CHAPTER - 8

DISCUSSION OF RESULTS

8.1 INTRODUCTION

In the preceding three chapters, the results of twenty-file

hypotheses are given. The study has utilised varlous methods ~ n c l u d ~ n g the t-test,

D ~ s c n m ~ n a n t analys~s, and ANOVA for conducting the statlstlcal analys~s T h ~ s

chapter analyses the findings of the study based on the test results obta~ned and

furn~shed In the previous chapters.

8.2 ANALYSIS OF DESCRIPTIVES

In the study. sample data from three different populat~ons =ere

captured and analysed. Management commitment towards pro\,iding custonirr

scn,lce. employee commitment tonards customer sen-ice and customer perception

itbout sen-ice qualit), n.crc analysed using these data. The target \\-as on the lnd~an

hank~np sector The results of d e s c r ~ p t ~ \ e anal? sis ~nd~ca ted that the o\ crall

managcmcnt commltmcnt \ \as 7 .00 in a f i \c polnt 1Llhrr-t scalc T h ~ s score shows

that thc management commttment IS onl? moderate In lndlan bank~ng sector. Onc

of' the \,ariablcs of management commitment is "Human Resource \lanagcn~ent"

and its score is 3.1 1 and the other \-ar~ahlc is "Quallt! \lanagt.mcnt" and ~ t s score

I \ 1.01. 'I'his rcsult indicates that at prcsent managers In banh~ng sector gl \e 171c)rr'

thrusr to I4unian Kcsourcc than Q u a l ~ t . management. Oual~t) managc'nlcnt. \% hich

la cons~dcrcd an Important intcn.cntion In de\clopcd countries thr inlpro\ ins

customer satisfaction. should be iniplcmented in India not only in nlanuflictur~llg

il1dustrics but alsc, In scn.icc sectors like banks. This stud! she\\ s that t h ~ Ic-1 c.1 of

Ouallt\ Marlapcrncnl 1s just a\ cragc and ricecis to hc Inipro\ cd So as to c.nhancc tflc

overall satisfaction of the customers. In el-aluating cmplo!~cc cc~nln~itmcnt three

\ariablcs were used, 1 . h ~ o\crull employee commitn1c.nt R.as fc)und to be 3.2;-

n hich is bcttcr than munngcnlcnt commitment.

But, still this score is not very high. This shows that the level of employee

commitment in providing quality service to customers is also to be improved in

this sector to increase the level of customer satisfaction. Studies proved that the

level of management commitment and employee commitment have influenced the

customer perceived service quality. In this study, "Involvement and mot~vation".

"Quality of service commitment" and "Quality of information" were utilised to

measure the level of employee commitment. Among these three variables, the

level oSQuality of service commitment was found to be 3.45) whlch is better than

the other two scores. Involvement and motivation was found to be just 3.37 and

the level of Quality of Information was found to be 3.04. All these three ~ariables

ha\.c scored less than 4.00, which is considered very lou in 5 Po~nt Scale. The

instruments developed in the study can be utiliscd at frequent intervals to measure

and monitor the progress of quality impro\.ement.

The th~ rd Instrument. w.hlch is spec~ally des~gned for this stud! I S

the ~nstrurncnt s~mi lar to .SI:K\'()1'AL ' to measure the customer pel-cel\.ed sen Ice

qualit!. 7'hc oi,erall score for the Indian Banking sector u a s found to be 3.2 1 . [hls

score IS again a moderate one

In thc present stud?.. the \ ariables "Job kno~.ledge" and "Customer

satisfaction" ha\.c scorcd -3.34 and 3.3 1 rcspcct~\.cly. \\.hich arc statist~call!~ sarlic.

Whereas. staff attitude arid systems and procedures h a w scored 3.0') and .?.10.

which arc also statisticall! same. but thc Ic\~els arc just a\,cragc. Kcsponsl\cness

has scored 3 .20 . ()\,crall, the scores for all thc Si\.c \ar~ablcs arc found to be

moderiilc, I t suggests that hanks need to take ncccssar! steps to sat~st) thclr

unsatisfied customers in India.

8.3 ANA1,YSlS OF MANAGEMENT C O M M I T M E N T

If the management is really committed to custon~er service anti

makes i t a priority, consistently showing that customer service is important, then

custnmcr service will prevail and produce satisfaction (Keynierse and Flarker,

11)C)3). In order to analyhe thc le\,el of commitment prevailing in Indian banking

>cctorl\ at the nianagerial level. cight hypotheses ( I l l - t iX) Mere developed and

tca~ed. The results of 'one-~{ay A N O ~ A conducted to test the extent of difference in

tnanagcment comniitrnent ( 1 l 1 ) among C.h\,enirnent Banks. Nationaliscd Banks,

I'riiatc Hank>, C'oopcrati\e Banks and Foreign Banks s h o ~ that there was a

s~g~l i f ic ; i~ l t d~ff i . re~ice rn managcnicnt commitment aniong the \.arious types o f

harih\. 'l'hc firldlng of ' tllc statistical anal1,sis represents that the respondents

I > ~ I . L . c ' I \ L ' ~ c \ ,~ lu ; i~ lon 0 1 ' rll;irlagenlent comnlltnlcrit 15 l ike1 to be high i l l fore~gn

l~; i11hs . .1111011y tllc t \+o riianagement conimitmcnt \.ariables. 'Human Keso~~rce

\l;ir~;~gcrllcnr' dorn~rl;itc\ In c \a lua t~ng manrtgrrnent comniitnle~it. This result

\~ipports 111~. I I ~ L ~ ~ C ~ ; I ~ I I ) I ~ t11;1t C ~ I I ~ I I I I ~ I ~ I C I I ~ to qu;111t). i n the service sectors i x

t I ~ I I I I I c I C I I :I s ~ m ~ l a r stud! conducted b! Ronnie

1 c ~ g c ~ l t ~ , i t ~ ~ l i (1000) ~ l l ~ i ~ t r . , ~ ~ c . ~ i tliat thc cuxtonicr responhc \s.c)uld be niorc

l , i \c)~~s,~l>Ic~ 10 ;I \cr\ l i C i l r i r t ~ I I ; I I h;is ;I Il~gli i'otilniitmcnt to clual~t!. culture. In this

, t ~ i t i ! . l.c)rc~grl 1+;ir1h\ llc111o1l\tsat~ that thc.11. manclgcrs ha\ c h ~ s l i c o ~ n ~ i i ~ t ~ l l e ~ ~ t . .

t I I c ~ r 1111\ \lie\\ s tll,it otllcs Inliian hanhs. hicll arc lack~ns 111

I I I , I I I , I ~ C I ~ ~ L ~ I I I ~~011111111111~-11t . \110lilti !car11 thc ps;tcticc~ th;it ; I ~ C 1~0110\\ed in Foreign

t ~ . i ~ i k \ ~ ' ~ l , l I ~ l c . tllc111 10 I I I ~ ~ I . O \ c- I I I ~ I I . ~.crllllli1tlllcnt Ic\ cl.

174

An analysis of discriminate classification function had shown that 67% of the

cases matched with the original classification . However the coefficient of the

variation shows that the respondents from the classified banks had clear dist~nction

in evaluating the management commitment in these banks.

The result of one-way ANOVA (H3) indicates that the age is not a

factor in determining the management commitment in Indian banking sector.

Howcver. when the commitment level for the each variable. vic. Human resource

management and Quality management was evaluated. the "Quality management

le\el was showlng significant difference among the class~fied age groups of the

managers. at 05% confidence limits. The result indicates that managers belon 35

\,ears show s~gnificant difference In quality management commitment. This may

be duc to the fact the managers at this age ma?, shou greater concern t o~ . a rd s

quality. 'l'hls age group is just below the middle age group and people at this age

~ ~ 1 1 1 normally ha\,e aspirat~ons for good prospects and t n to earn good name In thc

office and as n.ell as In the soc~cty l yp~cal l j . In lndla at thls age people t n to

t r ans fom~ t h c ~ r Ideas Into r ca l~ t~cs . P h ~ s \\auld ha \ c made t h ~ s difference poss~ble

In t h ~ s study.

Thc cc~nimltmcnt l c \ el among the \ anous groups fomied on the

Icngth of' the s e n - ~ c c of managers (I441 1s found to be ;it par. r h ~ s result re\cals

that Irrcspcctl\.c of' the Icngth of expenence. the commltnlcnt 1c\.cl does not \ ar?

\lgnlficantl>. Ii\.cn though the n ~ ~ d d l e age grouped managers show srgn~ticant

ti~ffercncc for qua l~ ty management comm~tmcnt. the class~tication based on the

c\pcrlcncc dcws not s h o ~ significant difference. I'hls ma! appear qillte contrar>

f'ossthlc csplanatlon to thls contradict~on is that the difference noticed in the age

group 1s only at O5", , corlfidcncc l l r i l l t and that too onl! in one \ ;iriablc. \\'hen til t .

() \crall commitment Ic\.cl was tcstcd. i t \+.as found that thc'rc \ \as 110 signlfisnnt

t i l f i r c n c c c\.cn in the apt group classificatiarl. So, thc ~Iifferer~ce noticed In rllc

, ~ g r gmup for **Qualily maniipemvnt" does not prc\ ail \i heti the ~la~i if i~; i t i011

111adc on thc length of scn,lcc of managers.

175 When the commitment level was tested, among the various educat~onal

background (H5) of managers, the result showed that the commitment of managers

in these banks was found to be at the same level. In Indian Banking System. i f

one wants to become a manger, helshe should be a graduate. In exceptional cases,

people with less than graduation become managers. In this study. e l e ~ c n

managers, who are non-graduates participated In the suney . T'h~s amounts onI1.

8.976 of the total managers participated in the study. This being a sniall

percentage, their impact on the commitment level would not have made significant

difference in the commitment level.

When the commitment level was evaluated berueen male managers

and female managers (HO), the result revealed that sex 1s not a factor i n

detcrmining the management commitment. In India. sex discrimination has heen

curbed and women are found blossoming In almost all the fields. This result 1s a

uelcornc measure. I ' h ~ s also ~ n d ~ c a t e s that men and women ha\.e the same t>,pe of'

th~nklng I'hls shows that u.hile e\.aluating management commltmcnt In Indian

banklng sectors, scs need not be considered and ~t docs not matter for this t>,pe

of c\.aluations. I t is Intercst~ng to note that the stud), had re\ealed that the

comrnltmcnt Ic\.el of managers froni IS0 cert~fied banks and froni non-IS0

;cntficd hanks %.as also not s~gn~ficant ly d~fferent i t4'1. The result suggests that

~n ('henna1 based hanhb. I S 0 9000 qual~t! cert~ficat~on d ~ d not niahe suffic~ent

nipa act. Atudtes rc\.cal that n~anut ic tur~ng ~ndus t r~es niade s~gn~ficant

Imprcn cmcnts o \ c r thc I S 0 0000 ccnificatlon. Banks. b c ~ n g scn,lce c3rganlsatlon.

\+lllch arc ccnlfied by the I S 0 OOUU qualit!- s>.stcni did not create thc necessar!

Impact the nlanapcrs. 'I'his result lnd~catcs that 3 further stud! I S uarrantt.d

;]ficr f u l l scale Inlplcnlcntatlvn 0s oooo ilual~t) S>.S~CII IS In Indlan Banking

Sector, )towe-.cr, lrainlng on s h o ~ . c d the significant difference in the

nlanagcmcnl comnlltmcfll ( t js ) . 11 shows that thc trainins as a HRD I n t ~ n ~ l l ~ l o n

liar made the requlKd impact on the pcrceptic>n \eveis of the nlan3Ecrs

lmcspec;jvc of ;he bank \\.hcther i t IS IS0 certified Or

8.4 ANALYSIS OF EMPI.OYEE C O M M I T M E N T

Thc Human Resource processes and procedures established for

customer contact c~nployces in servicc organisations have ur~intentional

conhcquenccs. and they cannot be hidden from the customer. The attitude of

cnlplo~,cch directly impacts on the Ic\,el of'custonicr satisfaction. In this study, a

han~plc of' cniployees from \arious banks has been selected and thcir perception

rcg:irding thclr qu;ilit), commitnicnt \+as obtained.

The data collected Isas :~nal>,sed using the \.arious statistical toolh

;irlti ttle rc4111t4 ;ire iiisc~lssed hcrc. The rcs~rlt of cniplol~ce con~mitnicnt analysis

inil~catcd that thc comniitnicnt of'employecs in l i \ e different bank> i s signjficantly

ii~f'fc'rcnt t 11') ) . f:niplo! ccs from foreign banks h o \ s cd greater commitment for

L ~ U ; I I I I ! scr\ lee. I t I \ ; I140 sce11 th;it the eniplo,ces fiom cooperati\ ts banks she\\ cd

thc Icbast ~.onllnltlilenr to\\ards quillity her\ ice. The anal>,sis lilrther re\caled that

thc \ c ~ r ~ ; i l l I ~ h . ' ~ ~ i \ o l \ c n i ~ n t ;ind niot~\~: i t~on' and 'qualit! of' ~nt'orniat~on' Ic\elh

\kcre li\tlrlii 10 bc \c.l-! 111g11 and d~\t lnzt In ti~rcisn hanks. Thih stio\\s that thc

c*nll~lo! cbCh 111 t 'orc~yi harlhh \\lo\\ cil greater. concern to\\ :irds satist'! ing thcir.

C ~ I \ I O I I ~ C ' I . \ I t ;il\o \ \ lo \ \ \ 1h;lt I'r1\ ;itc k3;inh e~iipln>~ceh' cc~mniitnient 1s some\+ hat

s11111I;lr 10 I .on.~gn Ijanh cniplo!cc~' cc~ri l~l i i t~i icnt~. \;itio~iallst'd D:inhs.

( i o \ ~ r ~ l ~ i l ~ n t 1%;11ih\ ;i11~1 ( ' o o p ~ r ; i t ~ \ e i3;inh~ \hc~\\cd h in~~ la r t!.pc of i'o~iinlitnlent~.

I hew tlircc, t~;ilih\ 111 1nct1.1 arc more 01. less 01' hirni1;ir t!pe, Forelgn harlhs and

p r ~ \ ;itc \ \ ; I I IL \ ;ire \1io\i 111y ~111111;ir c o ~ l i m i ~ ~ i l c ~ l \ . 'Ptiis has clcarl! cst:lbl~shcd that

c o r l l ~ i l ~ t r ~ l ~ ~ l t 111 go\crrlmc~nt ;111d i t ; rcl;itcd l731ikh is lesser \\lien cori~pared 10

prl\ ; ~ t e - I I I ; I I I : I ~ ~ I I I ~ ~ I I ~ lx111Lh 111 111di;i. \ i ' l i~lc prcciicting enipIo> cc co~iiniit~iie~il

( t i 1 0 ) 114111g I I I ~ I I ~ I ~ I C L ~ I \ ~ ~ I . I I ~ I I I ~ ; I I I ~ (step \ \ ~ s c ) ;i~i;iI!.sis i t i h heell t11;11 ' ( ) i~~I i t ! ~ t '

~ ~ ~ ~ ~ ~ r l ~ l ~ ~ ~ l ~ ~ l ~ ' cll1~r+b~j ;I \ t\lc >tro~igch~ prc~i~c tor ot. C I I I \ ~ ~ O > , C C ~ ~ ~ ~ 1 1 1 1 ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ .

I n \ crncr~t ;rllrl 111011\ ;11101i 11;1s c n l t ' r ~ e ~ i ;is tlic second best ~?~.edlc'tor ot'cmplo! C C

conllilll,t,c*,lt, t ; l l l ; l l l \ , , tllc- \ ;lrl;tl>lc 'Qu;ilir! 01' Scr\ 1'-c, ~ ' ~ ~ n l n l i t ~ l l e n t ~ 112; clllcrscd

;is the tlllrd I,l,pc,rt;illr \ arl;itllt 111 predicting the ~ 1 1 l p l ~ t . ~ ~'olllnlitrn~nt.

This shows that the banks which are seriously thinking to improve the

commitment level, especially the government and ~ t s related banks, should

concentrate on improving the levels of these variables to improve the over all l c ~ c l

of employee commitment in their banks. Even though all the var~ables of

employee commitment has shown significant difference in these five banks. the

class~fication analysls had shown that only 57'/0 of cases match with the orlg~nal

cases. However, the co-effic~ent variation has proved that the d~stinctlon among

these banks still exlsts as the variation is found to be high among these banks.

The result of one-way ANOVA on different age groups ( H I 1 ,

Indicates that there 1s no significant difference notlced among the groups. It

~ n d ~ c a t e s that the age 1s not a factor In determining the commitment level of

employees In the Indian banking sector. I t is notlced here that In our stud! both

'3lanagcnicnt commitment' and 'Employee conini~tment' do not shon s lgn~f i ca~ t

d ~ f f c r c n c H hen age is considered as a factor. It shou,s that Irrespective of' the

Icvcl. w,hcthcr manager or employee. age does not determine the difference In thc

Ic~.cls of quallt? comniltnient. But, in the case of employees. \\hen the) uerc

c i ~ ~ ldcd Into \anou.s groups based on their length of' senlee. ~t \\as not~ced thar

h~gn~f i can r d~t'fercncc In commltnient le\-el in ernplo) ees \\.as noticcd ( 14 17 1. I'hc

rcsulr ~ndlcated that cniplo.ccs u ~ t h ninrc or less 15 !,ears of expcnence shoued

crcatcr conccrn for qua lit^,. I t IS ~i lso seen that ;is the experience Increases. ttic

Ic\cl of comniltmcnt also Increases. I t 1s Interesting to note that thc commltrnent

Ic\cl has srancd dccrcastnp after 20 >cars o t cxperlc.ncc.. T h ~ s ma) bc duC t i ) t h ~

tiic.t that csperlcnccj pcoplc u,ho arc. about to retlre are least bothcred abour

quality and bc complacent in delivering quality scn,ice. This ma? also be dllc

10 fiustratlon, since the). "01 ha\,ing any more chance to become managers in

tilc banks, .This further indicates that human aspects hrl\.e to bt. gl\'cll

considcratlon to morivatc cmplo>,ccs u'ho ha\ ,c put in more !'ears of jcnlcc.

l,"nhcr, the of orlc H.3)' ,,IN~\.A, conjuctcd on qualification group doallot

show significant difference in employee c@mmitment ( H 13).

I t shows that qualification is not a factor in deterniining the level of quality

commitment of employees in these banks. Here again the results matched with the

riianagc1iient comniitmcnt. Hence, it is concluded that the educational

qualification docs not foml an important factor for determining the quality

commitnient. The result of t-test conducted on employee commitment between

nialc and fcmalc (1-1 14) re\.ealed that there is no significant difference in quality

comniitnicnt b c r ~ , c c n them. This result also niatches with the management

cornmltmcnt. Thix further strengthens tlic \ . i c~ ,po in t that in India sex is not a factor

in de t e r~ i i~~ i ing either management coniniitment or employee commitnient. This

rexi111 c;lri Cncoi1r;igc rccri~iting authorities to induct any sex n,ithout discrimination

111 tllc hanhh fix any It.\ el of appointment.

'I'hc r'c'hl~lt 01' t-text conducted on the emplo!.ce conimitnient bet\\een

IS( ) ccrtificcl hanks a ~ i d non-certified banks ha\ c re\,ealed that (H 15) only in

'l.nll~lo!ec c l i ~ ; ~ l ~ t ! xcr\icc commitment'. significant difference \\.as 11oticc.d.

In\ ol\ cnicllr ~tnd moti\ ation \\ ;is f o i ~ ~ i d to he higher but not significantly higher in

\on I S 0 ccrtiiicrl harihs. I t i x also seen that the nianagen1t.nt commitment le\cl

\ \ ; I \ ;11?;o not 111$1i 111 I S 0 ccrtiticcl 1?;111hs. This ~ . e s ~ ~ l t highlights that the importance

o t ' ~ ] t ~ a l ~ t ! ~ n ~ t ~ ; l t i \ . ~ I ~ h c I S 0 9000 1s !,ct to create any inipact - . on thc conimitt~ient

IciCl\ of' xtal'f (3lanagcnlcnt and ~ i m p l n ~ ~ c c x ) . I t i s seen that the training gi\.en to

crnplo~ccx on qunl~t! has also riot mridc any significant in~pact (f-116) on

c~iipln!~c'x c.o~i~riiitmcnt. \\licrcas in ninnagemcnt comrnitmt.nt. i t is extablished

111;it [r;llnllls do crc;ltc silt'liclcnt inipacr. I'his sho\f.s that enlplo).ccs are not \el.>'

~ C S I O ~ ! ~ i t \>o~~ t tlic tr; i i~i~tig ~ I \ . c I ~ to them. Hence. i t is suggested that the banks 111

Irldi;, sl\(,uld lahe qualit:, of \cr\.ice 3s a ch;illcn_ce and as n serious concern ier\.ice

:ind steps sh1~i1I1i he t;lLerl to tmin ;ill rhr rmplo:,~ces on qualit! concept ith her to.

t l l~s aspcc.1 is not scriousl!. looked at In I ~ i t l i ; ~ .

8.5 ANALYSIS OF CUSTOMER PERCEIVED SERVICE QUALITY

The result of the factor analysis identified five dimensions of

customer perceived service quality. They are Customer satisfaction, Job

knowledge, Responsiveness, Staff attitude and Systems and procedures. It 1s

interesting to note that the study conducted by Parasuraman A, Zeithaml, V A,

Berry and Leonard (1988) also identified five dimensions namely, Reliability,

Responsiveness, Assurance, Empathy and Tangibles. They named the instrument

as "SERVQUAL" and t h ~ s instrument has been widely used for measuring the

service gap. This study, specific to Indian Banking sector, has ~dentlfied more or

less the same type of five dimensions to evaluate the banklng sectors' senlce

quality.

A study conducted b j Walter and j'en Plng Cheung (1909). In

Australian Banking Industry. has ~dentlfied eleken dimensions for ensuring the

customer senice qual~ty In banklng sectors. They are Commltment,

Attract~k cness, Respons~k eness, Flcx~b~lity, Competence. Communication.

A \ a ~ l a b ~ l ~ t y , Security. R e l ~ a b ~ l ~ t ~ . Funct~onab~litq and Integrit) S~mllar~t\ i s

fiwnd In Parasuraman ( 1988 1 stud) dnd the present stud)

In another study conducted by G. Stemsard Doss ( 1909) in India used

tcn dimensions for sen.icc quality. They arc Tangibility. .Accessibil~t!.

['ompctence. C'omn~unication. Assurance, Keliabilit?.. Rcsponsi\.eness. Empath\.

Systcnis and proccdurc and I-ndcrstand~ng of customers. These d~nicns~ons drc

hav~np niorc common eienlcnts used by M'alter and \.en Ping. Cheung (190'))

Responsiveness and Systems and procedures arc comnlon elements in the present

study. Responsiveness is found in all the studies. From these discussions, the

impoflance of the dimension "Kcsponsivcness" in the contest of ser\.icc qualit!

studies can be understood.

Using the five dimensions identified in this study, customer

perception in various banks was collected and evaluated. An attempt was made In

this study to find out whether any significant difference exist in customer

perceived service quality among the five types of Banks. Result of one-bay

ANOVA (H17) revealed that there exists sign~ficant difference In customer

perceived service quality among these bank customers. The result suggests that

foreign bank customers enjoyed greater satisfaction in respect of quality service

they received. The result also suggests that the customers of cooperative banks

perceived the lowest level of service quality. This may be due to the Ion level of

motlvatlon which is prevailing In Indian Co-operative banks due to too much

interference of local politics. In a similar study using "SERVQUAL" conducted

by Yogeshwari Phatak and Naseem Abidi (1999) in Indian banking sector they

h a w brought out that the private sector banks are performing well In the direction

o f pro\.lding better senflce to ~ t s customers. They ha~ .e also highl~ghted that public

scctor banks need to Improve s~gnlficantly ~f the). are to compete n .~ th pri\ate

sector banks. In the study, they ha\,e also proved that the least performing pn\.ate

scctor bank is better than most performing public sector banks. Whilc predicting

customer pcrcc~vcd senice quality. ( H I 8 1 systems and procedures and staff

attltudc are strongly discr~mlnatlng the fi1.e banks. Among these tuo ~anablcs.

'Systems and procedure' has emerged as the most Important factor for detern~lnlng

the customer pcrcclved stwlce quality. The statistical s~gnificance of thc

discriminant functions proved that the results did come from a populat~on. h~ch

had dlffercncc between thc f i i ~ groups. .An analysis of classificat~on rnarrl\

confjmlcd that the discfimlnating power of tllc c l a ss~f ica t~~n functlon 1s on]! 53 ' '0 .

tiowe~.er, 100?O cases correctly matched u lth thc forclgn bank groups. E \ r n

though the marching was not \.cry high for other t!.pes of banks, the result of

cocficicnt of variation has pro\fed that the population did come certainly from the

live di ffcrcnt populations.

The analysis of age group (H 19) of customers has proved that age is

not a factor in determining the customer perceived service quality. 'I'h~s srudy has

proved beyond doubt that either Management commitment or Employee

commitment or Customer perceived service quality, the age of the respondents is

not at all a factor. The perception does not vary with the age. Hence ~t 1s

recommended that age need not be considered for such type of analysis conducted

In Indian banking servlce.

The result of one-way ANOVA conducted on the income group

(HZ()) of customers has also proved that there is no significant difference In

customer perceived sercice quality among the \,anous ~ncome-groups of

customers. It suggests that perception of customer about servlce remains same

among lower income group. middle-income group and higher income group of

customers. Similar to commitment to quality analysis. customer perception also

c\ aluated among the different qualificat~on groups (Fi2 1 ). The result of the

analysis reveals that qualificat~on 1s also not a factor in de te rm~n~ng the custonicr

pcrce~ved sen l ce quality. It shows that the level of educational qualification of

customers does not matter much In cvaluatlng the sen.lce qua l~ t ) .

In evaluating the customer perceived senlce qualit), among customers.

~ a r ~ o u s factors are analysed to understand the different nature of customer

perception. One such analysis was duration of account the customer hold in the

bank. 7'hc result of statistical analysis (H33) s h o w that there IS no s~gnlficant

difTcrcncc among these groups for an), of the \,ariablcs under stud!. I ' h ~ s result

Indicates that the loyalty of customers does not make a significant d~fferrncz 111

perception of s en i ce quality. Another factor. which was studied was the soclal

status (1423). The statistical rcsult indicated that among the fivc dlnlensions of

scn.icc quality, the variable "system and procedures" \+.as found sifnificantl!

different among the various social groups. This result indicates that the pcoplr

who arc in their own business have perceived the lo\\est Is\,cl of sj'stenl and

procedure in these banks.

The result further indicates that all the salaried class of people perceived the

same level of system and procedure in these banks. I t shows that the expectation

of the salaried group and non-salaried group is different. Banks should take note of.

this difference in expectations and modify the system and procedure in order to

satisfy all the customers. However, the other variable did not significantly \ar\ .

among these banks. Hence, it IS suggested that the exist~ng system and procedures

need improvement in Indian banking sectors.

Another test on types of account was conducted to find 01.11 the

difference in perception about senlice quality. The result indicates that the type of

account (1424) IS not an Important factor to deterrnlne the sen,lce qualltl. 'I-he

result suggests that lrrespectl\,e of the types of account the customer is holding, thc

percct\cd s e n x e quality remains the same. It indicates that the types of account

need not be considered In evaluating the customer percei\,ed sen,tce qual~t!,.

f;tnall) this stud). conducted an analysis on the customer perceived service qualit!

hetu ccn the male and fcmalc customers ( HZ5 ). T\4 o sample t-test \\.as en~plo! ed

for thls purpose. The result of the analys~s ~nd~cates that there IS no stgn~ticanr

d~ffcrence was found among these two groups for Job-knou,ledpe. Respons~\ encss

'ind Staff att~tude. t ~ o u ~ c ~ - e r . the result further ~nd~ca te s that customer sat~shction

and Systems and Proccdurc of thc bank are found to be significantlq different

among males and females. Female customers are found to be more sat~sfied than

malc customers w ~ t h the Systems and Procedures a\.a~lablc In the banks and the!

arc also satisfied with thc performance of the bank.. Thts s h o ~ s that fcnlale

customers' expectation 1s lesser than that of malc customers. 'The rcspollsc of

customcr contact crnployccs has to bc improved in order to in~pro\,c the o\crall

satisfaction of the bank custonlcrs. The results discussed in this chapter. thus

hlghligh& important w p t s of banking sectors to improve the Customer percel\'ed

service quality. Based on this analysis, the study has highlighted \'eY *mpo*ant

rcsul&, which an. to considcrcd by the various banks in India. The cc)nclusi('ns

drawn based on this analysis an: discussed in the nest chapter.