Introduction

Bank

A bank is a financial institution that is licensed to accept checking

and savings deposits and make loans. Banks also provide related

services such as individual retirement accounts (IRAs), certificates

of deposit (CDs), currency exchange, and safe deposit boxes.

There are several types of banks including retail banks, commercial

or corporate banks, and investment banks.

In the U.S., banks are regulated by Drthe national government and

by the individual states.

 History of HDFC Bank

HDFC Bank Limited (also known as HDB) is an Indian banking and

financial services company headquartered in Mumbai. It is India's largest

private sector bank by assets and world's 10th largest bank by market

capitalisation as of April 2021. It is the third largest company by market

capitalisation of $122.50 billion on the Indian stock exchanges.It is also

the fifteenth largest employer in India with nearly 150,000 employees.

 HDFC Bank limited

Type - Public

Industry - Financial services

Founded - August 1994

Headquarters- Mumbai, Maharashtra ,India

Area served - India

Chairman - Atanu Chakraborty

CEO- Sashidhar Jagdishan

Products -1. Credit card

2. Consumer Banking

3. commercial Banking

4. Finance and insurance

5. Investment banking

6. Mortgage loan

7.Private Banking

8. Private Equity

9. Wealth management

Revenue - ₹167,695 crore (US$21 billion)

Operating income - ₹68,798 crore (US$8.6 billion)

Net income - ₹38,151 crore (US$4.8 billion)

Total assets - ₹2,122,934 crore (US$270 billion)

Total equity -₹246,771 crore (US$31 billion)

Owner - Housing development finance corporation

Number of employees - 1,41,579

Subsidiaries - • HDFC securities

• HDB Financial Services

Website - www.hdfcbank.com
 Products and services

HDFC Bank provides a number of products and services

including wholesale banking, retail banking, treasury, auto

loans, two-wheeler loans, personal loans, loans against

property, consumer durable loan, lifestyle loan and credit

cards. Along with this various digital products are Payzapp

and SmartBUY.

Mergers and acquisitions

HDFC Bank merged with Times Bank in February 2000. This was

the first merger of two private banks in the New Generation private

sector banks category. Times Bank was established by Bennett,

Coleman and Co. Ltd., commonly known as The Times Group, India's

largest media conglomerate.

In 2008, Centurion Bank of Punjab (CBoP) was acquired by HDFC

Bank. HDFC Bank's board approved the acquisition of CBoP for

₹95.1 billion in one of the largest mergers in the financial sector

in India.

In 2021, the bank acquired a 9.99% stake in FERBINE, an entity

promoted by Tata Group, to operate a Pan-India umbrella entity

for retail payment systems, similar to National Payments

Corporation of India.

In September 2021, the bank partnered with Paytm to launch a

range of credit cards powered by the global card network Visa.

On April 4, 2022, HDFC Bank announced merger with HDFC Limited.

 Listings and shareholding

The equity shares of HDFC Bank are listed on the Bombay Stock

Exchange and the National Stock Exchange of India. Its American

depositary receipts are listed on the NYSE issued through JP

Morgan Chase Bank.

Its global depository receipts (GDRs) was listed on the Luxembourg

Stock Exchange[citation needed] but was terminated by board of

directors following its low trading volume.

Awards and recognition

2016

•Best Banking Performer, India in 2016 by Global Brands Magazine

Award.

•Best Performing Branch in Microfinance among private sector banks

by NABARD, 2016, Award for Best Performance in Microfinance

•KPMG study of India's Best Banks, Bank of the year & best digital

banking initiative award 2016

•BrandZ Rankings, Most Valued brand in India for third successive year

•FinanceAsia poll on Asia's Best Companies 2015, Best managed public

company – India

•J. P. Morgan Quality Recognition Award, Best in class straight through

processing rates

2018

•Company of the year: The Economic Times Corporate Excellence Awards

[citation needed]

•Best Performing Private Bank in Total Aadhaar Generation & Update:

[[Aadhaar|Aadhaar Excellence Awards[citation needed]]]

•NPCI - National Payments Excellence Awards[citation needed]

2019

•Best Bank: New Private Sector – FE Best Bank awards

•Winner in Innovation and Inclusiveness in Priority Sector Lending –

11th Inclusive Finance India Awards (IFI) 2019

•Ranked 1st in 2019 BrandZ Top 75 Most Valuable Indian Brands

•HDFC Bank was featured for the 6th consecutive year.

•Among The Most Honored Company List, Institutional Investor

• All-Asia (ex-Japan) Executive Team 2019 survey

•India’s Best Bank, Euromoney Awards for Excellence 2019

•Bank of the Year and Best Large Bank, Business Today –

•Money Today Financial Awards 2019

•Best Bank in India 2019, by Global magazine FinanceAsia.

•Ranked 60th in 2019 BrandZ Top 100 Most Valuable Global

Brands

•HDFC Bank was featured BrandZ Top 100 Most

Valuable Global Brands 2019 for the 5th consecutive year.

The Bank's brand value has gone up from $20.87 billion in

2018 to $22.70 billion in 2019.[citation needed]

•Best Large Bank & Fastest Growing Large Bank in 2019, by

Business World Magna Awards

•India's leading private sector bank: Dun & Bradstreet BFSI

Awards[citation needed]

2020

•Best Bank in India: Euromoney Awards[52]

•Best Bank in India: FinanceAsia Country Awards[citation

needed]

2021

•Best bank in india: FinanceAsia Country Awards[citation

needed]

•Best bank for SMEs: Asiamoney best bank awards[citation

needed]

•Best bank in india:[[Euromoney#The Euromoney Awards

for Excellence|The Euromoney Awards for Excellence[citation

needed]]]

•Ranks No. 1 in Mass Affluent category:Euromoney Private

Banking and Wealth Management Survey

•On 12 January 2022 HDFC BANK has been adjudged ' Best

Private Bank in India' at the Global Private Banking Awards

2021, Organised by Professional Wealth Management (PWM)

2022

•Best Bank In India: Euromoney Awards for Excellence 2022

What is training
Training implies teaching a special skill or behavior. Workers in a company receive
training when they need to or want to learn new skills.

If I work in a warehouse and want to learn how to use a fork-lift truck, somebody will
have to train me. This type of learning is not education.

Children at school may sometimes find themselves in situations in which somebody

trains them. For example, if you are in a school sports team, you may have to practice
together three times a week. Those practice sessions are training sessions.

However, a school pupil or university student sitting in a classroom learning about

geography or mathematics are in education, and not in a training course.

Southern New Hampshire University says the following regarding education versus
training:

“Traditionally, training has been concerned with specific skills and shorter time frames.
For example, how to program a CNC machine, or how to handle specific types of
customer interactions.”

“Education, on the other hand, has been more about teaching someone a broad set of
skills – such as critical thinking, researching and presenting information, and other
traditionally ‘soft’ skills – that are transferable across a variety of fields.”
 Types of training

On the job training method

These methods are generally applied in the workplace while employees are working.

This form helps develop the occupational skills necessary to manage an organization
and fully understand its products and services and how they are designed and carried
out.
1.Job instruction training (JIT)

JIT consists of four basic steps;

a. preparing the trainees by telling them about the job and overcoming their
uncertainties;

b. presenting the instruction, clearly giving essential information;

c. having the trainees try out the job to demonstrate their understanding; and

d. On their own, placing the workers into the job with a designated resource person is
ready to provide the required assistance.

2.Apprenticeship programs

People seeking to enter the skilled trades to become, for example, plumbers,
electricians, and Ironworkers are often required to undergo apprenticeship training
before they are accepted to journeyman status.

Typically this apprenticeship period is from two to five years. During this period, the
trainee is paid less than a qualified worker.

These programs put the trainee under the guidance of a master worker.

3.Job Rotation

It involves periodically moving people from one job to another.

The purpose of job rotation is to broaden the knowledge of managers or potential

managers. It also increases their experiences. Trainees learn about the different
enterprise functions by rotating into different positions.

They may rotate through;

(1) non-supervisory work,

(2) observation assignments,

(3) various managerial training positions, and

(4) middle-level assistant positions

Such movement prevents stagnation.

Other reasons for rotating people include compensating for a labor shortage, safety,
and preventing fatigue.

4.Coaching

On-the-job training is a never-ending process.

An excellent example of on-the-job training is athletic coaching. To be effective, which is

the responsibility of every line manager, must be done in a climate of confidence and
trust between the superior and the trainees.

Patience and wisdom are required of superiors who must delegate authority and
recognize and praise for jobs well done.

Effective coaching will develop the strengths and potentials of subordinates and help
them overcome their weakness.

Coaching requires time, but if done well, it will save time and money and will prevent
costly mistakes by subordinates; thus, in the long run, it will benefit all – the superior,
the subordinates, and the enterprise

5.Understudy:

Understudy refers to the method in which trainees are prepared to perform the work or
fill the position of their superiors. In this technique, a trainee who is likely to assume the
full duties and responsibilities of the position currently held by his/her superior is called
as an understudy. The understudy fills the position of his/her superior that is about to
leave the job due to promotion, retirement, or transfer. For instance, the departmental
head may pick up one competent person from the department to become his/her
understudy. This gives the understudy an opportunity to try out his/her leadership skills.

6.Mentoring

Mentoring is a process of using specially selected and trained individuals to provide

guidance, prag-matic advice, and continuing support that will help the people in their
learning and development pro-cess. The best example of a mentor is Mr. N. R. Narayan
Murthy of Infosys. Mentoring is a method of helping people acquire skills and knowledge
from experienced managers who are wise in the way of the organization.
Off the job training method

1.Lectures

The lecture is one of the oldest forms of training, second to the demonstration. In the
early days, knowledge was transferred through demonstrations.

The lecture may be printed or oral. It is best used to understand a topic or influence
attitudes through education or training about a topic.

2.Simulation

Simulation training, as the name suggests, is a kind of training created to mirror real-life
situations. Employees can put their knowledge to the test in situations they may
encounter in their jobs. However, this attempt is within the safety net of simulation, thus
allowing them to experiment, learn, and grow.

This training is highly cost-effective for employers. It also allows them to assess their
employees concerning how they use their skills when put in pressure situations. And
thus, it can help gauge each employee’s decision-making ability.

3.Case study

The case study is a method which provides descriptive situations which stimulate
trainees to make decisions. The purpose of the case method is to make trainees apply
what they know, develop new ideas to manage a situation or solve a problem. The
focus is more on the approach the trainee uses rather than on the solution. As a training
tool, the case study method can be used to develop decision-making skills, enhance
team spirit, better communication and interpersonal skills and strengthen the analytical
skills of trainees. This paper explores the situations when case study method can be
used as a training tool and also explains the advantages and limitations of this method.
It also describes certain variations in the case method so that the trainer can enhance
his effectiveness.

4.Role playing

Role-play training is a learning technique in which participants act out scenarios under
the guidance of a trainer. This type of training can create a safe environment for
employees to build confidence in their abilities to succeed in their jobs. Learning how to
conduct role-play training can help you prepare your employees for difficult or unfamiliar
work situations. In this article, we discuss role-play training, its benefits and how to
conduct it.role-play training is an active learning strategy that requires participants to
perform realistic scenarios under the supervision of a trainer or facilitator. For instance,
participants might simulate the interaction between an employee and a customer. The
facilitator can then provide feedback regarding the participants' performances.

5.In-basket exercise

The in-basket exercise is designed to assess a candidate's adaptive thinking, problem-

solving, judgement, administrative abilities, planning, organising, delegating, and
integrative skills while dealing with memos, e-mails, requests, messages, handwritten
notes, and other items while under pressure.

Various definitions may be merged or adjusted in each particular in-basket exercise.

The following competencies will be examined in the in-basket exercise, albeit the
particular competencies will differ

6.Confrences

Whenever several people meet to discuss any particular topic or subject, that is known
as a 'Conference'. Each worker analyzes and discusses various problems related to the
topic. Moreover, this method enables each worker to express their respective
viewpoints.

7.seminar
The seminar method is the most modern and advanced method of teaching. A seminar
is an advanced group technique which is usually used in higher education. It is an
instructional technique it involves generating a situation for a group to have a guided
interaction among themselves on a theme.

8.Group discussion

Group discussion (GD) is a comprehensive technique to judge the suitability of an

individual and his appropriateness for admission, scholarship, job, etc. GD assesses the
overall personality – thoughts, feelings and behaviour - of an individual in a group. A
topic is presented to the group members for discussion.

9.Sensitivity training

sensitivity training, psychological technique in which intensive group discussion and

interaction are used to increase individual awareness of self and others; it is practiced in
a variety of forms under such names as T-group, encounter group, human relations,
and group-dynamics training.

10.Syndicate Method:

A syndicate is primarily a study group, the members of which represent the principal
sub-groups participating in the programme. The syndicate has a chairperson and a
secretary, the positions of which are generally held in rotation by the participants.

A problem is assigned to the syndicate for study and solution. The group works on its
own, with only minimum guidance from the training staff, makes its own library studies,
collects data, exchanges views and experience, avails itself of the facility of consulting
specialists in the field, and finally prepares a report on the assignment.

The report of each syndicate is presented to an assembly of the training faculty and all
the syndicates in the training programme as a whole for comments and discussion. The
study on any subject may continue for a month or more, with 10 to 12 sittings.
 What is training and development

Training and development refers to educational activities within a company created to

enhance the knowledge and skills of employees while providing information and
instruction on how to better perform specific tasks.

Training is a short-term reactive process meant for operatives and process while
development is designed continuous pro-active process meant for executives. In
training employees' aim is to develop additional skills and in development, it is to
develop a total personality.

In training, the initiative is taken by the management with the objective of meeting the
present need o fan employee. In development, initiative is taken by the individual with
the objective to meet the future need of an employee.

Importance of training and development

1. Optimum Utilization of Human Resources

Human resources need to be polished and trained to enhance their potential. Training
and development of employees helps to make the best use of the employee’s overall
worth to the organization.

2. Creating a Highly Skilled, Motivated and Enthusiastic Workforce:

The existing workforce is trained to increase their productivity, and motivated to

contribute their best towards the organization. The employees will be more confident
about themselves and enthusiastic about their job. They will adapt to technological
changes and innovations more readily.
3. Increase Productivity:

Knowledge about usage of sophisticated machinery and new technology is imparted to

employees which will enable them to use the equipment more efficiently and thereby
increase productivity.

4. Build Team Spirit:

Training often takes place in groups where the trainees are encouraged to interact with
each other and discuss organizational issues. This helps to create team spirit among
the employees.

5. Healthy Work Environment:

Training and development programmes help to modify the thought and behaviour
process of the employees in such a way that is conducive to building a healthy work
environment.

6. Personal Growth of Employees:

Development programmes provide opportunities to the employees to enhance their

skills and knowledge and help them to achieve better career growth.

7. Promote Learning Culture

The employees are encouraged to continuously learn new concepts and update their
talents. This helps to promote a learning culture within the organization which would
greatly help in its future sustenance and growth.

8. Improve Employee Morale:

When employees are trained to become better performers, they feel a sense of
accomplishment. They realize that they are effectively contributing towards
organizational goals and thus get a morale boost.
9. Better Managerial Skills:

Training and development programmes inspire the employees to think, plan, solve
problems and take important decisions. This hones up their managerial skills.

10. Reduce Employee Turnover:

A well trained employee will take more interest in his job and will be a more efficient
worker. He will get more job satisfaction. People who love their jobs are more loyal
towards the organization.

Chapter -2
Literature review

"A literature review is a description of the literature relevant to a particular

field or topic. It gives an overview of what has been said, who the key writers are,
what are the prevailing theories and hypotheses, what questions are being asked and
what methods and methodologies are appropriate and useful. As such, it is not in
itself primary research, but rather it reports on other findings. Cooper H.M (1988)1
defines literature review as one which uses as its database reports of primary or
original scholarship itself. The primary reports used in the literature may be
verbal, but in the vast majority of cases reports are written documents. The types of
scholarship may be empirical, theoretical, critical, analytical or methodological in
nature. Second a literature review seeks to describe,
summarize, evaluate, clarify and integrate the content of primary reports.
A literature review may be purely descriptive, as in an annotated
bibliography or it may provide a critical assessment of the literature in a particular
field, stating where the weakness and gaps are, contrasting the views of particular
authors or raising questions. Such a review will not be just summary but will also
evaluate and show relationships between different materials, so that key themes
emerge. Most often associated with academic-oriented literature, such as theses, a"

"literature review usually precedes a research proposal and results section. A well-
structured literature review is characterized by a logical flow of ideas, current and
relevant references with consistent, appropriate referencing style, proper flow of
terminology and an unbiased and comprehensive view of the previous research on
the topic.

This chapter aims to provide a general overview of the literature relevant

to this thesis. The Internet is the driving force behind the new global economy,

with Internet Banking allowing banks to revolutionize services and giving their
customers more options than even before. This is because so many banks world-
wide have launched Internet sites in the last few years, banks can no longer
differentiate themselves by merely having an Internet presence. Online services

such as Internet banking transactions, online credit card applications and online
bill payment are becoming the global industry standard. To differentiate
themselves in the future, banks will need to continuously evolve such services to
better meet customers’ needs, capitalizing on new technologies to build stronger
customer relationships.

Literature on marketing banking service is abundant. But these works are

general in nature indicating mostly the government policies and their commitment
towards the operation of banks only. However, few of the studies are reviewed here,
as they would facilitate a clear backing for carrying out the present study.
Specifically, this study investigates the individuals’ perception on the adoption in
Internet banking. In other words, the investigator’s study is focused on
individuals’ intention to use Internet banking in handling their banking issues.

This study is the first of its kind and no study on this topic had been attempted so"

"far. However there were certain studies undertaken at the individual and
institutional level relating to Internet banking.

The literature reviewed for this study includes theses, dissertations,

articles, papers and books related to Internet Banking. The findings of these
studies had enabled the researcher to formulate the problem and to prepare the
design of study. The following related studies have enabled the researcher to
identify some variables as well as the position of the present study.

Baldinger and Rubinson (1996) in their article, perceived that customer

loyalty was concerned with the likelihood of a customer returning, making
business referrals, providing strong word-of-mouth references and publicity.
Loyal customers were less likely to switch to a competitor due to price
inducement, and these customers made more purchases compared to less loyal
customers. However, customers who were retained may not always be satisfied
and satisfied customers may not always be retained. Customers may be loyal due
to high switching barriers or the lack of real alternatives; customers may also be
loyal because they were satisfied, thus wishing to continue with the relationship.

Millson, F. and Kirk-Smith, M. (1996) n their article, indicated that

members of Quality Committees (QCs), were positive in their views towards QCs’

effectiveness. A change in actual performance was the most relevant measure.

Zeithaml and Bitner (1996) in their article, suggested that a customer

relationship with a company was strengthened when that customer made a favorable
assessment about the company’s service quality and weakened when a customer

made negative assessment about the company’s service quality.

"Mols (1999)acknowledged that the internet banking was an innovative

distribution channel that offered less waiting time and a higher spatial
convenience than traditional branch banking with significantly lower cost

structure than traditional delivery channels. Internet banking reduced not only
operational cost to the bank but also led to higher levels of customers’ satisfaction
and retention. As a result internet banking was very attractive to banks and
consumers’, who had higher acceptance to new technology. (Polatoglu and Ekin,
2001, Mols, 2000, Sathye, 1999, Wisner and Corney, 2001).
Natarajan, R. Balaram, A. and Venkata Ramana, S. (1999)in their
article, reported on the development and application of a service template as a
diagnostic tool for identifying opportunities for improvements in the service
package. The operations in the branch of a bank in Bangalore, India, provide the
context. For twenty one service attributes, the gap between the expectations of a

target customer group and the actual service experience was assessed through a
customer survey. A service template graphically displaying the mean values of the
responses for the expectations and the perceived service was constructed.

Wirtz and Bateson (1999)12 in their article, fed the researchers to examined

further into the mainstream research on service quality perception and evolve

different models of evaluation on various parameters.

Anthony T. Allred, H. Lon Addams, (2000)13 in their article, indicated that

neither banks nor credit unions do a good job of surveying customer needs or

retaining customers. Other results indicate that fifty per cent of total respondents

surveyed reported that they had stopped using a financial service provider because"

"of poor service performance. The vast majority of that group reported that their

decision was made because a bank failed to provide adequate service.

Alamgir and Shamsuddoha (2000)14 in their article, pointed out that the

service quality was determined by the differences between customers’

expectations of service providers’ performance and their evaluation of their services

they received.

Anthony, T. and Addams, H. (2000)15 in their article, indicated that credit

unions rate was significantly higher than banks on service quality like: access,

courtesy, communication, credibility, security, empathy, tangibles, basic service,

fairness, fixing mistake, and guarantees. Also they indicated that neither banks nor

credit unions did a good job of surveying customer needs or retaining customers.

Clinton O. Longenecker, Joseph A. Scazzero, (2000)16 in their article,

indicated that a successful facility exhibited greater attention to the human aspects

of the quality process than the unsuccessful facility. For example, a greater degree

of management support for TQM, communication and teamwork between managers

and workers, effective corrective action procedures and follow-up of quality

problems. While this study was limited in scope to two operations within the same

organization, lessons for the successful implementation of service quality could

be drawn from this case study.

Dale, B.G. Williams, R.T. Van der Wiele, T. (2000)17 in their article,

pointed out that through business to business e-commerce and six sigma there

were clear indications that old style quality was coming back into the business arena

because of the savings it could bring. These trends and their implications were

examined in the paper."

"Ganesan, G. (2000)18 in his article, suggested that with the advent of

globalization, the customer was quite well informed and his expectations were

very high. Banks were coming under greater pressure from the ever-growing

demands of the customer who expected services of high quality at competitive

prices.

Jeevan (2000)19 observed that the internet banking enabled banks to offer

low cost and high value added financial services. US web-corporation argued that

finally banks were finding that a comprehensive online banking strategy is

indispensable for success in the increasingly competitive financial services

market. Changes in technology, competition and lifestyles had changed the face of
banking and banks in the present environment were looking for alternative ways

to provide differentiated services.

Kandampully (2000)20 in his article suggested that service quality could be

used as a tool for differentiation and can provide a competitive edge. Service quality

was also crucial for developing loyal customers and was hence responsible for the

success of any service organization.

Lassar, W. Manolis, C. and Winsor, R. (2000)21 in their article, examined

the effects of SQ on customer satisfaction by utilizing a sample of international

private banking customers where SQ was operational via two measures

SERVQUAL and Technical/Functional Quality.

Mandal, P. Love, P.E.D. Sohal, A.S. Bhadury, B. (2000)22 in their article,

narrated the extent to which quality management practices had been implemented

was reported and the obstacles to adoption were identified. The spread of quality

initiatives in various functional areas was analyzed and discussed. The paper"

"would be of particular interest to practicing managers as it identifies a number of

policies that governments might use to stimulate the adoption of quality

management concepts in developing countries.

Mile Terziovski, Danny Samson, (2000)23 in their article, studied the

effects of company size on the strength of the relationship between total quality

management (TQM) and organizational performance. Based on a cross-sectional

study of manufacturing firms in Australia and New Zealand, the paper tested two

hypotheses involving TQM and organizational performance. The central finding

of the study was that TQM had a significant and positive relationship with most of

the dimensions of organizational performance. The relationship weakened for defect

rates and warranty costs when it was co-varied for company size.

Paulin, M. Ferguson, R. and Payaud, M. (2000)24 in their article, reported

that changing account managers were negatively associated with the bank’s external

effectiveness as measured by the customers’ judgments of satisfaction and SQ,

their purchase intentions and their willingness to recommend the bank.

Ron D. McLachlin, (2000)25 in their article, concluded by suggesting that a

consulting engagement was successful if the consultant had met client

expectations (by improving one or more of client performance, client capabilities,

or organizational culture, without making any category worse) – whether or not a

core need had been addressed – and the consultant had enhanced his or her

reputation, with expectations of future revenue streams- whether or not any

immediate income had been received.

Ulrika Hellsten, Bengt Klefsjo, (2000)26 in their article, pointed out that

the interest in TQM had increased rapidly in recent years. Some people saw TQM"

"as something necessary to reach competitiveness but others claim TQM to be

merely a management fad. It was believed that there were several reasons for the

different opinions about TQM. One was that the gurus, who often were seen as

fathers of TQM, did not like the concept. Another one was that there were several

similar names for roughly the same idea. A third one, which may be, was the most

severe, was that there were many vague descriptions and few definitions of what

TQM really was.

Vasuki, R. (2000)27 in her dissertation, pointed out that modern

equipments and machines, modern financial services, diversified deposits and loan

schemes enabled the bankers to attract more customers, to mobilize more deposits

and to offer efficient and effective banking services.

Yogeshwari Phatak and Naseem Abidi (2000)28 in their article studied the

gap between a client’s expectation and perception of the quality of services. The

study was based on primary data collected with the help of questionnaires in

addition to secondary data. Both private and nationalized banks were included in

this study. This paper was an attempt to analyze the shortfalls in delivering

quality services by banks and possible ways to improve service quality.

Zhihai Zhang, (2000)29 in his article, recommended that governments

could only play a role in shaping the context and institutional structure

surrounding companies, while governments could not create competitive

industries, only companies could do that. If the quality of people, especially

governmental officials, top management, and employees does not improve, it is very

difficult for the country to improve product quality."

"Eldon Y. Li, Xiande Zhao and Tien-Sheng Lee, (2001)30 in their article,

focused more on meeting service standard and providing prompt services while

banking institutions in the UK focused more on understanding and meeting

customers’ needs.

Fitzsimmons (2001)31 in his article, stated that the service quality forms an

important aspect in the perception of services as it had both marketing and

operations orientations.

Mahadevan, S. and Dr. Balasubramanian (2001)32 in their article,

explained that interest in the need and measurement of quality was understandably

high and most important. The important relationship between service quality

customer satisfaction and purchasing behavior remain largely unexplored.

Winnie, Yuk-Lan Wong and Gopal K. Kanji, (2001)33 in their article,

reviewed the relationships of latent constructs specified in these popular national

customer satisfaction measurement and management system and concluded that

the relationships specified in existing national customer satisfaction systems were

far from conclusive. This paper therefore attempted to extend the current

understanding of customer satisfaction and customer loyalty at a retail level in an

industry-specific context. The adopted Kanji Customer Satisfaction Index was

selected and tested with the data of 450 customers of retail banks in Hong Kong.

Finally, findings and implications were discussed.

Wisnieswki, (2001)34 in his article, suggested that the service quality was a

concept that had aroused considerable interest and debate in research literature as

difficulties in both defining and measuring it with no overall consensus emerging

on either occurs."

"Hasan (2002)35 found that online home banking had came out as a

significant strategy for banks to attract and retain customers. About 75 percent of

the Italian banks had adopted some form of internet banking during the period

1993-2000. The study also found that the higher likelihood of adopting active

internet banking activities was by larger banks, banks with higher involvement in
off-balance sheet activities, past performance and higher branch network.

Rao, N.V. (2002)36 in his article, explained that customer service was

becoming an important aspect in gaining competitive edge for survival with

growth and profits for banks. The key to success in the changed environment

would be the bank’s ability to reach the client at his door step.

Sureshchandar, Rajendran & Anantharaman, (2002)37 in their article,

stated that a positive relationship between service quality and satisfaction was

well established in the literature in the banking sector.

Gounaries et al., (2003)38 in their article, revealed that the principal focus

of service quality and service quality research had been the identification of

service quality dimensions. Moreover, the development of measurement

instruments of service quality was the focus of subsequent research efforts.

Jaskaran Singh Dhillon, Dr. Batra, G.S. and Dr. Atul Dhyani, (2003)39 in

their article, stated that good relationship marketing strategies like better

segmentation, enquiry management, welcoming the customer, getting to know the

customers, customer development, managing problems and winning back the

customers had contributed to the growth and market share of private sector banks

in India"