The Influence of Traditional Service Quality Factors on Customer Satisfaction: A Practical Study within the Context of Australian Banking

Dr. Mohammad Al-hawari, Sharjah University, United Arab of Emirates ABSTRACT

There is a general trend among Australian banks to use more automated and less traditional channels in order to deliver various banking services. However, Bank traditional services quality factors, which include employees, process, and tangibles, are still important to satisfy customers in todays dynamic banking environment. Accordingly, this study empirically investigated the relationship between these three traditional banking service quality factors and customer satisfaction. The study is important as the research provides a practical insight into banking in Australia concerning the role that the traditional banking services still play in satisfying customers. Research findings indicated a significant influence of bank traditional service quality on satisfaction level. In particular, Service delivery process quality has the strongest relationship with customer satisfaction followed by employee service quality and tangibles. It is essential for bank mangers not to ignore traditional service quality factors in favour of automated services. Key words Service Quality, Customer Satisfaction, Bank, Australia.
INTRODUCTION

Many retail banks face a huge challenge to shrink the numbers of branches. Banks are expending more than ever to enhance electronic customer relationship management to try to be closer to the customers while reducing staff number (Gyptra & Dixon 2002). Using technology to win a competitive advantage in service has been recommended in the literature. However, many bank customers still prefer the personal aspect of communicating with the service provider. The literature showed that quality issues in the traditional context are still an effective way of building a good marketing relationship (Ibbotson & Moran 2003). Accordingly, the main aim of this research is to examine the impact of customer perceptions of traditional service quality factors on customer satisfaction of retail customers within the Australian context.
Figure 1: The study outline

EMP

PRS

SAT

TAN

Independent service quality factors

Dependent variable

Key: EMP employees service quality, TAN tangibles, PRS service delivery process quality, SAT satisfaction

Traditional service quality was defined in this research as customers beliefs or attitudes about the degree of service excellence offered in the banks physical location. Service quality has become more important because of its relationship with the level of financial performance, customer satisfaction, and retention (Van der Wiele, Boselie & Hesselink 2002). There should be more focus on understanding customer perceptions of service quality (Rust, Danaher & Varki 2000). Analysing markets based on customer perceptions, designing a service delivery system that meets customer needs, and enhancing the level of service performance are very important objectives for banks

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to strive for to retain a competitive advantage (Yavas, Benkenstein & Stuhldreier 2004). The study is justified as practical insights are provided to bankers about the role of traditional services factors in satisfying their customers. The theoretical arguments that underlie this hypothesis are presented later, as well as a research design and methodology for empirical testing. The outline model to be tested is shown in figure 1.
Customer Perception of Service Quality In Australia, the importance of customers views has grown since the deregulation of the banking sector in the early 1980s (De Brouwer 1999). Since then customer perceptions and preferences have had an increasingly greater impact on a banks success (Sureshchandar, Rajendran & Anantharaman 2002). Today, customers are more educated than ever before, they expect more value for money and they want a good service and are willing to pay for it (Kim & Kleiner 1996). The level of courtesy and assistance required by bank customers has increased dramatically as customers have upgraded their service standards (Yavas, Bilgin & Shemwell 1997). It is important for banks to differentiate themselves on the basis of customer service in order to effectively compete in the modern competitive banking environment (Alexandris, Dimitriadis & Markata 2002).

In the literature there were many examples of models which were developed to measure customer perceptions of service quality where face-to-face interaction between customer and employee was the main focus. Most of these models employed the factors that were originally developed by Parasuraman, Zeithaml and Berry (1985) in SERVQUAL. This research has restructured the well service quality models to reflect the unique nature of Australian banking context. For example a lot of the well known SERVQUAL model and also other quality models have used and integrated in the proposed traditional service quality. As a result, three factors were identified. These factors were drawn mainly from Sureshchandar, Rajendran and Anantharaman (2002) who adapted their items from Parasuraman, Zeithaml and Berry (1988), and also from other instruments measuring service quality in banks (Jabnoun & Al-Tamimi 2003; Aldlaigan & Buttle 2002; Bahia & Nantel 2000; Avkiran 1994). These factors are the human element, the consistency of service delivery and tangibles
The human element of service quality referred to all aspects of staff/customer interaction in service delivery. The importance of the human element in forming the customers perception of service quality has been identified by many marketing scholars (Jabnoun & Al-Tamimi 2003, Yavas, Bilgin & Shemwell 1997). Employees have an important effect on customer service because customers today are better educated than ever before (Mouawad & Kleiner 1996). Further, frontline employees play a vital role in representing the firm in interactions with outside parties, and influencing the cognitions, attitudes and evaluations formed by customers (Schneider & Bowen 1995). Thus, frontline employees were considered to be a main driver of customer satisfaction and favourable service quality perceptions. Finally, four out of the five SERVQUAL dimensions, were about human elements; reliability, responsiveness, empathy and assurance (Sureshchandar, Rajendran & Anantharaman 2002). Consistency of service delivery referred to the processes, procedures, and systems that would make service delivery a seamless experience (Sureshchandar, Rajendran & Anantharaman 2002). It highlighted whether the service delivery process was standardised, streamlined, and simplified, so customers could receive the service without any problems. The structural aspects of the service delivery process have not, however, been adequately studied (Sureshchandar, Rajendran & Anantharaman 2002). In the literature, there were a few marketing scholars who have tried to focus on the importance of the structural content of service delivery in service quality evaluation (Danaher & Mattsson 1998). The structural content of the service delivery process is considered important in service quality evaluation (Danaher & Mattsson 1998). The relative degree and intensity of activities such as waiting and delays in delivering the service have a significant effect on service quality (Danaher & Mattsson 1998). Tangibles of Service were one of the few dimensions that have been consistently used by different researchers (Bahia & Nantel 2000). However, tangibles refer to physical facets of the service facility; equipment, machinery, signage, communication materials etc. (Bahia & Nantel 2000; Parasuraman, Zeithaml & Berry 1985). It included the physical evidence of the service, except the personal appearance of staff which was included in the human element dimension. Employees and customers are usually influenced by the tangible facets of service in physiological, psychological, emotional, and cognitive ways (Bitner 1992). The intangible aspects of the staffcustomer interface have a considerable influence, both negative and positive, on service quality (Johnston 1995). Tangibles are associated with the impact on the customers inferences about what service should be like and therefore will influence the evaluation of service quality (Zeithaml, Parasuraman & Berry 1993). Customer perceptions of tangibles were generally considered more important in the case of banks than other service industries such as securities brokerage, and product repairs and maintenance (Parasuraman, Zeithaml & Berry 1988).

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Customer Satisfaction Customer satisfaction has been an important theoretical and practical issue for most marketers and consumer researchers. Customer satisfaction has been considered a key to success in todays highly competitive business environment. The importance of customer satisfaction in strategy development for customer and market oriented firms can not be underestimated. It has increasingly become a goal for organisations to seek to deliver satisfaction with their products and services. Danaher and Haddrell (1996) stated that there was an increase in conducting customer satisfaction surveys by many service industries. Increased research into customer satisfaction has been influenced dramatically by the variety of measurement scales used in customer satisfaction instruments tests (Devlin, Dong & Brown 1993). Customer satisfaction is defined generally as the feelings or judgments of the customer towards products or services after they have been used (Jamal & Nasar 2003). Customer satisfaction in service industries has been approached differently by equity theory, attribution theory, the confirmation and disconfirmation paradigm, and satisfaction as a function of perception (Parker & Mathews 2001)

The confirmation/disconfirmation paradigm provides the grounding for the vast majority of satisfaction studies (Parker & Mathews 2001). The confirmation/disconfirmation paradigm views customer satisfaction judgments as the result of the consumers perception of the gap between their perceptions of performance and their prior expectations (Parasuraman, Zeithaml & Berry 1994). However, the disconfirmation theory has been increasingly criticised by many marketing scholars (for example, Teas 1994). In particular, Teas (1994) argued that the different definitions of expectations and the difficulties with measurement operationalisation have undermined these models which used expectation concepts. However, to avoid the debate surrounding the nature of the expectation concept in measuring customer satisfaction, this research has followed an alternative approach. This approach initially depended on customers actual evaluations of satisfaction, rather than on the gap between perception and expectations (Cronin & Taylor 1994; Teas 1994).
The Relationship Between Service Quality and Customer Satisfaction Service quality has remained one of the important issues in both the marketing literature generally, and the service marketing literature specifically (Jamal & Naser 2003). It has been considered to be a critical measure of organisational performance. Practitioners and academics often tried to develop a measure of service quality in order to better understand its essential antecedents and consequences and to achieve a competitive advantage and build customer loyalty (Alexandris, Dimitriadis & Markata 2002). Excellent service quality has been considered an important prerequisite for establishing and having a satisfying relationship with customers (Lassar, Manolis & Winsor 2000). Achieving customer satisfaction has also been considered a vital target for most service firms today. Increasing the level of customer satisfaction has been found to lead to improved profits, word-of-mouth recommendation and less marketing expenditure (Beerli, Martin & Quintana 2004). As a result, the relationship between service quality and satisfaction was therefore considered an important topic and strategic concern in this research (Lee, Lee & Yoo 2000). In general, the research in this area suggested that service quality should be considered an important indicator of customer satisfaction. Therefore, it is expected that all service quality factors have a positive influence on customer satisfaction.
H1: Employee service quality has a positive impact on customer satisfaction H2: Service delivery process quality has a positive impact on customer satisfaction H3: tangibles quality has positive impact on customer satisfaction

METHODOLOGY

A quantitative study was used to gather primary field data using a questionnaire. The questionnaire was divided into 4 main sections. The first 3 sections dealt with customer perceptions of Employee service quality, tangibles quality, and service delivery process quality. The fourth section was about customer satisfaction towards their bank.
Employees' service quality refers to all aspects of staff/customer physical interaction in service delivery. It was noted from the literature review that teller elements have frequently been included to measure different dimensions of service quality (such as reliability, empathy, assurance, and responsiveness). For this research, it was important to measure as many of the different aspects of human elements which might impact on the customer satisfaction. As a result, all the items that related to employee were extracted from the different named-dimensions of the previous service quality models (Jabnoun and Al-Tamimi, 2003; Sureshchandar, Rajendran and Anantharaman, 2002). This led to the extraction of 14 items in the first instance.

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Tangibles refer to the tangible facets of the service facility (equipment, machinery, signage, etc.) or the man-made physical environment (Bitner 1992). It was found in the literature that tangibles have been consistently used by many marketing scholars to measure customer perceptions of service quality. Items from different scales were extracted to form the pool for this variable. These items were mainly extracted from those models which have usually been used to measure customer perceptions of service quality in banks (Jabnoun & Al-Tamimi 2003; Bahia & Nantel 2000). This process led to the identification of sex items which reflected closely the definition and aspects of service tangibles in this research. Service delivery consistency refers to the processes, procedures, systems and technology that would make service a seamless one (Sureshchandar, Rajendran & Anantharaman 2002). From the literature review, consistency of service delivery was identified as a single dimension. It was represented by the items concerned with standardisation, simplification, structure, procedures and facilities. All of the 6 items were extracted from Sureshchandar, Rajendran and Anantharaman (2002). Customer satisfaction refers to feelings or judgments of the customer towards products or services after they have been used (Jamal & Nasar 2003). Two different conceptualisations of customer satisfaction have evolved over the past decade; cumulative and transaction-specific evaluation (Olsen & Johnson 2003). Cumulative satisfaction was defined as the customers overall evaluation of a product or service provider (Olsen & Johnson 2003). In this approach, researchers have used simple single item scales to reflect satisfied to very dissatisfied responses. For example, Cronin and Taylor (1992) used a single item scale and they asked customers about their overall satisfaction with the organisation. However, transaction-specific evaluation has defined satisfaction as the consumers evaluation of his/her experience with a particular product transaction, episode, or service encounter. In this case, the respondents are not only asked to provide an overall assessment of their satisfaction with a particular organisation, but they are also asked to rate different components of the service process. Recent studies emphasised the multi-faceted nature of customer satisfaction. This approach captured the customers complex psychological reactions to a service providers performance over a time period (Oliver 1997). Therefore, this research followed the transaction-specific method of measuring customer satisfaction. Six items have been identified mainly from Sureshchandar Rajendran and Anantharaman (2002b) as representing the different aspects of customer satisfaction. These items related to the main traditional and automated service quality dimensions that have been identified in this research. This method was consistent with the literature, e.g. Yavas, Bilgin and Shemwell (1997). Despite the six different aspects of customer satisfaction, this construct was expected to be unidimensional.

This study was conducted in two stages. Stage one involved a pilot study which was conducted to refine the test instrument. Thirty five respondents were interviewed in the pilot testing phase. The results showed Cronbach alpha above 0.7 for all factors indicated an acceptable level of reliability. Stage two involved the distribution of 600 surveys to a random sample of people from the general public. A mall intercept method was used to administer the survey which was collected via face-to-face interviews. Respondents were asked to give their perception of the quality level of employee, tangible, and process as well as satisfaction level toward their bank, on a seven point likert scale ranging from 1, indicating the lowest, to 7 indicating the highest. A total of 442 useable surveys were collected with 158 rejections, which gave a response rate of 74 per cent. The surveys encompassed evaluations from ten different banks, credit unions and building societies within Queensland, Australia.
DATA ANALYSIS

Data analysis was conducted into main two stages; confirmatory factor analysis (CFA) and structural equation modelling (SEM). Confirmatory Factor Analysis (CFA) was conducted using AMOS 6 to assess the measurement model. four analyses were conducted in this stage ; (1) unidimensionality, (2) reliability, (3) validity and (4) deciding on the goodness-of-fit criteria and the assessment of the fit of the models. In undertaking a statistical analysis, unidimensionality should be assessed first, prior to examining the reliability and validity of data (Hair et al. 1995). In order to test for unidimensionality, CFA was conducted on each of the four factors. A Comparative Fit Index (CFI) of 0.9, or above, for the model implied that there was strong evidence of unidimensionality for the factor (Sureshchandar, Rajendran & Anantharaman 2002). The CFI information for all factors in this research was close to, or above, the 0.9 level which indicated evidence of unidimensionality.

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In Structural Equation Modelling (SEM) some statistical outputs can be used to measure construct reliability. They include squared multiple correlations (R2) for each measurement item, composite reliability and the variance extracted for each factor. Generally, measurement variables have been considered to be reliable when the squared multiple correlation (R2) of each one is 0.5 (Byrne 2001; Holmes-Smith 2001). The first run of the measurement models showed that R2 for the majority of measurement items was 0.5, which indicated a good reliability level. However, Four items of the employee service quality factor showed R2 values of far less than 0.5. Consequently, the four items were deleted. After the items exclusion, the composite reliability and variance extracted were calculated to measure the reliability of each factor. The composite reliability and variance extracted for all factors exceeded the minimum acceptable values of 0.7 and 0.5 respectively (Hair et al. 1995). This indicated that measures were reliable and, therefore, yielded consistent results. Convergent and discriminant validity were used to indicate the ability of the measurement items to measure accurately the constructs of the study (Hair et al. 1995). The analysis showed that all of the measurement items significantly represented their factors, as the critical ratio of every item exceeded the 1.96 value; hence, all of the measurement items satisfied the convergent validity test. To test the discriminant validity of the proposed models, the average variance extracted and the square correlation for every possible pair of factors were calculated. The results showed that the average variance extracted for each pair of latent variables was greater than the squared correlation for the same pair, indicating that each construct was a distinct construct (Holmes-Smith 2001). The overall fit of the model was acceptable. X2 (Chi-square) of 1500 (df=344, p=0.00), X2/df ratio of 4.36, and the comparative fit index (CFI) of 0.87 (Hair et al., 1995).

Structural Model
Evaluating the models in the last section reduced the data and resulted in a manageable number of valid and more reliable measurement items which were then used to evaluate the structural models in this section (Kline 1998). The overall fit indices for the proposed structural model were X2 =1500 (df=344 p=0.00), X2/df ratio of 4.5, the comparative fit index (CFI) of 0.87, and the root mean square error of approximation (RMSEA) of 0.057. These values indicate that the model fits the data reasonably well. Having established the final structural equation model, it was possible to evaluate the hypotheses developed for this study. These hypotheses can be evaluated by closely examining the path coefficients and the significance levels among the constructs in the model. Accordingly, the results showed that all service quality factors (Employee, tangabiles, and process) had significant relationships with customer satisfaction (refer to table 1).H1, H2, and H3 was thus accepted. All the service quality proposed factors explained 85 per cent of customer satisfaction.
Table 1: Results of structural equation analysis for the suggested conceptual model
The relationships between variables Emp Satisfaction Tang Satisfaction PRS satisfaction
2 X df X 2

The original theoretical model 0.30 0.26 0.46 1500 344 4.5 0.87 0.850

/df ratio CFI 2 R (satisfaction)

* p<0.05; ** p<0.01

CONCLUSION
The aim of this study was to investigate the influence of traditional service quality on customer satisfaction within the Australian banking context. Subsequently, this paper proposed a conceptual model which was empirically validated by perceptual data collected from customers of different financial institutions in Queensland, Australia. This paper found that there is a positive and significant relationship between the proposed traditional service quality factors and customer satisfaction. Accordingly this paper confirmed what the literature has speculated. In view of this finding, offering high standards of traditional service quality should be managed to increase customer satisfaction, which in turn leads to the success of the financial institution as the literature indicated. The paper proves that the customer perception of service delivery process quality plays the most important role in satisfaction level followed by the employees' service quality, and finally the bank tangibles. Accordingly, the bank management attention should be centred on having a standardized services delivery process as it is vital and the most important for the success of the bank. Employee service quality seems to be another important factor in drawing customer satisfaction. Bankers need to develop of the employees' services skills consistently so banks enjoy a high level of customer satisfaction. Finally, physical surroundings (tangible aspects) should be well maintained as customers are welling to be in a convenient atmosphere while they are served. The above guidelines should be used to bank managers in analysing the opportunities for building better levels of satisfaction

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Banks are shifting more toward automated services and less toward traditional services. It is not an appropriate marketing strategy for banks to ignore having a high level of traditional banking in favour of less expensive automated banking because focus on automated services would be likely to result in a drop in a banks competitive advantage as well as a drop in the banks long term profitability. The lack of direct communication with bank staff when customers used automated services could reduce satisfaction and increase the chances of customers switching to another bank For that reason, the quality aspects of automated banking services should not be made the only focus for bank managers; recognition of the importance of the traditional quality aspects in banking service is essential.

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