CHAPTER ONE

INTRODUCTION

1.1. Background to the Study

The world over, deposit money banks are responsible for providing essential services for the

benefit of their customers and the provision of such essentials are most important in

satisfaction level of customers in developing countries such as Nigeria. The service sector is

an indispensable player of most contemporary economies and customer satisfaction is the

backbone of any service industry. It is the customer that can bring prosperity and success to

any organization. So, it is important to satisfy the myriads needs of the customers. (Boyne,

2013)

Customer satisfaction is a psychological state and customers are highly satisfied when service

quality exceeds their expectations (Paul, Mittal, & Srivastav, 2016). It is believed that

satisfied customer keep a sustainable relationship with the organization by regularly

purchasing its products and services (Kashif, Suzana, Shukran, & Rahman 2015). A high

quality service leads to competitive advantage, satisfied customer base and improved bottom-

line for the organization. Customer satisfaction for organizations that wish to create a

competitive advantage in today's extremely competitive world is a key issue. Therefore,

many researches and finding have been to identify the proper evaluation of customer

satisfaction (Muhammadnejad 2018). It can be said that the origin of all the goals, programs

and organizational practices in modern marketing concept is referred to market in general and

customer in particular.

Service quality plays a significant role in conventional and service industries and customer

satisfaction in the service industry depends on the quality of service and overall experience.
Firms with a satisfied customer base have a competitive edge over others (Arokiasamy &

Huam, 2014). Banks are key institutions in the financial system and an economy significantly

depends on the efficiency of the banking sector. In the corporate world, service quality plays

an important role in creating differentiation and a satisfied customer base. In addition,

customer expectation of service quality has also increased proportionately. Customer now

demands high quality services from banks. Banks aim to build a competitive advantage

through high quality services and by developing a loyal customer base. A satisfied customer

base also helps in increasing market share (Khan & Mariam, 2014).

There appear to be several impact of service quality. However, the role of service quality in

improving customer satisfaction has been the subject of discussion for a long time. The

results of empirical studies are for the proposition that an organization performance is

positively related to its service quality. The focus of this study is to examine the effect of

service quality on customer satisfactory of deposit money banks in Katsina metropolis.

1.2. Statement of the Research Problem

Despite the importance of service quality in the banking industry, there is a problem in their

financial services and activities with particular reference to Guaranty Trust Bank Plc. In early

twentieth century banks were very few and patronized by the indigenous people with no

option, but following the increment of indigenous ones between 1945 to 1960 and the recent

re-capitalization of banks capital base to N25billion has necessitated a dire need for banks to

take service quality very seriously. It is obvious that competition amongst banks would

increase and as such there is need for real marketing strategies to be applied to further

professionalize the industry.

It is believed that banks with more funds would be well positioned to become one of the

leaders in the dynamic and competitive sector and quality of service plays a pivotal role in

deposit attraction from customers. (Jamali, 2017)

With the rapid advancements in competitive business environment, customer expectations

and demands are also increasing, leading to a situation where many firms especially banks

find it difficult to retain their customers (Ali et al., 2015). Moreover failure to recognize true

needs and wants of customer is also a barrier to providing high quality services (Izogo &

Ogba, 2015). Today's competitive market situation have forced banks to focus on quality

service delivery for achieving efficient business operations; however while doing so the

element of service quality and customer satisfaction is often deliberated (Boetsch et al.,

2014). There is evidence that service quality positively and significantly influences customer

satisfaction (Boyne, 2013). However, comparatively less attention has been given to the

nature of service quality practices among different banks. More research studies have been

concentrated in the field, thus giving emphasis on Guaranty Trust Bank Plc despite the

challenges they face in delivering quality service to their customers. In the modern business

environment, competition among the business firms has reached an extraordinary level and

obtaining bearable competitive advantage has become a key to survival for most of the firms.

Service quality is reported to be a major source of competition in many management and

marketing researches (Hultand & Ketchen, 2013).

Today's, intensive competition, technological developments, new social trends, dynamic

economic environment are factors that have faced enterprises with wide fluctuations. Because

of strong impact of customer demands on the organization, special attention is required. In a

competitive environment, organizations are able to grow only if they provide customer

satisfaction. In fact, if the environmental uncertainty and instability increase the attention to

customer needs and ideas for survival, growth and continuity of organization would be more
essential. Attention to customer demands is a prominent feature of modern organizations.

Customers are very important resources in any organization. This can be attributed to the way

their desire is satisfied and recognized (Rahman, 2015). The banking sector has witnessed

significant reforms from the 1990's with right sizing efforts and now the service provision has

become a yardstick or benchmark through which customer satisfaction is measured. In this

regard, improving customers satisfaction and exceeding their expectations are a major driver

of growth (Pirayesh & Daneshvar, 2012).

1.3. Research Questions

The following research questions were designed to guide and direct the study:

1. To what extent does tangibility impact on customer satisfactory?

2. How does level of reliability lead to customer satisfactory?

3. To what extent does assurance affect customer satisfactory?

4. Does empathy significantly affect customer satisfactory?

5. At what level does responsiveness affect customer satisfactory?

1.4. Objectives of the Study

The general objective of this study is to determine the effect of service quality on customer

satisfaction of deposit money banks in Katsina metropolis.

The specific objectives of this study are;

To find out how tangibility impact on customer satisfactory.

To assess the extent to which reliability affect customer satisfactory.

To determine the extent to which assurance affect customer satisfactory.

To examine how empathy affect customer satisfactory.

To find out the effect of responsiveness on customer satisfactory.

1.5. Hypotheses of the Study

This study tests the following hypothesis:

H1: Tangibility does not affect customer satisfactory.

H2: Reliability does not affect customer satisfactory.

H3: Assurance does not affect customer satisfactory.

H4: Empathy does not affect customer satisfactory.

H5: Responsiveness does not impact on customer satisfactory.

1.6. Scope of the Study

This study is conducted to evaluate the effect of service quality provided and the level of

customer satisfaction. Deposit money Banks is providing different services and has different

customers; among those services and customers the scope is limited to Guaranty Trust Bank

Plc major customers who have access to their services.

In this study, it has been conceptualized or conceived that factor such as service quality have

significant effect on patronage level of customers in an organization. I considered customer

satisfactory as dependent variable whereas service quality as independent variable.

This research work is limited to the service quality on customer satisfactory and in turn

leading to organizational performance and productivity, using the Guaranty Trust Bank Plc.

This therefore means that the study area in which data were obtained is Guaranty Trust Bank

Plc.
1.7. Significance of the Study

This study contributes the knowledge on service quality and customer satisfactory level, the

effect of service quality on customer satisfactory in banking industry. The findings of the

study will not only be beneficial to the deposit money Banks and firm of the chosen

organization for the study, which is the Guaranty Trust Bank Plc, but also to other firms and

organizations. It will also, help managers in other organizations in setting goals and targets

for their organization to achieve through proper supervisory control by line managers and

supervisors.

In addition, this study will help the organization to focus on highly influential service

dimensions of service quality and customer satisfactory in deposit money banks, aid in

identifying and improving on quality service needs of customers. Assist in motivating

customers who contributes effectively to the attainment of organizational goals and

objectives.
 CHAPTER TWO

REVIEW OF LITERATURE

2.1 Introduction

This chapter dwells on the literature on the variables. It is intended to give a review of the

variables so as to provide insight on the conceptual clarification of customer satisfaction,

service quality and their relationship

In the later part of the chapter, the researcher took time to review the dimensions of service

quality.

2.2 Conceptual Literature

2.2.1 Customer Satisfaction

Customer satisfaction can be defined in various situations that are associated with goods and

services. Customer satisfaction is feeling or attitude toward a product or service after its use.

Customer satisfaction is the result between marketing activities that acts as a communication

bridge and different stages of consumer buying behaviour. Customer satisfaction is the result

of a comparison between customer purchase of the expected performance with actual

performance and perceived payment expenses (Taghizadeh, 2012). Customer satisfaction is a

physical concept that is due for personal comparison from understanding of product

performance with the experience obtained of the performance (Chu, 2013). Understanding

customer satisfaction in the organization should be considered as a major issue. As part of

this strategy, product definition and service and the needs of customer and prepare a list of

data and customer complaints and the selection of process is important. Basic questions

include: Why do we provide product or service? Who are our customers? What do they want

and need? Is it measurable? What is needed to improve the process? By answers to these
questions will have a better understanding of customer continuously and products and

services to adapt to market needs would be better (Rampersad, 2014). Customer satisfaction

is increasingly as basis of standard performance for any business organization and whatever

organization has more satisfied customers and increase the purchase rate and reduces the

desire for change (Jamali, 2017). Customer satisfaction is something beyond a positive

impact on efforts done in the organization. This not only makes the activity staff, but is

considered a source of profit for the organization. Customer satisfaction provides many

benefits for firms and higher levels of customer satisfaction leads to loyalty. By reviewing

literature related to the topic, it faced two approaches to defining satisfaction: In the first

approach, satisfaction is the condition that is obtained after use of the product or service for

the customer. In the second approach, satisfaction is process understand and evaluate of

customer from experiencing product consumption by using service. Review of literature

suggests that satisfaction is achieved as a result of two parallel processes that include:

emotional process and normative process (Robinot & Giannelloni, 2015). Although

satisfaction and service quality have a common features but satisfaction has the broader

concept than quality generally, because it focuses on services dimensions. The service quality

is considered as part of satisfaction. Service quality represents a customer’s perception from

five dimensions of service, while satisfaction is more pervasive and including quality of

service, product quality, price and also situational factors and personal factors (Seyed, 2016).

2.2.2 Service Quality

Since the role of service was evident in everyday life, also categories of service quality as

main characteristic of competition between organizations was considered, so that considering

quality of service, organization made different from its competitors and it caused competitive

advantage (Hosseini et al., 2015). Gronroos (2013) defines service as an activity or series of

activities of more or less intangible that are usually done and not necessarily in the interaction
between customer and staff or physical resources or goods and or supplier systems for

services but are provided as solutions to customers problems. But concept of service quality

based on the opinions of researchers and scholars is that, quality of service is based on a

comparison between what customer feels should be offered to him/her, and what is actually

provided to him/her (Shao & Li, 2017). Elsewhere service quality is defined as the sustained

compliance with customer expectations and understanding customer expectations from

particular service. Othman & Owen (2013) believed that service quality shows the degree of

difference between the perceptions and expectations of customer services. Today, quality of

service plays a crucial role in the success of the organization in creating competitive

advantage and increase competitive power (Rod et al., 2015). In Gronroos opinion (2013) the

perceived quality of service meets two dimensions of technical (outcome) and operational

(process-oriented), he believes that technical dimension of service is what the customer gets

from service and is measurable as objective, because it is what customer sees in the end of

serving process. On the other hand, the functional quality associated with how to get service

and is not easily measured and also understood by the client mentally. In other words, the

technical quality is the practical result of the service while the operational dimension quality

shows process how service is provided. He expressed six specifications for the perceived

quality of service to guidance for other empirical research and conceptual: Expertise and

skills, attitudes and behaviour, accessibility and flexibility, reliability and confidence,

improved service and reputation. Other researchers have presented evidence that customer

perceptions from service quality is based on his/her assessment from performance of

organization in different levels and finally, customers can combine assessment obtained to

their perception from quality of service received and identified. Based on study done, it can

be stated that several dimensions affect the overall quality of service, customer expectations

from each of these factors is also different as well as the impact of customer expectations on
understanding overall quality of service is different (Ranjbarian & Gholizadeh, 2014). Santos

& Boote (2013) says because both structure of satisfaction and quality of service have the

field related to cognitive expectations and evaluations, in theory can link these two concepts

with regard to factor of expectations. The distinction between customer satisfaction and

service quality are considered an important issue for managers and service providers need to

provide high quality services to meet customer satisfaction as their business objectives

(Santos and Boote, 2013). Spreng and Singh (2016) during their investigation also concluded

that high quality services will bring "customer satisfaction" and therefore distinction between

these two structures does not seem so important. Dabholkar, Shepherd & Thorpe (2015) in

their study pointed out that though both structure of satisfaction and service quality are

distinct to each other but highly correlated with each other. These researchers argue that

customer satisfaction moderate impact of service quality on behavioural intentions of

customers. Based on the evidence contained in the literature, it can be inferred that service

quality and customer satisfaction are two structures different and unique but highly related

(Dabholkar et al., 2014). Quality of service is closely related to customer satisfaction so that

improve service quality increases also the likelihood of customer satisfaction. Increasing

customer satisfaction leads to behavioural outcomes such as commitment, a desire to remain

a two-way link between the service provider and the customer, increasing customers

tolerance to failures in service delivery and positive oral advertising about organization

(Hosseini et al., 2015).

2.3. Service Quality and Customer Satisfaction

In banking industry, service quality is one of the most important aspects of the premium

customer experience. Most organizations monitor their service quality on a regular basis to

ensure maximum customer satisfaction and to improve customer retention and loyalty.

Customer satisfaction is attained by properly meeting the customer demands and expectations
and providing services which are up to the market standards (Gitomer, 2013). A positive

consumption experience of the customer ensures that overall of his feelings for the products

or services consumed are positive. However customer satisfaction does not guarantee

repurchase, customer retention, or loyalty. Service quality has been suggested as a strong

predictor of customer retention and customer satisfaction by many organizational researchers.

Service quality is a drive of the customer satisfaction that impacts customer loyalty. Service

quality is a key factor for customer satisfaction. It is an important tool for banks for

augmenting their income and market share (Muyeed, 2012).

2.4. Relationship between Service Quality and Customer Satisfaction

For over half a century’s study, researchers have formed one consensus that service quality

and customer satisfaction are different, but closely related concepts (Spreng & Mackoy,

2016). And two main debatable arguments about the precise relationship between service

quality and customer satisfaction: One argument is that service quality influences customer

satisfaction positively (Yee et al., 2012), and service quality is the antecedent of customer

satisfaction. This viewpoint was supported by many academics researches such like Cronin &

Taylor (2012), Harris & Harrington (2012), Lee & Hwan (2015), etc. On the contrary,

another statement is that customer satisfaction is the antecedent of service quality (Bolton &

Drew, 2013; Blodgett & Wakefield, 2014). In this study, I also gave a hypothesis that

tangibility does not affect customer satisfaction the same as most researchers argument.

2.5. Dimensions of Service Quality

2.5.1. Tangibility

According to Khan & Fasih (2014), tangibility are seen to be perceptible by touch or a visible

existence. Information and Communication Technology (ICT), tool, sites, organizations

employees and any visible facilities form the tangible dimension of service quality. However,
these tangibles are applied in various ways by the service providers and are perceived and

experienced on different levels by the end users. Tangibles are especially important to service

delivery as they are crucial variables to developing strong, positive and inspiring customer

association and experience, through its proprietary assets (Naidoo, 2014).

2.5.2. Reliability

The process in which service provider remains faithful in rendering services to its customers

can be considered as the reliability dimension of service quality (Khan & Fasih, 2014).

Reliability assures the customer of a service providers ability to consistently provide a

perceived quality of service. Reliability has an impact on trust and the overall impression left

in the mind of a customer after service consumption (Salam et al., 2013). The reliability

dimension of service quality is vital and perceived through the people aspect of service

quality (Kaura et al., 2012).

2.5.3. Assurance

Khan & Fasih (2014) states that the process of acquired knowledge being showcased by staff

in executing their term of preferences during service delivery can be highly assuring to

customers. This gives customer the confidence that the service delivery representative will

perform his/her duty professionally and ethically. Naidoo (2014) argues that not all customers

have the expertise to understand the quality of service and values they received, and as such

may require effective communication or personal explanations to understand the value they

received. This service quality dimension is performed through the people aspect of service

quality (Kaura et al., 2012).

2.5.4. Empathy

Khan & Fasih (2014) state that empathy is the ability for service delivery firms to pay

attention to individual customer problems and demands, then address these issues effectively
and they also argues that the way the organization takes responsibility to address problems

faced by their customers on an individual or group level is classified as empathy. This service

quality dimension is perceived through the people aspect of service quality (Kaura et al.,

2012).

2.5.5. Responsiveness

The process in which service providers react quickly to resolve customer problem positively

within a given time is called responsiveness (Blery et al., 2017). This dimension of service

quality is perceived through the people aspect of service quality. However, information

technology advancement like emails, webpage and customer service interface improves the

responsiveness of service delivery firm (Kaura et al., 2012).

2.6. Impact of Service Quality Dimensions on Customer Satisfaction

2.6.1. Impact of Tangibility on Customer Satisfaction

Tangibility refers to things that have a physical existence, which could be seen, felt and

touched. From a banking perspective it included the technological equipment and ambience

of branches including employees (Khan & Fasih, 2014). Tangibility is a significant aspect of

customer satisfaction in the service industry especially banks. As the products of banks and

service industry are intangible, they have to rely heavily on the tangible aspects for satisfying

customers. Customers tend to extensively switch from one bank to another (Ibrahim, Taufik,

Adzmir, & Saharuddin, 2016). One reason for this is that banks are not giving due importance

to tangible aspects. Customer satisfaction and retention strongly depends on tangibles

including modern equipment, ambience and staff. Therefore, banks must improve these

tangible aspects. Tangibles are significant for creating differentiation, customer satisfaction

and sustainable growth (Arokiasamy, 2014). Customer satisfaction in banking significantly

depends on both tangible and intangible aspects. Therefore, combining both tangible and

intangible aspects in the value proposition can lead to greater satisfaction among customers

and sustained relationships (Khan & Fasih, 2014). Some studies argue that service quality

positively influence the profitability of an entity (Irfan et al., 2014).

2.6.2. Impact of Reliability on Customer Satisfaction

Results from Hartmann & Calvo (2016) test on reliability of service and customer satisfaction

suggest that a positive correlation do exist between the reliability of service, service quality,

performance (i.e. financial and non-financial) and customer satisfaction. This is made

possible through the interactional activities between employees and customers. This

dimension is facilitated through the people aspect of service quality (Kaura et al., 2012).

2.6.3. Impact of Assurance on Customer Satisfaction

Results from Parasuraman et al., (2013) found that assurance is one of the core dimension of

service quality that impact customer satisfaction because it implants a favourable perception

of an organization in the mind of a customer. Thus encouraging the likelihood of word of

mouth activity especially in financial institutions. A reliable financial service provider

implants a high level of confidence in the mind of its customers (Khan & Fasih, 2014) This

dimension is facilitated through the people aspect of service quality (Kaura et al., 2012).

2.6.4. Impact of Empathy on Customer Satisfaction

Ganguli & Roy (2013) claim that a positive correlation does exist between empathy and

customer satisfaction. They also realized that without empathy customers will remain

dissatisfied with service quality, therefore, empathy greatly impact customer satisfaction.

This dimension will immensely contribute toward customer long-term relationship with the

organization. Wieseke et al., (2012) research proves that empathy creates a condition of
emotional relationship with customer and the service providers and motivates customer to do

business with the company. According to Karatepe (2013) there is a positive relationship

between empathy and customer satisfaction. He noted that customer loyalty could be easily

captured through empathy. The importance of empathy can be felt through service quality,

customer loyalty as well as satisfaction. Therefore, empathy and reliability of service are

significantly influenced by service environment (Karatepe, 2013). This dimension is also

facilitated through the people aspect of service quality (Kaura et al., 2012).

2.6.5. Impact of Responsiveness on Customer Satisfaction

Responsiveness indicates how efficiently a firm addresses customer queries and provides

solutions to their problems. In this context, it is important for firms to understand customer

needs in terms of their daily operations and make these operations safe and efficient

(Parasuraman & Zeithami, 2013). Studies have found that responsiveness is not only an

important component of service quality model but it also has a positive effect on customer

satisfaction (Al-Azzam, 2015). If employees are highly responsive to customer queries it will

lead to a higher level of customer satisfaction (Al-Azzam, 2015). The responsiveness level is

strongly dependent on the attitude and behaviour of employees. Thus, it is important for firms

to give required orientation to their employees on customer dealings on a regular basis.

Consequently, this will lead to higher customer satisfaction and better relationship with firms

(Loke et al., 2012).

2.7. Importance of Customer Satisfaction

Customer satisfaction should be considered a vital component of any business because it

provides organizations and business owners with a metric that can be used to measure and

improve business performance from a customer perspective (Ben, 2017). Not only is it a

leading indicator of consumer repurchase intentions and loyalty, but it is also a great way to
understand if they will become long term repeat customers or even advocates. On the other

hand, it can also provide the initial warning signs that a customer is unhappy and potentially

at risk of leaving. With all this considered, customer satisfaction can provide businesses with

crucial information to understand what aspects are successful and where improvements need

to be made.

Within a competitive marketplace where businesses are constantly competing for customers,

customer satisfaction is often seen as a key differentiator often acting as a final purchase

trigger point. Businesses that tend to succeed in these hostile environments are the ones that

make customer satisfaction central to their business strategy. By regularly measuring and

tracking customer satisfaction you can make informed decisions to put new processes in

place to increase the overall quality of your customer service and elevate yourself above the

competition. Therefore, it’s one of the leading metrics used to measure consumer repurchase

and customer retention.

2.8. Importance of Service Quality

Tancar (2012) pointed that focus on quality, whether a product or service leads to the good

reputation of the company. In the following, the large number of executives seeking to create

strategic goals and performance monitoring to improve the quality of service or product

(Albert, 2015). While Ali (2014) pointed out that the application of the quality of service in

the enterprise lead to a decline in customers as to the quality of goods and services provided

to them, as well as lead to the effective activities due to inventory reduction and the reduction

of errors and reduce delivery time and reduce costs complaints, raise the level of quality to

reach the international quality standard, improved communication and cooperation between

the units and sections of the institution and formation and development of a culture of

effective positive change based on the renewal and development.

2.9. Levels of Service Quality

Payne (2016) says that service quality can be distinguished between five levels:

• Quality expected by the customer represents a level of quality of service that must be

provided according to the customers.

• Quality perceived by the banks management: the bank expects a quality management as the

saturation of the needs and desires of customers.

• Actual quality: a quality that does actual service.

• Professional quality: a quality that is subject to quality specifications e.g banking service.

• Quality promoted for customers is the extent level of satisfaction and acceptance that can be

obtained from bank customers when they received the services provided to them.

2.10. Factors that affect Customer Satisfaction

Hokanson (2015) sees that there are many factors that affect customer satisfaction. These

factors include politeness of staff, accuracy invoices and timing, competitive prices, service

quality, quick service and trust.

Zeithami and Berry (2013), opines that there are a range of factors that affect the satisfaction

or customer expectations:

• Personal contact with the surroundings: this means that the person builds his expectations or

satisfaction with the service organization or certain services provided by the organization that

deals with the customer through other impressions.

• Personal needs: show these needs to the personal, technical and social demands as well as

personal resources and personal needs vary from person to person according to the difference

in ages, tastes, gender and culture.

• Previous experience: in a client’s exposure to the same periods of previous service and the

degree of his knowledge of nature after the experiment.

• External communication: intended for those messages that organization send to the

customer audience such as advertising or publicity, which allows the customer to imagine a

certain level of service quality.

 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter will generally explain the research methodology. The chapter will explain the

procedure adopted for this research. The research design, the population,, method of data

collection, as well as data analysis used for the study are described and explained in the

chapter.

3.2 Research Design

Cassel and Yimon (2004), defines research design as the arrangement for the logical steps

which will be taken to link the research question(s) and issues to data collection, analysis and

interpretation in a coherent way. The survey method is used in order to elicit responses from

the respondent, survey is commonly applied to a research methodology designed to collect

data from a specific population, or a sample from that population and typically utilizes a

questionnaire or an interview as the survey instrument (Robson, 1993). Therefore, an

explanatory survey design was adopted for this study; this is because the study aimed to

explain the relationship between service quality and customer satisfaction.

3.3 Population of the Study

The term population means the total number of concerns which by direct or common

characteristics may lead to the gathering of relevant data or information and can also consists

of all elements (individuals, items or objects) whose characteristics are being studied. Since

this research was limited to deposit money bank in Katsina metropolis (Guaranty Trust Bank

Plc, First Bank and Fidelity Bank, the population of the study are the customers of the banks.
3.4. Method of Data Collection

Data collection is very crucial in any research process and the data required were collected

using the instruments of questionnaire. Questionnaire as a research instrument was mainly

used for collection of data. Nevertheless, the researcher had some privileges of oral interview

with some customers of the bank to get information in connection with service quality.

3.5. Method of Data Analysis

In the analysis of data collected, statistical method simple percentages and tables were used

for descriptive purpose and to answer the research questions as well as described responses

while chi-square method of analysis were employed for testing of hypotheses facts available.

This enables the researcher to draw a relevant conclusion, based on the empirical facts

available.
 CHAPTER FOUR

DATA PRESENTATION AND DISCUSSION

4.1. Introduction

This chapter deals with the presentation, description and analysis of data collected the results

represents the answers by the respondents to the questionnaires. Data obtained from are

shown with the aids of tables. Respondents are grouped in accordance with their reactions to

each of the questions and their percentages computed against total sample size.

4.2. Data Presentation and Discussion

With regards to the research methodology of the study, a total of 100 questionnaires were

distributed to the customers of Guaranty Trust Bank Plc. Katsina branch The questionnaires

presented to the customers required them to provide responses on questions about their

demographic characteristics such as sex, age, marital status and educational qualification and

certain statements on the Likert scale which was considered in the first part of the

questionnaire. Out of a total number of 380 respondents that received the self administered

questionnaires, 80 respondents filled and answered the questionnaire to the satisfaction of the

research. This was a good representative sample of the targeted population for decision

making which were eventually used for the computation of scores and analysis of data..

4.2.1. Classification of Respondents Based on Sex

Sex Frequency Percentage (%)

Males 65 81.25%

Females 15 18.75%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.1, it can be observed that 18.25% of the respondents are males

while the remaining 18.75% are females. This shows that majority of the respondents are

males and also they are the people who are mostly going to banks for one reason or the other..

4.2.2. Classification of Respondents Based on Age

Age Frequency Percentage (%)

Less than 30 years 40 50%

30-40 years 25 31.25%

More than 40 years 15 18.75%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.2, it can be observed that 50% of the respondents are less than 30

years; 31.25% of the respondents are between the age of 30-40 years while the remaining

18,75% are more than40 years of age. This indicates that majority of the respondents are

between the age of 30 years and below showing that youth are patronizing bank in their

transaction.

4.2.3. Classification of Respondents Based on Marital Status

Marital Status Frequency Percentage (%)

Single 45 68.75%

Married 35 43.75%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.3, it can be observed that 56.25% of the respondents are single

while the remaining 43.75% of the respondents are married. This confirmed that majority of

the respondents are single married men women mostly spent their earning.

4.2.4. Classification of Respondents Based on Educational Qualification

Qualification Frequency Percentage (%)

OND/ND/NCE 55 68.75%

HND/B.Ed./B.Sc. 15 18.75%

M.A/M.Ed./M.Sc. 10 12.5%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.4, it can be observed that 68.75% of the respondents had either

OND/ND/NCE; 18.75% of the respondents had HND/B.Ed./B.Sc. and the remaining 12.5%

of the respondents had M.A/M.Ed./M.Sc. This shows that majority of the respondents have

polytechnic and college certificate they doesnt have much responsibility that makes them

saves more from their income.

4.2.5. Distribution of Respondents Based on Tangibility

Responses Frequency Percentage (%)

Strongly Disagree 34 42.5 %

Disagree 8 10%

Neutral 3 3.75%

Strongly Agree 21 26.25%

Agree 14 17.5%

Total 80 100%

Source: Survey Data (2020)

From the above table 4.2.5, the respondents were asked whether the waiting area is clean

were 52.5% of the respondents disagreed (42.5% strongly disagreed and 10% disagreed);

3.75% of the respondents were neutral while the remaining 43.25% of the respondents agreed

(26.25% strongly agreed and 17.5% agreed). This indicates that the larger proportion of the

respondents have agreed that the waiting area is clean which clearly indicates that banks are

doing their best in monitoring contusive atmosphere.

4.2.6. Distribution of Respondents Based on Tangibility

Responses Frequency Percentage (%)

Strongly Disagree 17 21.25%

Disagree 8 10%

Neutral 4 5%

Strongly Agree 33 41.25%

Agree 18 22.5%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.6, the respondents were asked whether the atmosphere and the

decor appearance of the waiting room is appealing were 31.25% of the respondents disagreed

(21.25% strongly disagreed and 10% disagreed); 5% of the respondents were neutral while

the remaining 63.75% of the respondents agreed (41.25% strongly agreed and 22.5% agreed).

This shows that the larger proportion of the respondents have agreed that the atmosphere and

the decor appearance of the waiting room is appealing and this make customers feel like at

home while doing business with banks.

4.2.7. Distribution of Respondents Based on Tangibility

Responses Frequency Percentage (%)

Strongly Disagree 20 25%

Disagree 12 15%

Neutral 6 7.5%

Strongly Agree 28 35%

Agree 14 17.5%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.7, the respondents were asked whether the equipments are

functional were 40% of the respondents disagreed (25% strongly disagreed and 15%

disagreed); 7.5% of the respondents were neutral and the remaining 52.5% of the respondents

agreed (35% strongly agreed and 17.5% agreed). This indicates that the larger proportion of

the respondents have agreed that the equipments are functional from the findings equipments

used by bank in their operation are latest, and meet the requirement of modern times.

4.2.8. Distribution of Respondents Based on Tangibility

Responses Frequency Percentage (%)

Strongly Disagree 4 5%

Disagree 1 1.25%

Neutral 1 1.25%

Strongly Agree 48 60%

Agree 24 32.5%
Total 80 100

Source: Survey Data (2020)

From the above table 4.2.8, the respondents were asked whether the staff working at the bank

are easily identified by their names where 6.25% of the respondents disagreed (5% strongly

disagreed and 1.25% disagreed); only 1.25% of the respondents were neutral while the

remaining 92.5% of the respondents agreed (60% strongly agreed and 321% agreed). This

shows that the larger proportion of the respondents have agreed that the staff working at the

bank are easily identified by their names making that their identity is not hidden, by way of

displaying they identity cards on their necks, and customers will come to know who is he

dealing with.

4.2.9. Distribution of Respondents Based on Reliability

Responses Frequency Percentage (%)

Strongly Disagree 20 25%

Disagree 16 20%

Neutral 2 2.5%

Strongly Agree 34 42.5%

Agree 8 10%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.9, the respondents were asked whether services are provided at the

promised time were 45% of the respondents disagreed (25% strongly disagreed and 20%

disagreed); 2.5% of the respondents were neutral while the remaining 52.5% of the

respondents agreed (42.5% strongly agreed and 10% agreed). This indicates that the larger

proportion of the respondents have agreed that services are provided at the promised time the

result revealed that banks are keeping to their promises.

4.2.10. Distribution of Respondents Based on Reliability

Responses Frequency Percentage (%)

Strongly Disagree 25 33.75%

Disagree 18 22.5%

Neutral 4 5%

Strongly Agree 27 33.75%

Agree 4 5%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.10, the respondents were asked whether services are provided in a

dependable and accurate manner were 56.25% of the respondents disagreed (33.75% strongly

disagreed and 33.75% disagreed); 5% of the respondents were neutral while the remaining

38.75% of the respondents agreed (32% strongly agreed and 5% agreed). This shows that the

larger proportion of the respondents have disagreed that services are provided in a

dependable and accurate manner the outcome reveals that some time service are beign

rendered quality blue chief customers, neglecting others.

4.2.11. Distribution of Respondents Based on Reliability

Responses Frequency Percentage (%)

Strongly Disagree 15 18.75%

Disagree 10 12.5%

Neutral 5 6.25%

Strongly Agree 25 31.25%

Agree 25 31.25%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.11, the respondents were asked whether staff are competent in

providing efficient services were 31.25% of the respondents disagreed (18.75% strongly

disagreed and 12.5% disagreed); 6.25% of the respondents were neutral while the remaining

63% of the respondents agreed (31.25% strongly agreed and 31.25% agreed). This indicates

that the larger proportion of the respondents have agreed that staff are competent in providing

efficient services finding indicate that banks up to task with not compromise.

4.2.12. Distribution of Respondents Based on Reliability

Responses Frequency Percentage (%)

Strongly Disagree 15 18.75%

Disagree 11 13.75%

Neutral 4 5%

Strongly Agree 30 37.5%

Agree 20 25%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.12, the respondents were asked whether the staff kept their record

up-to-date were 32.5% of the respondents disagreed (18.75% strongly disagreed and 8%

disagreed); 13.75% of the respondents were neutral and the remaining 62.5% of the

respondents agreed (37.5% strongly agreed and 25% agreed). This shows that the larger

proportion of the respondents have agreed that the staff kept their record up-to-date clears

the doubt that banks maintained proper record keeping.

4.2.13. Distribution of Respondents Based on Assurance

Responses Frequency Percentage (%)

Strongly Disagree 5 18.75%

Disagree 8 10%

Neutral 6 7.5%

Strongly Agree 27 33.75%

Agree 14 17.5%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.13, the respondents were asked whether staff are knowledgeable

about the services the bank offers and 28.75% of the respondents disagreed (18.75% strongly

disagreed and 10% disagreed); 7.5% of the respondents were neutral while the remaining

51.25% of the respondents agreed (33.75% strongly agreed and 17.52% agreed). This

indicates that the larger proportion of the respondents have agreed that staff are

knowledgeable about the services the bank offers finding reveals that banks are recruiting

based on qualification in relevant field and experience in some incidences

4.2.14. Distribution of Respondents Based on Assurance

Responses Frequency Percentage (%)

Strongly Disagree 15 18.75%

Disagree 15 18.75%
Neutral 3 3.75%

Strongly Agree 9 11.25%

Agree 38 47.25

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.14, the respondents were asked whether the staff are consistently

courteous when they are dealing them where 37.5% of the respondents disagreed (18.75%

strongly disagreed and 18.57% disagreed); 3.75% of the respondents were neutral and the

remaining 58.75% of the respondents agreed (11.25% strongly agreed and 47.5% agreed).

This shows that the larger proportion of the respondents have agreed that the staff are

consistently courteous when the dealt with them bank staff are treating their customers with

extra care as opined by some respondents.

4.2.15. Distribution of Respondents Based on Assurance

Responses Frequency Percentage (%)

Strongly Disagree 28 35%

Disagree 17 21.25%

Neutral 9 11.25%

Strongly Agree 13 16.25

Agree 13 16.25%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.15, the respondents were asked whether they trust the staff as they

feel they have their best interest at heart were 56.25% of the respondents disagreed (35%

strongly disagreed and 21.25% disagreed); 11.25% of the respondents were neutral while the
remaining 32.5% of the respondents agreed (16.25% strongly agreed and 16.25% agreed).

This indicates that the larger proportion of the respondents have disagreed with the claim.

4.2.16. Distribution of Respondents Based on Assurance

Responses Frequency Percentage (%)

Strongly Disagree 15 18.75%

Disagree 18 22.5%

Neutral 7 8.75%

Strongly Agree 17 21.75%

Agree 23 28.75%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.16, the respondents were asked whether the behaviour of the staff

instills confidence in them were 41.25% of the respondents disagreed (18.75% strongly

disagreed and 22.5% disagreed); 8.75% of the respondents were neutral while the remaining

50% of the respondents agreed (21.25% strongly agreed and 28.75% agreed). This shows that

the larger proportion of the respondents have agreed that the behaviour of the staff instills

confidence in them results indicate that the way staffs are treating their client justifies their

kindness and effort in customer satisfaction.

4.2.17. Distribution of Respondents Based on Empathy

Responses Frequency Percentage (%)

Strongly Disagree 7 8.75%

Disagree 8 10%

Neutral 1 1.25%

Strongly Agree 48 60%

Agree 16 20%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.17, the respondents were asked whether the operating times are

convenient were 18.75% of the respondents disagreed (8.75% strongly disagreed and 10%

disagreed); 1.25% of the respondents were neutral while the remaining 80% of the

respondents agreed (60% strongly agreed and 20% agreed). This indicates that the larger

proportion of the respondents have agreed that the operating times are convenient the finding

reveals that time spent in the banking environment is convenient.

4.2.18. Distribution of Respondents Based on Empathy

Responses Frequency Percentage (%)

Strongly Disagree 10 12.5%

Disagree 14 17.5%

Neutral 6 7.5%

Strongly Agree 31 38.75%

Agree 19 23.75%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.18, the respondents were asked whether staff are understanding

where 30% of the respondents disagreed (13.5% strongly disagreed and 17.5% disagreed);
7.% of the respondents were neutral and the remaining 63% of the respondents agreed (37%

strongly agreed and 26% agreed). This shows that the larger proportion of the respondents

have agreed that staff are understanding the result shows that there is good raped between the

staff and customers.

4.2.19. Distribution of Respondents Based on Empathy

Responses Frequency Percentage (%)

Strongly Disagree 18 22.5%

Disagree 18 22.5%

Neutral 2 2.5%

Strongly Agree 20 2.5%

Agree 22 27.5%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.19, the respondents were asked whether staff make them feels that
they care about them were 45% of the respondents disagreed (22.5% strongly disagreed and
23.5% disagreed); 2.5% of the respondents were neutral while the remaining 52.52% of the
respondents agreed (25% strongly agreed and 27.5% agreed). This indicates that the larger
proportion of the respondents have agreed that staff make them feels that they care about
them findings disclose that king/servant relationship exist in bankers, an such customers are
satisfied the way staff cares about them.

4.2.20. Distribution of Respondents Based on Empathy

Responses Frequency Percentage (%)

Strongly Disagree 9 11.25%

Disagree 8 10%

Neutral 10 12.5%

Strongly Agree 43 53.75

Agree 11 53.75

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.20, the respondents were asked whether staff treat them with respect

and dignity were 21.25% of the respondents disagreed (11.25% strongly disagreed and 10%

disagreed); 12.5% of the respondents were neutral while the remaining 67.5% of the

respondents agreed (53.75% strongly agreed and 13.75% agreed). This shows that the larger

proportion of the respondents have agreed that staff treat them with respect and dignity

bankers are disuplined and are respecting the client.

4.2.21. Distribution of Respondents Based on Responsiveness

Responses Frequency Percentage (%)

Strongly Disagree 5 6.25%

Disagree 7 7.25%

Neutral 18 22.5%

Strongly Agree 27 33.75%

Agree 24 30%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.21, the respondents were asked whether the staff are always willing

to help them when they need their assistance were 13.75% of the respondents disagreed

(6.25% strongly disagreed and 3.5% disagreed); 22.5% of the respondents were neutral and

the remaining 63.75% of the respondents agreed (33.75% strongly agreed and 30% agreed).

This indicates that the larger proportion of the respondents have agreed to that statement.

Findings indicate that staff are complying to their primary duty by assisting customers.

4.2.22. Distribution of Respondents Based on Responsiveness

Responses Frequency Percentage (%)

Strongly Disagree 3 3.75%

Disagree 4 5%

Neutral 3 3.25

Strongly Agree 40 50%

Agree 30 37.5

Total 80 100

Source: Survey Data (2019)

From the above table 4.2.22, the respondents were asked whether the staff respond quickly to

their queries were 8.75% of the respondents disagreed (3.75% strongly disagreed and 5%

disagreed); 3.75% of the respondents were neutral while the remaining 87.5% of the

respondents agreed (50% strongly agreed and 37.5% agreed). This shows that the larger

proportion of the respondents have agreed that the staff respond quickly to their queries. Staff

are employing quick response to the problems of the customers at any given time.
4.2.23. Distribution of Respondents Based on Responsiveness

Responses Frequency Percentage (%)

Strongly Disagree 9 11.25%

Disagree 10 12.5%

Neutral 2 2.5%

Strongly Agree 32 40%

Agree 27 33.75%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.23, the respondents were asked whether the staff are never too busy

to assist them were 23.75% of the respondents disagreed (11.25% strongly disagreed and

12.5% disagreed); 2.5% of the respondents were neutral while the remaining 73.75% of the

respondents agreed (40% strongly agreed and 33.75% agreed). This indicates that the larger

proportion of the respondents have agreed that the staff are never too busy to assist them. The

findings reveals that staff committed all their fine in staffing customers needs.

4.2.24. Distribution of Respondents Based on Responsiveness

Responses Frequency Percentage (%)

Strongly Disagree 28 35%

Disagree 17 21.25%

Neutral 6 7.5%

Strongly Agree 17 21.25%

Agree 12 15%

Total 80 100

Source: Survey Data (2020)

From the above table 4.2.24, the respondents were asked whether the staff always set up

follow-up appointments quickly and professionally where 56.25% of the respondents

disagreed (35% strongly disagreed and 21.25% disagreed); 7.5% of the respondents were

neutral and the remaining 36.252% of the respondents agreed (21.25% strongly agreed and

15% agreed). This shows that the larger proportion of the respondents have disagreed to that

claim. This implies that bankers are professional in their field and also attends to customers

appropriately.

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1. Summary of Findings

With regard to the demographic information of the respondents, 65 of the respondents

representing 81.25% are males while 15 of the respondents representing 18.75% are females,

regarding age 40 of the respondents representing 50% have less than 30 years, 25 of the

respondents representing 31.25% are between the ages of 30-40 years while 15 of the

respondents representing 18.75% have more than 40 years, with respect to marital status 45

of the respondents representing 56.25% are single while 35 of the respondents representing

43.75% are married and the educational qualification of the respondents was classified into

three, 55 of the respondents representing 68.75% has OND/ND/NCE, 15 of the respondents

representing 18.75% hold HND/B.Ed./B.Sc. while 10 of the respondents representing 12.5%

obtained either M.A/M.Ed./MSc.

Furthermore in analyzing the responses regarding the dimensions of service quality on

satisfaction level of customers, tangibility as one of the dimensions have positive and

significant impact on customer satisfaction with high percentages on the tables, reliability as

another dimension also has a significant impact on satisfaction level of customers, assurance

also has a positive impact on customer satisfaction while sympathy as part of the dimensions

has strong impact on satisfaction level of customers and responsiveness as the last variable of

service quality is proved to have significant impact on customer satisfaction with wide

margin.

Statistics shows that service quality have strong and significant impact on customer

satisfaction and significant relationships were also detected between service quality

dimensions and customer satisfaction.

Finally, the hypotheses developed in this study were tested and the result shows that all

service quality dimensions have significant and positive impact on customer satisfaction.

5.2. Conclusion

The study sought to examine the impact of service quality on customer satisfaction in

Guaranty Trust Bank Plc, First bank and Fidelity Bank Katsina, Nigeria. It also sought to

identify the significant drivers of customer satisfaction in the bank using the service quality

dimensions. The findings established a positive and strong relationship between service

quality and customer satisfaction.

Finally it was agreed that the standards of service quality in the bank are seen differently by

customers and some customers felt that the standard was just average while most customers

thought it was better than just average.

5.3. Recommendations
As presented in the findings of the study all the five dimensions of service quality have

significant and positive impact on customer satisfaction. So working to improve and enhance

these service quality dimensions will contribute to the overall service quality and customer

satisfaction. Based on the survey results, the following recommendations are given:

1. Money deposit bank should implement multiple channels of communication like internet,

website, mails and so on.

2. The banks needs to assess its services through man power and should take corrective action

to improve its accessibility.

3. The banks should implement different kinds of motivational schemes to their staff which

will encourage them to provide appropriate service to customers which could increase

customer satisfaction.

4. The banks should show good progress in Implementing modern systems automation like

CRM (Customer Relationship Management), full implementation of these systems is

recommended. This will help to provide prompt and error free services to customers.

5. The banks, should provide continuous on the job and off the job training to staff

specifically on communication skill, complaint as well as customer handling skills which will

improve the service interaction between the bank and its customers at higher and

satisfactorily level. Moreover, this will help to provide quick response to customers instead of

escalating each and every complaint to other body of the bank.

In general, all service quality dimensions listed in the course of the study have impact on

overall service quality and customer satisfaction in Guaranty Trust Bank Plc, First bank and

fidelity bank.
References

Al-Azzam, D. A. F. M. (2015), The Impact of Service Quality Dimensions on Customer

Satisfaction: A Field Study of Arab Bank in Irbid City, Jordan. European Journal of

Business and Management, 7(15), 45-53.

Arokiasamy, A. R. A. and Huam, H. T. (2014), Assessing the relationship between

service quality and customer satisfaction in the Malaysian automotive insurance

industry. Middle-East Journal of Scientific Research, 20(9), 1023-1030.

Boyne, J. S. (2013), “Loyalty: a strategic commitment”, Cornell H.R.A. Quarterly, 2: 12-25.

Chu, R. (2013), Stated-Importance Versus Derived-Importance Customer Satisfaction

Measurement, Journal of Services Marketing,Vol. 16 No 4, P 285-301.

Dabholkar, P. A., Shepherd E. D. and Thorpe, D. I. (2015), Does Customer Satisfaction

Predict Shopper intentions?, Journal of Consumer Satisfaction, Dissatisfaction and

Complaining Behaviour, Vol. 7, PP. 161-171.

Gronroos, C. (2013), “The net-offer model: a case example from the virtual marketplace”,

Management Decision, Vol. 38 No. 4, pp. 243-52.

Hosseini, M. H., Ahmadi N. M. and Ghaderi, S. (2015), Review and assess service quality

and its relationship with customer satisfaction: A Case Study of Tejarat Banks,

Business Studies, No. 42, pp. 88-97.

Jamali, D. (2017), A Study Of Customer Stisfsction In The Context Of a Public Private

Partnerships, International Journal Of Qualiy & Reliability Management, Vol. 2, No, 4,

P 370-385.

Karatepe, O. M. (2013), Service quality, customer satisfaction and loyalty: the

moderating role of gender. Journal of Business Economics and Management, 12(2),

278-300.

Kashif, M., Suzana, S., Shukran, W. and Rahman, M. A. (2015), Customer satisfaction

and loyalty in Malaysian Islamic banks: a PAKSERV investigation:. International

Journal of Bank Marketing, 33(1), 23-40.

Kaura, V., Datta, S. K. and Vyas, V. (2012), Impact of Service Quality on Satisfaction and

Loyalty: Case of Two Public Sector Banks. Vilakshan: The XIMB Journal of

Management, 9(2), 65-76.

Khan, M. M. and Fasih, M. (2014), Impact of service quality on customer satisfaction

 and customer loyalty: Evidence from banking sector. Pakistan Journal of

Commerce and Social Sciences, 8(2), 331.

Khan, M. M. and Mariam, F. (2014), Impact of Service Quality on Customer Satisfaction

and Customer Loyalty: Evidence from Banking Sector. Pakistan Journal of

Commerce and Social Sciences, 8(2), 331-354.

Krejcie, R. V. and Morgan, D. W. (1970), Determining Sample Size for Research Activities:

Educational and Psychological measurement.

Loke, S. P., Taiwo, A. A., Salim, H. M. and Downe, A. G. (2017), Service Quality and

Customer Satisfaction in a Telecommunication Service Provider. Paper presented

at the International Conference on Financial Management and Economics,

Singapore.

Muhammadnejad (2018), Meta research conducted methods about the factors

affecting customer satisfaction: documentary analysis, PhD Thesis of Public

Universities in Tehran, journal of Business Administration, No. 6, Vol 39, pp 141-164.

Muyeed, M. A. (2012), Customer Perception on Service Quality in Retail Banking in

Developing Countries-A Case Study. International Journal of Marketing Studies,

4(1), 116-122

Othman, A. and Owen, l. (2013), “Adopting & Measuring Customer Service Quality (sq) in

Islamic Banks”, International Journal of Islamic Financial Services. Vol.3, No. 1,

p:158-193.

Parasuraman, A., Zeithami, V. A. and Malhotra, A. (2013), ES-QUAL: A multiple-item

scale for assessing electronic service quality. Journal of service research, 7(3), 21

-233.
Paul, J., Mittal, A. and Srivastav, G. (2016a), Impact of service quality on customer

satisfaction in private and public sector banks. International Journal of Bank

Marketing, 34(5), 606-622.

Pirayesh, D. P. and Daneshvar, A. B. (2012), Principles and Practice of Insurance. (2nd

ed.). Mumbai: Himalaya Publishing House. p. 53.

Rampersad, H. (2014), 75 Painful Questions about Your Customer Satisfaction,The TQM

Magazine, Vol. 13, No. 5, P, 341-347.

Ranjbarian, B. and Gholizadeh, S. R. (2014), Compare the nature of service quality with

customer satisfaction: Application of gray system theory, journal of Sharif Industrial

Engineering and Management, Vol 1-26, Issue 2, pp. 3-8.

Robinot, E. and Giannelloni, L. (2015), Do hotels' "green" attributes contribute to

customer satisfaction?, Journal of Services Marketing, vol:24, NoL2, pp:157-169.

Santos, J. and Boots, C. (2013), “E-service quality: a model of virtual service

dimensions”, Managing Service Quality, Vol. 13 No. 3, pp. 233-47.

Seyed, J. (2016), A comparative study indicator of customer satisfaction and providing

a model for measuring satisfaction of taxpayers State Tax Organization, Journal of

Business Management, Volume 1, Issue 2, pp. 101-118.

Shao, N. and Li, C. (2017), Switching Barriers and Customer Retention: Why Customers

Dissatisfied with Online Service Recovery Remain Loyal. Journal of Service Theory

and Practice, 25(4), 370–393.

Spreng, F. and Mackoy D.M. (2016), An Empirical Examination of a Model of Perceived

Service Quality and Satisfaction, Journal of Retailing, vol. 72, No. 2, pp. 201-214.

Taghizadeh, M. R. (2012), Assessing indicatores of customer satisfaction measurement

 and explaining indigenous indicator for Iran, Journal of Industrial Engineering

Perspectives, No. 12, pp. 10-18.

Zeithami, V. A. and Berry, L. L. (2013), “The behavioural consequences of service

quality”, Journal of Marketing, Vol. 60 No. 2, pp. 31-46.