SERVQUAL approach is criticized by some authors on conceptual as well as on operational grounds (Cronin and Taylor, 1992; Babakus and Boller 1992; \hyperref[b7]{Brown et al., 1993;}\hyperref[b14]{Gilmore and Carson, 1993;}\hyperref[b36]{Teas, 1993 and}.  {\ref Cronin} and Taylor (1992) suggested a performance based instrument called "SERVPERF" as they believed that performance based instrument is better than any other service quality measures. However, 22 items from SERVQUAL model were considered valid and were used in the SERVPERF model \hyperref[b15]{(Gayatri, Hume and Mort, 2011)}.\par
In a new approach, Al-Mutawa and Ibrahim (2013) attempted to match front-desk employees' personality traits with the customers' assessment of Islamic Bank's service quality in the UAE using Mini-Markers instrument and SERVPERF instrument and regression analysis was used to determine the relationship between them. In an earlier study by Bhatti, Zafarullah, Awan and Bukhari (2011) examined key determinants using internal organizational service quality orientation factors (abbreviated as ISQF) from employees' perspective. The paper studied relationship between ISQFs (employees' service performance, service concept, employees' service competence, employees' training and employees' customer service orientation) which are critical to improve service quality performance.\par
Few other service quality models that have been used by researchers include Logit model \hyperref[b17]{(Haque, Osman and Ismail, 2009)}. Logit model is a mathematical model which guarantees that probabilities calculated from Logit model lie within the logical bounds of 0 and 1. They found a positive relationship of quality of service, availability of service, religious perspective and confidence in bank with perception of customers about Islamic banks.  {\ref Misbach}    
\section[{Research Objective}]{Research Objective}\par
To identify the key dimensions of service quality scale for Islamic banks and its variations with the demographic variables of the respondents. 
\section[{IV.}]{IV.} 
\section[{Methodology}]{Methodology}\par
The research design used in this study is Descriptive in nature. Snowball and Judgmental sampling techniques has been used as sampling techniques. There was an online Questionnaire based on modified SERVQUAL has been used for collecting the data. The five points of the scale represent the following five categories of response: (5) strongly agree, (4) Agree, (3) neither agree Nor Disagree (2) disagree, and (1) strongly disagree.\par
The questionnaire consisted of two parts. The first part included 22 items categorized in five dimensions of the service quality. The second part consists of the 4 items of customer satisfaction. 
\section[{a) Exploratory Factor Analysis}]{a) Exploratory Factor Analysis}\par
Exploratory factor analysis (EFA) was performed using SPSS 16. The analysis was conducted using principal component analysis with varimax rotation and Kaiser normalisation as an extraction method. The five factors identified were chosen in terms of eigenvalues larger than 1.0.\par
The Kaiser-Mayer-Olkin (KMO) test was used to measure the sampling adequacy for principal component analysis. The value of KMO is .679, which is considered good. In order to measure sphericity in the study, a Bartlett's test was applied, which showed that the sample was significant at 0.000, which is also acceptable and indicating absolute significant.\par
A reliability test was also applied in this study, as this tests the consistency and the positive correlation between the model's variables. Reliability was measured by Cronbach's Alpha. The closer the Cronbach's Alpha result is to one, the higher the reliability of the study. In this study, the Cronbach's Alpha result was 0.875, which indicates a high degree of reliability. The identified factors represented 66.92\% of the variance of the variables.  V. 
\section[{Measurement Model}]{Measurement Model}\par
Confirmatory factor analysis was estimated on 22 items measuring six constructs. In addition, it was also checked the measurement properties of the variables by comparing the baseline model with alternate models. Suggested six-factor model resulted in a significant chi-square statistic and goodness-of-fit indices suggesting that the model fits the observed covariances well (?2=815.1, p<0.01, df=283, ?2/df=1.87 (<3), CFI=0.954; GFI=0.597; AGFI=.501; RMR=0.110; RMSEA=0.01). In addition, all items loaded significantly on their respective constructs (with the lowest t-value being 3.58), providing support for the convergent validity of measurement items. Finally, discriminant validity was obtained for all constructs since the variance extracted for each construct was greater than its squared correlations with other constructs  {\ref (Fornell \& Larcker, 1981)}. With overall model accepted, each of the dimensions was evaluated separately for construct reliability (CR) and variance extracted, the values are shown in table  {\ref 2}. It shows that the CR ranges from 0.765 to 0.897, the construct's average variance extracted (AVE) ranges from 0.521 to 0.679, and the construct's AVE of each latent variable is over 0.5, which represents sufficient convergent validity (Hair et al., 1998). 1 S3T e3 1 S2T e2 1 S1T e1 1 Reliability S9R e9 1 1 S8R e8 1 S7R e7 1 S6R e6 1 S5R e5 1 Responsiveness S13RES e13 S12RES e12 S11RES e11 S10RES e10 1 1 1 1 1 Assurance S17AS e17 S16AS e16 S15AS e15 S14AS e14 1 1 1 1 1 Empathy S22E e22 S21E e21 S20E e20 S19E e19 S18E e18 1 1 1 1 1 1 Satisfaction S26CS e26 S25CS e25 S24CS e24 S23CS e23 1 1 1 1 1\par
difference while along with Gender, Country and Profession it has insignificant difference.\par
Empathy along with age and profession has insignificant difference while gender, country and educational qualification has significant difference. Responsiveness with demographic variables such as Age, Gender, Country, Profession and Educational Qualification has insignificant difference. Assurance along with Country and Profession has significant difference while along with Age, Gender and Educational Qualification has insignificant difference.\par
Customer satisfaction along with Profession has significant difference while along with Age, Gender, Country and educational Qualification it has insignificant difference. 
\section[{VIII.}]{VIII.} 
\section[{Conclusions}]{Conclusions}\par
Now a days with the changing world scenario in the aftermath of global financial crisis, remain profitable is a key challenge for the financial institutions. They are exploring ways to keep their customers satisfied with the quality of service they provide. They are developing frameworks to determine the drivers of service quality and their impact on overall customer satisfaction. Islamic banking industry pays more attention on the dimensions of service quality to remain more competitive with their conventional counterparts. This study applied five dimensional model of SERVQUAL for measuring the service quality of Islamic banks. Tangible elements of Islamic banks have a direct impact on satisfaction. So it needs to be improved further to achieve high satisfaction level.\par
In financial transactions, reliability of the service providers is a vital factor of service quality. This study also approved this hypothesis that reliability influenced satisfaction. Banking institutions need to devised strategies to strengthen this dimension of service quality. In Islamic banks, transaction is reliable if it compliance the basic principle of transparency, justice and free from interest. An interesting finding is the negative influence of responsiveness on customer satisfaction, which demands for the redesign of the existing communication network of the banks. Assurance influences the customer satisfaction of the banks along with the empathy as the one of the construct of service quality. 
\section[{Global Journal of Management and Business Research}]{Global Journal of Management and Business Research}\par
Volume XIV Issue V Version I Year ( )\begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-2.png}
\caption{\label{fig_0}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.85\textwidth}}
Many\\
Islamic financial institutions in different countries do not\\
have Muslims majorities and conventional banks are\\
providing banking facilities to attract Muslim customers.\\
Citibank, HSBC, OCBC and Standard Chartered are\\
examples (Taap, Chong, Kumar and Fong, 2011).\end{longtable} \par
 
\caption{\label{tab_0}?}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.85\textwidth}}
and Zaeim (2011)\\
used CARTER model and disconfirmation model for\\
measuring the level of customers' perceived service\\
quality. Shafie, Azmi \& Haron (2004) applied CARTER\\
dimensions to study the perception of retail customers\\
of Malaysian Islamic banks and found that level of\\
satisfaction is significant. The CARTER was based on 35\\
items and evaluated on six dimensions of compliance,\\
assurance, reliability, tangible, empathy and responsive-\\
ness. Results prove the reliability of these instruments.\\
In a study in Malaysian Islamic Bank, Amin and\\
Isa (2008) examined relationship between service quality\\
perception and customer's satisfaction by adopting and\\
modifying SERVQUAL and CARTER scales. In an\\
another study on Customized measure of service quality\\
in the UAE, Jabnoun and Khalifa (2005) designed a 30\\
items questionnaire based on five dimensions of\\
SERVQUAL and two additional dimensions of values\\
and image. Likewise, there has been a continued\\
research by different authors using and modifying\\
SERVQUAL as per the need of the country and culture\\
under study -Al-\end{longtable} \par
 
\caption{\label{tab_1}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{21} \par 
\begin{longtable}{P{0.0036217633562766302\textwidth}P{0.009750901343821698\textwidth}P{0.08552933464437888\textwidth}P{0.015601442150114716\textwidth}P{0.3451819075712881\textwidth}P{0.39031465093412\textwidth}}
\tabcellsep \tabcellsep \multicolumn{4}{l}{Service Quality Dimensions of Islamic Banks: A Scale Development Approach}\\
\tabcellsep S.No.\tabcellsep Author(s)\tabcellsep Year\tabcellsep Findings\tabcellsep Key variable used\\
\tabcellsep 1.\tabcellsep Ijaz and Ali\tabcellsep 2013\tabcellsep Islamic banks managers showed\tabcellsep SERVQUAL instrument of service\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep greater satisfaction than customers\tabcellsep quality containing five dimensions of\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep service quality.\\
\tabcellsep 2.\tabcellsep Al-Mutawa abd Ibrahim\tabcellsep 2013\tabcellsep Personality traits do not have interd-\tabcellsep Mini-Markers instruments to asses\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep ependent effect on customers' service\tabcellsep personality traits and SERVPERF inst-\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep quality perception\tabcellsep rument for service quality\\
\tabcellsep 3.\tabcellsep Butt and Aftab\tabcellsep 2013\tabcellsep Attitude towards Halal banking has\tabcellsep Structural equation modeling proce-\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep positive influences on e-service quality\tabcellsep dure\\
\tabcellsep 4.\tabcellsep Abedniya and Zaeim\tabcellsep 2011\tabcellsep Level of customers' perceived service\tabcellsep CARTER instrument and disconfirm-\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep quality\tabcellsep ation model for measuring perceived\\
Year\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep service quality and gap between the customer expectation and customer perception of service quality dimen-\\
14\tabcellsep 5.\tabcellsep Omar Siddiqui\tabcellsep 2011\tabcellsep Positive correlation between service\tabcellsep sion A research model was developed to\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep quality attributes and customer\tabcellsep know the interrelationship service\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep satisfaction\tabcellsep quality and customer loyalty\\
\tabcellsep 6.\tabcellsep Ahmad, Rehman, Saif\tabcellsep 2010\tabcellsep Service quality Perception of Islamic\tabcellsep Descriptive statistics for demogr-\\
\tabcellsep \tabcellsep and Safwan\tabcellsep \tabcellsep banks customers is higher than the\tabcellsep aphic characteristics and T-test to\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep Conventional banks\tabcellsep examine the difference in perception\\
\tabcellsep 7.\tabcellsep Haque, Osman and\tabcellsep 2009\tabcellsep Confirm positive relationship of quality\tabcellsep A Logit model was used for\\
\tabcellsep \tabcellsep Ismail\tabcellsep \tabcellsep of service, availability of service, religi-\tabcellsep hypotheses testing\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep ous perspective and confidence in\tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep bank with perception of customers\tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep about Islamic banks\tabcellsep \\
\tabcellsep 8.\tabcellsep Tahir and Bakar\tabcellsep 2007\tabcellsep Service quality provided by banks was\tabcellsep SERVQUAL model on 22 attributes\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep below customers' expectations\tabcellsep with five dimensions of Tangibility,\\
( ) ( )\tabcellsep 9.\tabcellsep Malhotra et al.\tabcellsep 2005\tabcellsep Customer perception of service quality\tabcellsep Reliability, Responsiveness, Assura-nce and Empathy. Used 10 dimensions to measure\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep in developing countries were different\tabcellsep quality of service\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep from perception customers in develop-\tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep ped countries\tabcellsep \\
\tabcellsep 10.\tabcellsep Shafie, Azmi and Haron\tabcellsep 2004\tabcellsep Significant validity of 35 attributes of\tabcellsep CARTER model with 35 items having\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep CARTER and six dimensions, complia-\tabcellsep six dimensions of Compliance, Assu-\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep nce being most important dimension\tabcellsep rance, Reliability, Tangibles, Empa-\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep thy and Responsiveness.\\
\tabcellsep 11.\tabcellsep Al-Tamimi and Al-Amiri\tabcellsep 2003\tabcellsep Positive significant relationship betw-\tabcellsep Linear regression results to indicate\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep een service quality and SERVQUAL\tabcellsep relationship between overall service\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep dimensions, but difference in level of\tabcellsep quality and the SERVQUAL dimensi-\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep service quality in UAE Islamic banks\tabcellsep ons in the UAE Islamic banks. AN-\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep OVA results to indicate differences in\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep level of service quality\\
\tabcellsep 12.\tabcellsep Othman and Owen\tabcellsep 2001\tabcellsep CARTER model is multidimensional\tabcellsep CARTER model with 34 items was\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep and provides different implications for\tabcellsep used. A dimension was added to\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep managers and researchers\tabcellsep SERVQUAL as Compliance with\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Islamic Law dimension\\
\tabcellsep 13.\tabcellsep Avkiran\tabcellsep 1994\tabcellsep Helps in diagnose problems in delivery\tabcellsep Seventeen items to measure service\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep of quality services and taking decisions\tabcellsep quality based on four dimensions\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep (Staff conduct, Credibility, Commun-\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep ication and Assess to teller services.\end{longtable} \par
 
\caption{\label{tab_2}Table 2 . 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{22} \par 
\begin{longtable}{P{0.016346153846153847\textwidth}P{0.03017751479289941\textwidth}P{0.23324704142011832\textwidth}P{0.5702292899408283\textwidth}}
S.No.\tabcellsep Year\tabcellsep Author and Country\tabcellsep Findings\\
1.\tabcellsep 2013\tabcellsep Misbach, Saruchman, Hadiwidjojo and\tabcellsep Significant influence of Islamic bank service quality on\\
\tabcellsep \tabcellsep Armanu (Indonesia)\tabcellsep customer satisfaction, responsiveness is the strongest\\
\tabcellsep \tabcellsep \tabcellsep factor and compliance is the weakest\\
2.\tabcellsep 2013\tabcellsep Ijaz and Ali (Pakistan)\tabcellsep Managers showed greater satisfaction than customers for\\
\tabcellsep \tabcellsep \tabcellsep service quality of Islamic banks\\
3.\tabcellsep 2013\tabcellsep Butt and Aftab (Malaysia)\tabcellsep towards Halal banking positively influences\\
\tabcellsep \tabcellsep \tabcellsep perceived e-service quality\\
4.\tabcellsep 2013\tabcellsep Al-Mutawa and Ibrahim (UAE)\tabcellsep Positive results for linkages between employees' traits and\\
\tabcellsep \tabcellsep \tabcellsep service quality perceptions\\
5.\tabcellsep 2012\tabcellsep Ebrahimi and Moghadam (Iran)\tabcellsep Assurance and responsiveness are most important factors\\
\tabcellsep \tabcellsep \tabcellsep and Islamic banking is least important\\
6.\tabcellsep 2011\tabcellsep Siddiqi (Bangladesh)\tabcellsep SERVQUAL is suitable for measuring service quality in\\
\tabcellsep \tabcellsep \tabcellsep Bangladesh\\
7.\tabcellsep 2011\tabcellsep \multicolumn{2}{l}{Taap, Chong, Kumar and Fong (Malaysia) Difference between Isalmic banks and conventional banks}\\
\tabcellsep \tabcellsep \tabcellsep lie in terms of degree but not in terms of pattern\\
8.\tabcellsep 2010\tabcellsep Chaker and Jabnoun (Qatar)\tabcellsep Lack of empowerment, centralization and lack of\\
\tabcellsep \tabcellsep \tabcellsep transformational leadership were found significant barriers\\
\tabcellsep \tabcellsep \tabcellsep to service quality in Islamic banks in Qatar\\
9.\tabcellsep 2010\tabcellsep Ahmad, Bashir and Nawaz (Pakistan)\tabcellsep Weak positive correlation between service quality and\\
\tabcellsep \tabcellsep \tabcellsep performance of Islamic banks\\
10.\tabcellsep 2008\tabcellsep Amin and Isa (Malaysia)\tabcellsep Significant relationship between service quality and\\
\tabcellsep \tabcellsep \tabcellsep customer satisfaction\\
\tabcellsep III.\tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_3}Table 2 . 2 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{31} \par 
\begin{longtable}{P{0.34861751152073733\textwidth}P{0.17235023041474654\textwidth}P{0.32903225806451614\textwidth}}
\tabcellsep \tabcellsep Year\\
\tabcellsep \tabcellsep Volume XIV Issue V Version I\\
\tabcellsep \tabcellsep )\\
\tabcellsep \tabcellsep (\\
Dimensions Tangibility Reliability Responsiveness Assurance Empathy Customer satisfaction\tabcellsep No. of items 1-4 5-9 10-13 14-17 18-22 23-26\tabcellsep Global Journal of Management and Business Research\end{longtable} \par
 
\caption{\label{tab_4}Table 3 . 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{32} \par 
\begin{longtable}{P{0.24516837481698386\textwidth}P{0.26881405563689603\textwidth}P{0.07964860907759883\textwidth}P{0.04978038067349927\textwidth}P{0.20658857979502196\textwidth}}
Item no.\tabcellsep Factor Loading\tabcellsep Factor extraction\tabcellsep Cronbach's alpha\tabcellsep Mean Value\\
Tangibility 1\tabcellsep 0.806605\tabcellsep \tabcellsep \tabcellsep 3.6706\\
Tangibility 2\tabcellsep 0.648282\tabcellsep \tabcellsep \tabcellsep 3.5059\\
Tangibility 3\tabcellsep 0.69773\tabcellsep 21.08665\tabcellsep .515\tabcellsep 3.8706\\
Tangibility 4\tabcellsep 0.823918\tabcellsep \tabcellsep \tabcellsep 3.8471\\
Reliability1\tabcellsep 0.885335\tabcellsep \tabcellsep \tabcellsep 3.8353\\
Reliability2\tabcellsep 0.742648\tabcellsep \tabcellsep \tabcellsep 4.0118\\
Reliability3\tabcellsep 0.782888\tabcellsep \tabcellsep .722\tabcellsep 3.1176\\
Reliability4\tabcellsep 0.713545\tabcellsep 15.81549\tabcellsep \tabcellsep 3.9176\\
Reliability5\tabcellsep 0.657836\tabcellsep \tabcellsep \tabcellsep 4.3647\\
Responsiveness1\tabcellsep 0.645635\tabcellsep \tabcellsep \tabcellsep 3.5176\\
Res11\tabcellsep 0.770433\tabcellsep \tabcellsep .605\tabcellsep 3.5176\\
RES12\tabcellsep 0.679438\tabcellsep 8.598285\tabcellsep \tabcellsep 3.9294\\
RES13\tabcellsep 0.553201\tabcellsep \tabcellsep \tabcellsep 3.8235\\
A14\tabcellsep 0.478\tabcellsep \tabcellsep \tabcellsep 3.9412\\
A15\tabcellsep 0.559525\tabcellsep 7.80762\tabcellsep .660\tabcellsep 4.2824\\
A16\tabcellsep 0.484582\tabcellsep \tabcellsep \tabcellsep 3.8471\\
A17\tabcellsep 0.439919\tabcellsep \tabcellsep \tabcellsep 3.8471\\
E18\tabcellsep 0.634971\tabcellsep \tabcellsep \tabcellsep 3.9059\\
E19\tabcellsep 0.583003\tabcellsep \tabcellsep .677\tabcellsep 3.6118\\
E20\tabcellsep 0.612363\tabcellsep 7.062446\tabcellsep \tabcellsep 3.9412\\
E21\tabcellsep 0.873837\tabcellsep \tabcellsep \tabcellsep 3.9059\\
E22\tabcellsep 0.414168\tabcellsep \tabcellsep \tabcellsep 3.9294\\
SAT23\tabcellsep 0.6804\tabcellsep 6.591995\tabcellsep \tabcellsep 4.2353\\
SAT24\tabcellsep 0.458958\tabcellsep \tabcellsep .869\tabcellsep 4.3176\\
SAT25\tabcellsep 0.775875\tabcellsep \tabcellsep \tabcellsep 4.2235\\
SAT26\tabcellsep 0.723989\tabcellsep \tabcellsep \tabcellsep 4.2235\end{longtable} \par
 
\caption{\label{tab_5}Table 3 . 2 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{51} \par 
\begin{longtable}{P{0.2542056074766355\textwidth}P{0.20654205607476636\textwidth}P{0.11651090342679127\textwidth}P{0.12975077881619937\textwidth}P{0.14299065420560747\textwidth}}
Year\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
2 16\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
Volume XIV Issue V Version I\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
Global Journal of Management and Business Research A ( ) ( )\tabcellsep Constructs Tangibility Reliability Responsiveness Assurance\tabcellsep Cronbach's Alpha .826 .844 .927 .866\tabcellsep Composite Reliability .893 .865 .897 .765\tabcellsep Average Variance Explained .567 .679 .534 .656\\
\tabcellsep Empathy\tabcellsep .896\tabcellsep .786\tabcellsep .521\\
\tabcellsep Satisfaction\tabcellsep .786\tabcellsep .834\tabcellsep .556\end{longtable} \par
 
\caption{\label{tab_6}Table 5 . 1 :}\end{figure}
 			\footnote{© 2014 Global Journals Inc. (US)} 		 		\backmatter  			  				\begin{bibitemlist}{1}
\bibitem[Parasuraman et al. ()]{b28}\label{b28} 	 		‘A conceptual model of service quality and its implication for future research’.  		 			A Parasuraman 		,  		 			V A Zeithaml 		,  		 			L L Berry 		.  	 	 		\textit{Journal of Marketing}  		1985. 49  (4)  p. .  	 
\bibitem[Jabnoun and Khalifa ()]{b19}\label{b19} 	 		‘A customized measure of service quality in the UAE’.  		 			N Jabnoun 		,  		 			A Khalifa 		.  	 	 		\textit{Managing Service Quality}  		2005. 15  (4)  p. .  	 
\bibitem[Nelson ()]{b25}\label{b25} 	 		‘A structural equation modeling of the antecedents of relationship quality in the Malaysia banking sector’.  		 			N O Nelson 		.  	 	 		\textit{J. Financ. Serv Mark}  		2006. 11  (2)  p. .  	 
\bibitem[Ebrahimi and Moghadam ()]{b13}\label{b13} 	 		‘A Survey to Recognize the Most Important Dimensions of the Service Quality of Iran's Commercial Banks’.  		 			M R Ebrahimi 		,  		 			A H Moghadam 		.  	 	 		\textit{Journal of Management Research}  		2012. 4  (4)  p. .  	 
\bibitem[Shafie et al. ()]{b34}\label{b34} 	 		‘Adopting and measuring customer service quality in Islamic banks: a case study of Bank Islam Malaysia Berhad’.  		 			S Shafie 		,  		 			W N W Azmi 		,  		 			S Haron 		.  	 	 		\textit{Journal of Muamalat and Islamic Finance Research}  		2004. 1  (1)  p. .  	 
\bibitem[Babakus and Boller ()]{b8}\label{b8} 	 		‘An empirical assessment of SERVQUAL scale’.  		 			E Babakus 		,  		 			G W Boller 		.  	 	 		\textit{Journal of Business Research}  		1992. 24 p. .  	 
\bibitem[Ahmad et al. ()]{b1}\label{b1} 	 		‘An empirical investigation of Islamic banking in Pakistan based on perception of service quality’.  		 			A Ahmad 		,  		 			K Rehman 		,  		 			M I Saif 		,  		 			M N Safwan 		.  	 	 		\textit{African Journal of Business Management}  		2010. 4  (6)  p. .  	 
\bibitem[Amin and Isa ()]{b5}\label{b5} 	 		‘An examination of the relationship between service quality perception and customer satisfaction: a SEM approach towards Malaysian Islamic banking’.  		 			M Amin 		,  		 			Z Isa 		.  	 	 		\textit{International Journal of Islamic and Middle Eastern Finance and Management}  		2008. 1  (3)  p. .  	 
\bibitem[Al-Tamimi and Al-Amiri ()]{b3}\label{b3} 	 		‘Analysing service quality in the UAE Islamic banks’.  		 			H A H Al-Tamimi 		,  		 			A Al-Amiri 		.  	 	 		\textit{Journal of Financial Services Marketing}  		2003. 8  (2)  p. .  	 
\bibitem[Brown and Koenig (1993)]{b7}\label{b7} 	 		‘Applying total quality management to business education’.  		 			D J Brown 		,  		 			H F Koenig 		.  	 	 		\textit{Journal of Education for Business}  		1993. July/August. p. 329.  	 
\bibitem[Ijaz and Ali]{b18}\label{b18} 	 		\textit{Assessing Service Attitude: Service Quality Measures Taken by Islamic Banks in Pakistan},  		 			A T Ijaz 		,  		 			A Ali 		.  		 	 
\bibitem[Metawa and Almossawi ()]{b21}\label{b21} 	 		‘Banking behavior of Islamic bank customers: perspectives and implications’.  		 			S A Metawa 		,  		 			M Almossawi 		.  	 	 		\textit{International Journal of Bank Marketing}  		1998. 16  (7)  p. .  	 
\bibitem[Chaker and Jabnoun ()]{b10}\label{b10} 	 		‘Barriers to service quality in Islamic banks in Qatar’.  		 			M N Chaker 		,  		 			N Jabnoun 		.  	 	 		\textit{International Journal of Commerce and Management}  		2010. 20  (4)  p. .  	 
\bibitem[Teas ()]{b36}\label{b36} 	 		‘Consumer expectations and the measurement of perceived service quality’.  		 			R K Teas 		.  		 \xref{http://dx.doi.org/10.1300/J090v08n02_05}{10.1300/J090v08n02\textunderscore 05}.  		 \url{http://dx.doi.org/10.1300/J090v08n02\textunderscore 05}  	 	 		\textit{Journal of Professional Services Marketing}  		1993. 8  (2)  p. .  	 
\bibitem[Othman and Owen (2001)]{b27}\label{b27} 	 		‘developing an Instrument to measure customer service quality (SQ) in Islamic banking’.  		 			A Othman 		,  		 			L Owen 		.  	 	 		\textit{International Journal of Islamic Financial Services}  		2001. April and June. 3  (1)  p. .  	 
\bibitem[Avkiran ()]{b4}\label{b4} 	 		‘Developing an instrument to measure customer service quality in branch banking’.  		 			N K Avkiran 		.  	 	 		\textit{Inter. J. Bank Mark}  		1994. 12 p. .  	 
\bibitem[Malhotra et al. ()]{b23}\label{b23} 	 		‘Dimensions of service quality in developed and developing economies: multi-country crosscultural comparisons’.  		 			N Malhotra 		,  		 			M U Francis 		,  		 			A James 		,  		 			G Shainesh 		,  		 			W Lan 		.  	 	 		\textit{Inter. Mark Rev}  		2005. 22  (3)  p. .  	 
\bibitem[Al-Mutawa and Ibrahim ()]{b2}\label{b2} 	 		‘Effects of Gender and Personality Traits of Front-Desk Employees on Customers' Assessment of Service Quality: Evidence from Islamic Banks in the UAE’.  		 			S A G Al-Mutawa 		,  		 			M E Ibrahim 		.  	 	 		\textit{International Journal of Business and Management}  		2013. 8  (15)  p. 1.  	 
\bibitem[Bhatti et al. ()]{b6}\label{b6} 	 		‘Employees' perspective of organizational service quality orientation: Evidence from Islamic banking industry’.  		 			M I Bhatti 		,  		 			M Zafarullah 		,  		 			H M Awan 		,  		 			K S Bukhari 		.  	 	 		\textit{International Journal of Islamic and Middle Eastern Finance and Management}  		2011. 4  (4)  p. .  	 
\bibitem[Gilmore and Carson ()]{b14}\label{b14} 	 		‘Enhancing service quality: The case of Sealink Stena’.  		 			A Gilmore 		,  		 			D Carson 		.  	 	 		\textit{Irish Marketing Review}  		1993. 6  (1)  p. .  	 
\bibitem[Teas ()]{b37}\label{b37} 	 		‘Expectations as a comparison standard in measuring service quality: An assessment of a reassessment’.  		 			R K Teas 		.  	 	 		\textit{Journal of Marketing}  		1994. 57  (4)  p. .  	 
\bibitem[Haque et al. ()]{b17}\label{b17} 	 		‘Factor influences selection of Islamic banking: a study on Malaysian customer preferences’.  		 			A Haque 		,  		 			J Osman 		,  		 			A Z Ismail 		.  	 	 		\textit{American Journal of Applied Sciences}  		2009. 6  (5)  p. 922.  	 
\bibitem[Butt and Aftab ()]{b9}\label{b9} 	 		‘Incorporating attitude towards< IT> Halal</IT> banking in an integrated service quality, satisfaction, trust and loyalty model in online Islamic banking context’.  		 			M M Butt 		,  		 			M Aftab 		.  	 	 		\textit{International Journal of Bank Marketing}  		2013. 31  (1)  p. .  	 
\bibitem[Siddiqi ()]{b33}\label{b33} 	 		‘Interrelations between service quality attributes, customer satisfaction and customer loyalty in the retail banking sector in Bangladesh’.  		 			K O Siddiqi 		.  	 	 		\textit{International Journal of Business and Management}  		2011. 6  (3)  p. 12.  	 
\bibitem[Misbach and Hadiwidjojo ()]{b22}\label{b22} 	 		‘Islamic Bank Service Quality and Trust: Study on Islamic Bank in Makassar Indonesia’.  		 			I Misbach 		,  		 			D Hadiwidjojo 		.  	 	 		\textit{International Journal of Business and Management}  		2013. 8  (5)  p. 48.  	 
\bibitem[Taap et al. ()]{b38}\label{b38} 	 		‘Measuring service quality of conventional and Islamic banks: a comparative analysis’.  		 			M A Taap 		,  		 			S C Chong 		,  		 			M Kumar 		,  		 			T K Fong 		.  	 	 		\textit{International Journal of Quality \& Reliability Management}  		2011. 28  (8)  p. .  	 
\bibitem[Cronin and Taylor ()]{b11}\label{b11} 	 		‘Measuring service quality: A re-examination and extension’.  		 			J J Cronin 		,  		 			S A Taylor 		.  		 \xref{http://dx.doi.org/10.2307/1252296}{10.2307/1252296}.  		 \url{http://dx.doi.org/10.2307/1252296}  	 	 		\textit{Journal of Marketing}  		1992. 56  (1)  p. .  	 
\bibitem[Abedniya and Zaeim ()]{b0}\label{b0} 	 		\textit{Measuring the perceive service Quality in the Islamic Banking System in Malaysia},  		 			A Abedniya 		,  		 			M N Zaeim 		.  		2011.  	 
\bibitem[Parasuraman et al. ()]{b30}\label{b30} 	 		‘Refinement and reassessment of the SERVQUAL scale’.  		 			A Parasuraman 		,  		 			L L Berry 		,  		 			V A Zeithaml 		.  	 	 		\textit{Journal of Retailing}  		1991. 67  (4)  p. .  	 
\bibitem[Parasuraman et al. ()]{b31}\label{b31} 	 		‘Refinement and reassessment of the SERVQUAL scale’.  		 			A Parasuraman 		,  		 			V A Zeithaml 		,  		 			L L Berry 		.  	 	 		\textit{Journal of retailing}  		2004. 67  (4)  p. 114.  	 
\bibitem[Tahir and Abubakar ()]{b35}\label{b35} 	 		‘Service quality gap and customers satisfactions of commercial banks in Malaysia’.  		 			I Tahir 		,  		 			N Abubakar 		.  	 	 		\textit{Intl. Rev. Business Res. Papers}  		2007. 3  (4)  p. .  	 
\bibitem[Sangeetha and Mahalingam ()]{b32}\label{b32} 	 		‘Service quality models in banking: a review’.  		 			J Sangeetha 		,  		 			S Mahalingam 		.  	 	 		\textit{International Journal of Islamic and Middle Eastern Finance and Management}  		2011. 4  (1)  p. .  	 
\bibitem[Lehtinen and Lehtinen ()]{b20}\label{b20} 	 		\textit{Service Quality: A Study of Quality Dimensions},  		 			U Lehtinen 		,  		 			J R Lehtinen 		.  		1982. Service Management Institute, Helsinki.  	 
\bibitem[Parasuraman et al. ()]{b29}\label{b29} 	 		‘SERVQUAL: a multiple-item scale for measuring consumer perceptions of service quality’.  		 			A Parasuraman 		,  		 			V A Zeithaml 		,  		 			L L Berry 		.  	 	 		\textit{Journal of Retailing}  		1988. 64 p. .  	 
\bibitem[Gronroos ()]{b16}\label{b16} 	 		‘Strategic Management and Marketing in the Service Sector’.  		 			C Gronroos 		.  	 	 		\textit{Swedish School of Economics and Business Administration}  		1982.  	 
\bibitem[Naser and Moutinho ()]{b24}\label{b24} 	 		‘Strategic marketing management: the case of Islamic banks’.  		 			K Naser 		,  		 			L Moutinho 		.  	 	 		\textit{International Journal of Marketing}  		1997. 15  (2)  p. .  	 
\bibitem[Wang et al. ()]{b39}\label{b39} 	 		‘The antecedents of service quality and product quality and their influences on bank reputation: evidence from banking industry in China’.  		 			Y Wang 		,  		 			H Lo 		,  		 			Y V Hui 		.  	 	 		\textit{Manag Serv. Qualit}  		2003. 13  (1)  p. .  	 
\bibitem[Othman and Owen ()]{b26}\label{b26} 	 		‘The multi dimensionality of Carter Model to measure customer service quality (SQ) in Islamic banking industry: a study in Kuwait finance house’.  		 			A Othman 		,  		 			L Owen 		.  	 	 		\textit{International Journal of Islamic Financial Services}  		2001. 3  (4)  p. .  	 
\bibitem[Gayatri et al. ()]{b15}\label{b15} 	 		‘The role of Islamic culture in service quality research’.  		 			G Gayatri 		,  		 			M Hume 		,  		 			G S Mort 		.  	 	 		\textit{Asian Journal on Quality}  		2011. 12  (1)  p. .  	 
\bibitem[Dusuki and Abdullah ()]{b12}\label{b12} 	 		‘Why do Malaysian customers patronise Islamic banks?’.  		 			A W Dusuki 		,  		 			N I Abdullah 		.  	 	 		\textit{International Journal of Bank Marketing}  		2007. 25  (3)  p. .  	 
\end{bibitemlist}
 			 		 	 
\end{document}
