To The Editor Gyanpratha ACCMAN Institute of Management Noida Sub: Research Paper Sir Please find enclosed herewith

a research paper entitled A Comparison of Managers and Customers Perception Towards Service Quality in Indian Commercial Banks For publication in your esteemed journal. This is the original work of the researchers and has not been published or sent for publication elsewhere. The CD enclosed with the paper contains 2 files. Kindly incorporate both files as first file contains the paper and the second one contains the tables to be incorporated towards the end of the paper. A word confirming acceptance of the article shall be highly solicited. With deep personal regards Yours sincerely Dr. Siddharatha S Bhardwaj Corresponding Author Faculty University School of Management Kurukshetra University Kurukshetra 094162-66589

A Comparison of Managers and Customers Perception Towards Service Quality in Indian Commercial Banks Authors:

1. Dr. Siddharatha S Bhardwaj, Assistant Professor, University School of Management, Kurukshetra University, Kurukshetra, India and Corresponding Author. M: 094162-66589, H:01744-206622.

2.

Dr.. Pratibha Bhardwaj, Assistant Professor, Institute of Law and Management, Regional Campus of M.D University (Rohtak), Gurgaon, India.

Dr. Siddharatha S Bhardwaj is presently Assistant Professor at University School of Management, Kurukshetra University, Kurukshetra. He has a teaching and research experience of over 12 years. He has preciously served in a number of renowned universities and institutes such as GND University, Amritsar and Centre for Management Development, Modinagar etc. He has guided/ is guiding 7 PhD Scholars. He has written more than 25 research papers/ articles for various journals. Dr. Pratibha Bhardwaj has 7 years of teaching experience of PG classes (MBA). She has contributed 7 research papers for journals of repute. She has also presented more than 10 papers in various national/ international seminars.

A Comparison of Managers and Customers Perception Towards Service Quality in Indian Commercial Banks
ABSTRACT PURPOSE Indian banking industry has started witnessing cut-throat competition in recent years. The litmus test for Indian banking industry is the way in which it faces the heat of intense competition and global recessionary trends. The best way under the prevailing situation is to keep customers faith intact through rendering quality services without bothering too much about the profit. Service quality, in fact, is dependent upon the service performance and how far it is able to satisfy customers. The outlook of the managers is of prime importance in this context. The present study makes an endeavour to assess how the managers and customers of selected banks perceive the service quality as prevailing in their respective banks. Further, an attempt has been made to figure out the gap, if any, in their respective perceptions. RESEARCH TYPE Empirical FINDINGS There exists difference in the perception of the managers and customers as far as their evaluation of the banks on various dimensions of service quality is concerned. This is true in case of all categories of the banks.. There is a need to take some drastic steps to close the gap in between perception of the managers and that of customers in this regard. PRACTICAL IMPLICATIONS The managers may start viewing service quality from the customers perspective rather than feeling good with their own exaggerated perception.. RESEARCH LIMITATIONS Technicalities involved in understanding of the concept of service quality might have acted as a handicap for the customers in giving prompt and accurate answers to the questions in hand. KEY WORDS Service Quality, Reliability, Assurance, Tangibles, Empathy, Responsiveness.

A Comparison of Managers and Customers Perception Towards Service Quality in Indian Commercial Banks

INTRODUCTION Liberalisation, Privatisation, Globalisation (LPG) planks of Government of India has lead to a cut-throat competition in the Indian Corporate sector. Banking sector is not an exception to it. The competition in Indian banking industry, as a matter of fact, is fiercer owing to the presence of public sector, private sector and foreign banks. This situation coupled with recent global recessionary trends has forced banks to woo customers by adopting different and innovative policies. Service Quality has emerged as one of the most important issues in Indian banking sector. Any bank faltering on this front is likely to die prematurely. The banks, on the other hand, imparting quality in their services are likely to outshine others. Service Quality has become the basic mantra for not only the survival but growth as well. Quality of service depends on the service framework, which ultimately depends on service design. Service performance and customer satisfaction on which quality of service is measured is very much influenced by service design and service settings. The designing of service, thus, must be done carefully. The present study is essentially a periscope on selected banks (State Bank of India State Bank of India, ICICI Bank, Punjab National Bank (PNB) and HSBC Bank) regarding their endeavor to impart quality service to their customers. SBI is the largest Bank of India and is in public sector. It can also boast of being the largest bank of the world in terms of number of branches (more than 10,000). PNB is the largest nationalised bank of India while ICICI Bank is the largest private sector bank operating in India. HSBC Bank is one of the leading foreign banks operating in Indian Territory. The study has thus primarily focused on the banks which are leaders in their respective categories.

OBJECTIVES The major objectives of the study are as under: To know the perception of managers of selected banks on service quality fronts. To know how the customers perceive service quality of their banks. To test whether there is a significant difference between perception of managers and customers on this front. To rate the comparative performance of selected banks on the various dimensions of service quality. To give some practicable suggestions to the selected banks so that their service quality endeavours are perceived well by their customers. HYPOTHESIS Keeping in mind the objectives of the study it is hypothesized that there is no significant difference in the perception of the managers and customers of the selected banks on service quality front. RESEARCH THRUST The thrust of this study is on the following five parameters of service quality: 1. Reliability: Ability to perform the promised service dependably and accurately. 2. Assurance: Ability of employees to convey trust and confidence. 3. Tangibles: Appearance of physical facilities, equipment, personnel and communication material. 4. Empathy: Ability to provide caring and individualized attention to customers. 5. Responsiveness: Willingness to help customers and provide prompt service. RESEARCH METHODOLOGY To compare the quality of services being rendered by two banks a survey of 720 randomly selected customers from NCR, Haryana, Punjab and Chandigarh (180 of each bank namely SBI, ICICI Bank, PNB and HSBC Bank) and 20 managers of each of the bank has been conducted. The questionnaire used by the researchers has been a modified

version of SERVQUAL Model of measuring service quality as conceived by Parasuraman , Zeithamal and Berry. The data so collected has been analysed using independent t-test and presented with the help of appropriate statistical tables. REVIEW OF LITERATURE Kassem (1989) has opined that service companies can ill afford to neglect customer service quality issues. Berry, Zeithmal and Parsuraman (1990) are of the view that the sole judge of service quality is the customer to get a positive feedback from him; the service companies should implement the five imperatives of service quality viz. Reliability, Assurance, Tangibles, Empathy and Responsiveness in their services. Herbig, Paul and Genestre (1996) have found better service quality better in developed countries in comparison to developing and under-developed countries on account of prominent researches being conducted on the theme in developed countries. Quantity and quality of service quality researches in developed countries provoke their marketers to be more inclined towards bringing in quality in their services. Buttle (1996) has viewed that since its launch in 1985, SERVQUAL has become a widely adopted technique for measuring service quality. However, there is a need to deliberate upon the expectations aspect of the model as the same is reflected in perception itself. Yavas, Bigin and Shemwell (1997) in their study have revealed a positive relationship of good service quality with customer satisfaction and long term commitment of the customers to the bank. The relationship between good service quality and complaint behaviour of the customers, however, has been found to be negative. Better the quality, lower will be the number of complaints received from the customers and vice-versa. Angur, Nataranjan and Jahera (1999) have found the Indian customers becoming more demanding for service quality since the mid of 1990s. Mehta, Lalwani and Han (2000) have observed that customers demand value for the money they are spending on services. The best way to provide value to service customers, meanwhile, is nothing but bringing in desired quality in services. Srivadas and Baker (2000) have found a high degree of positive correlation in between service equality and satisfaction level of the customers. Wong and Sohal (2003), meanwhile, have established high degree of positive correlation between satisfaction on service quality front and loyalty of the customers. Berry (2003) have

opined that when customers lack the expertise to judge a companys offerings, they naturally turn detective and start scrutinizing people, facilities and processes for the evidence of service quality. Sawhney, Balasubramaniam and Krishnan (2004) are of the view that key to success in services involves redefining markets in terms of customer activities and outcomes and their expectations of service quality. Jain and Gupta (2004) have viewed that little is known about measurement of service quality perception in India and there is a need to have a thorough debate on applicability of various scales used in this context before applying the same in India. McCain, Jang and Clark (2005) are of the opinion that the banks in America have remained more cautious about improvements in technical quality. However, the same should not be at the cost of improvements in functional quality as the banks are found legging in the same. Frei (2006) has emphasized on the fact that to deliver consistent quality at sustainable cost, companies must learn to manage the customers interference with service operations. Tahir and Baker (2007) have observed that customers perception for commercial banking industry in Malaysia is much lower than their expectations. This has resulted into a poor service quality image of Malaysian banks in the minds of the customers. Kumar, Kee and Taap (2009) have attempted to find out relative importance of different dimensions of service quality in the minds of the customers of commercial banks. The researchers have concluded that reliability is most sought in banking services while tangibility has smallest importance in the minds of customers. Evellyre, Elisante and Reuben (2009) are of the view that to continually satisfy customers, organisations should be responsive to everchanging customers expectations on quality front. FINDINGS AND SUGGESTIONS RELIABILITY Reliability i.e the ability of the bank to perform the promised service dependably and accurately. It enhances the brand image of the bank in the minds of the customers. The performance of the banks on this front is depicted with the help of Table 1 and explained in subsequent paragraphs. * Keeping of Promise by the Bank

Table 1 suggests managers having a better perception of their bank in keeping its promises than that of customers. This is true in case of all the banks. The difference in the perception of managers and customers is found to be significant in SBI, ICICI Bank and HSBC. t-test, however, has indicated that the said difference is not a significant one in case of PNB. PNBs customers, as a matter of fact, have given it a better rating than the same given by customers of other banks to their respective banks. Contrary to it, PNB has got a lower mean score than others if perception of managers is taken into consideration. The managers of PNB are perhaps more realistic in their opinion towards keeping of the promise. * Concern for Solving the Problems of the Customers Table 1 has depicted managers of the selected banks (except PNB) having a better perception than customers regarding their banks concern to solve the problems of the customers. The application of t-test has indicated that the difference in managers and customers perception is significant in case of ICICI Bank and HSBC Bank. However, the difference between the same is not significant in case of SBI and PNB at 1 per cent level of significance. The managers of Government owned banks are perhaps more down to earth in assessing themselves. * Performing the Service Right at the First Instance Table 1 has again revealed more or less the same picture as far as selected banks endeavour to perform the service right at very first instance is concerned. The managers are again found to be having better perception than customers. This time, the difference in perception of managers and customers is significant in case of all the banks. The mean score recorded in case of customers is maximum in case of SBI while HSBC is found to have maximum score if perception of managers is taken into consideration. * Performing the Service Well in Time Table 1 has again indicated more closeness in the perception of managers and customers of public sector/ nationalised banks (SBI and PNB) than that of their private counterparts on the extent to which they perform service well in time. Although the managers

perception has found to better than that of customers in case of all the banks yet, the difference between the two is significant in case of ICICI Bank and HSBC Bank while the same is insignificant in case of SBI and PNB if 1 per cent discretion is allowed to the researcher. The managers of private/ foreign banks must realize that it is always better to live on the hard ground of reality than to fly on the wings of imagination. * Keeping Error Free Records Table 1 suggests that managers of all the banks consider their respective bank as extremely efficient in keeping error free records. They have given their bank a mean score ranging in between 4.50 to 5.00 on this front. The mean, meanwhile has ranged in between 3.00 to 3.21 in case of customers. Obviously, the difference between the two is bound to be a significant one duly authenticated by t-test as well. The managers of the selected must start paying attention to their records after witnessing these results. Assurance Assurance stands for ability of the employees of service organization to create trust and confidence .The performance of the bank under study on this aspect has been explained with the help of Table 2. * Behavior of the Employees Impress Customers and Instill Confidence The persual of table 2 suggests that private sector banks are having a definite edge over their public sector counterparts as far as behaviors of employees are concerned. The mean score obtained by ICICI Bank and HSBC Bank are higher than that of SBI and PNB on this aspect. This is true in case of executive and customers. HSBC Bank has got mean score of 4.800 in cases of managers and 3.881 in case of customers which are much higher than that of other banks especially public sector banks. PNB has got lowest mean rating from both its managers and customers on this front. Definitely there is a strong case for public banks to mould the behavior of their employees in way that the same instill confidence in their customer and impress them. Executive rating of their bank on this front is much higher than that of customers rating. This is the scenario in case of all

the banks. P-value has indicated a significance difference in the perception of executives and customers of the banks other than ICICI Bank at 1% level of significance. *Feeling of Safety While Transacting With the Employees of the Bank There is no denying the fact that customers give privilege to those service organizers, the employees of which are honest in their dealing. Public sector banks have turned the table on this front and have come out with flying colours. For a change, customers rating in case of SBI and PNB are better than that of their executives on the way the customers feel safe while transacting with employees in these banks. The executives rating, meanwhile, is much higher than that of customers rating in case of ICICI Bank and HSBC Bank. Quite obvious, p-value has indicated a significant difference in the perception of executives and employees of ICICI Bank and HSBC Bank while the same has come out to be significant in case of SBI and PNB at 1 percent level of significance. ICICI Bank and HSBC Bank must focus on honest dealings rather than thumping their back for the same without any substance in it. SBI and PNB must however be applauded for inculcating a feeling of safety in the minds of their customers. * Courteous and Friendly Employees of the Bank The employees of service sector, through their friendly nature and courteous behavior may tangibles the intangible services. The balance in this case has again titled bank in favor of private banks. ICICI Bank and HSBC Bank have got higher mean rating than SBI and PNB as far as nature and behaviour of their employees is concerned. Both ICICI and HSBC have got a mean rating 3.9 plus while SBI and PNB have got the mean scores of 3.25 and 3.28 respectively from their customers. As far as executive mean scores are concerned, HSBC has got a perfect 5 while ICICI Bank has obtained 4.10. The same in case of SBI and PNB are 4.0 and 3.7 respectively. The difference in the perception of executives and managers has found to be significant in case of ICICI Bank and PNB while the same is insignificant in case of SBI and HSBC Bank at1 percent level of significance. All the selected banks especially SBI and PNB need to train their employees bit more so as to be more courteous and friendly to their customers.

* Knowledgeable Bank Employees The unique characteristics of services make their customers restless and one of the best ways to overcome their doubts is by making office employees more knowledgeable. The mean scores on Assurance front are perhaps moving like a pendulum and public sector banks have re-emerged as more knowledgeable employees as far as opinion of the customers is concerned. The executives of HSBC Bank and ICICI Bank are again found to be overestimating themselves as difference in theirs and their customers opinion has come out to be significant one. The same is, however, insignificant in case of SBI and PNB. The private banks must understand the ground realities and need to enhance the knowledge of their employees through appropriate dosages of training. TANGIBLES Customers also evaluate the quality of services on tangibles like appearance of physical facilities, equipments, personnel and communication materials. The opinion of the managers and customers of the selected banks has been explained with the help of Table 3. * Modern Looking Equipments Table 3 has indicted mean scores ranging in between 3.95 and 5.00 in case of managers and 3.26 and 3.96 in case of customers as far as their perception about the existence of modern looking equipments in their bank premises is concerned. Obviously, managers of selected banks perceive the same better in comparison to the customers. t-test has indicated the difference in the perception of these two groups of stakeholders as significant one in case of SBI, PNB and HSBC Bank while the same is insignificant in case of ICICI Bank at 1 per cent level of significance. However, at 5 per cent the same has found to be significant in case of ICICI Bank as well. The Government owned banks must pull up their socks on this front as respective mean scores given by both managers as well as customers to these banks is lower than that given by managers and customers of private and foreign banks to their own bank. * Visually Appealing Physical Facilities

Table 3 indicates managers of selected banks again perceiving their respective bank as excellent in keeping visually appealing physical facilities. The mean scores given by the managers have ranged between 4.10 (PNB) to 4.70 (HSBC). However, if we take into consideration the customers perception on this aspect, only HSBC has been able to get a mean score in excess of 4. The difference in the perception of managers and customers has again found to be significant in case of all the banks. All the selected banks in general and SBI and PNB in particular need to work a bit more on their physical facilities so as to ensure that customers perceive them well on this front. * Appearance of Bank Employees Table 3 has indicated HSBC and ICICI getting better mean scores from both managers (5.00 and 4.40 respectively) as well as their customers (3.96 and 3.96 respectively) than that of PNB (4.10 in case of managers and 3.04 in case of customers) and SBI (3.70 in case of managers and 3.02 in case of customers) as far as appearance of bank employees is concerned. Still, the difference in the viewpoint of managers and customers is significant in case of all the banks as suggested by t test. The selected banks, especially SBI and PNB must understand that well dressed employees in themselves connote better service and hence efforts should be made in this direction as well. * Visually Appealing Material Associated With Service Table 3 has indicated insignificant difference in the perception of managers and customers of PNB as far as visual appearance of materials associated with service in the bank is concerned. This is irrespective of the fact that means score obtained by the bank on customers perception is lowest out of the selected banks. A relatively low perception of managers has ensured that the said difference is not significant in PNB. The managers of all the other banks carry an excellent perception in their mind for materials associated with service being kept by the bank. A 4 plus mean score is a testimony to this fact. A relatively lower mean score given to them by their customers has ensured that the difference in the opinions of managers and that of customers is a significant one. All the selected banks will have to do a bit more on this front.

EMPATHY The success of big business houses is nothing except the story of constant care of their customers. It shows the importance of sharing the feelings of the customers. How the selected banks fare on this front has been explained with the help of Table 4. * Individual Attention to Each Customer Table 4 indicates that there is nothing to choose in between the selected banks as far as their customers perception regarding indivisualised attention being given to them by their bank is concerned. The mean scores given by the customers to their respective banks have varied in between 3.50 and 3.58. A relatively higher mean scores obtained by HSBC Bank and PNB on managers perception front has ensured that the difference in perception of managers and customers is significant in case of these two banks. The perception means scores in case of managers of SBI and ICICI Bank, however, have been calculated to be 3.89 and 3.85 respectively. In other words these scores are more in proximity to the scores given by customers. This has ensured that the difference in the perception of managers and customers in case of SBI and ICICI Bank is not a significant one. This has been proved by t-test as well. * Convenient Working Hours Table 4 has indicated that customers of ICICI Bank have a good perception of the bank in their minds for convenient working hours. They have given 4 plus mean score to the bank on this aspect. This good rating has further ensured that difference in the perception of managers and customers is not significant. In case of other selected banks however, the mean scores given by the customers have ranged in between 3.06 and 3.36. A much higher mean score given by their managers have ensured that the difference in between theirs and customers perceptions is significant. There is an ample scope for PNB, SBI and HSBC Bank to further impress their customers with convenient opening hours. * Due Importance to Customers Needs Table 4 clearly indicates customers of SBI and PNB giving a better rating to their respective banks for giving due importance to their needs. These two banks have got the

mean score of 3.94 and 3.89 respectively form their customers. ICICI Bank and HSBC Bank, meanwhile, have obtained the mean scores of 3.20 and 3.81 respectively concerning customers perception. Interestingly, HSBC has the distinction of obtaining maximum mean perception score in case of managers. It is quite evident that managers of HSBC are overestimating their bank. Ground realities are quite different. SBI has found to be the only bank where the difference in between the perception of managers and customers is insignificant (at 1 per cent level of significance). * Understanding Specific Needs of Customers Table 4 has indicated managers of all the banks except PNB giving a 4 plus mean score to their bank on understanding specific needs of customers. There is not much to choose in between the selected banks as far as customers perception on this front is concerned. The mean scores in case of customers perception have varied between 3.62 (PNB) to 3.80 (SBI). t-test has indicated that difference in perception of managers and customers is insignificant (1 per cent) in case of PNB and ICICI while the same is significant in case of HSBC and SBI.

RESPONSIVENESS Taking utmost care of customers, giving due attention to their requests and quick disposal of their queries, complaints and problems are some of the parameters to judge the efficiency of an organization. The performance of the selected banks on responsiveness front is explained with the help of Table 5. * Ability of the Employees to tell the Exact Time to be taken for the Service Table 5 has again indicated managers of the concerned banks having a better perception of their employees ability to convey the exact time to be taken to perform the service. Managers of HSBC have again found to be surer about this as they have given their organisation the mean score of 4.75. Managers of PNB have again found to be more near to the reality as the mean score given by them has found to be 3.70. Customers perception score, meanwhile has varied between 3.08 (PNB) and 3.18 (HSBC). The

difference in the perception of managers and customers has found to be significantly different except for PNB. There is definitely a need to train employees to judge and convey the timing of the performance of the service to the customers. * Providing Prompt Service to Customers The managers of the selected banks have again found to be carrying a very good perception about promptness of their bank to serve its customers. This is especially true in case of HSBC where the managers have given a perfect 5 mean score to their bank. Managers of SBI have been found to be somewhat near to reality as mean score in its case has come out to be 3.65. PNB and ICICI bank, meanwhile, have got a managers perception mean score of 4.30 and 4.50 respectively. Customers of all the banks, however, have totally disagreed to the views of managers on this front as the perception mean score in their case has varied between 3.14 and 3.20. Obviously the difference in the perception of managers and customers is bound to be significant one as proved by ttest as well. The selected banks will have to sincerely work on the promptness of their employees to get a better rating form their customers on this front. * Willingness of the Employees to Help Customers Table 5. makes it clear that perception score of managers concerning willingness of the employees of their bank to help customers has ranged between 4.00 (SBI) and 5.00 (HSBC). Customers of the banks, however, do not agree to the views of managers on this front as the perception mean score in their case has varied between 3.23 (PNB) and 3.60 (HSBC). The difference in the perception of managers and customers has found to be significant in case of all the banks. The employees of the concerned banks need to be willing to help their customers from the core of their heart to be perceived better by them. * Attending the Customers within No Time Table 5.10 has again depicted no synonymy in the views of managers and customers regarding the time taken by the banks to attend them. Managers mean perception score have found to be well over 4 in case of all the banks. Customers mean perception score has found to be just over 3 in this regard. Obviously, the difference in their perception is

bound to be a significant one as indicated by t-test as well. The concerned banks need to keep in mind that keeping the customers waiting generates a lot of ill will in their mind. They need to be served at the earliest possible. CONCLUSION To sum up, it may be said that barring a few exceptions, managers perception of the service quality being imparted by their respective banks is higher than that of the customers of the selected banks. Relatively speaking, Government owned banks are found to be better on reliability front while private banks are enjoying an edge on tangibles front. There has been a mixed report card as far as other parameters of service quality are concerned. The managers of the selected banks must start viewing service quality from viewpoint of their customers to be more customers centric in their approach.

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