Global Journal of Management and Business Research, E: Marketing, Volume 23 Issue 2

while satisfaction is more inclusive and it is influenced by perceptions of service quality, product price and quality as well as situational factors and personal factors (Wilson et al , 2012). In the banking sector, service quality has become more and more significant aspect for achievement and endurance. The stipulation of high quality service helps in achieving numerous require- ments like customer satisfaction and its outcome loyalty, profitability, market share and financial performance (Vera & Trujillo, 2013). Leisen (2009) opined that once the customer has chosen a commercial bank, they have developed expectations of what constitutes service as ideal service level. Further, researchers identified various service quality dimensions and these are used as independent variables in several service quality studies. Flavian et al . (2004) identified factors like access to service, service offered, security, and reputation for measuring service quality. Islam & Ali (2011) have followed Parasuraman et al . (1985) and compared service quality of public and private banks in a conceptual study. They found private bank providing better service than public banks. However, no model was proposed and client’s satisfaction and loyalty were not measured in their study. Joseph et al . (1999) used service quality indicators in banking sector. They measured the impact of technology on service delivery. However, the study overlooked quality dimensions for measuring the role of technology. Islam & Ahmed (2005) believe that the good behavior of the employees of the bank is the key aspect of customer service but surprisingly, most of the literature ignores customer satisfaction and loyalty as vital to success in banking services. The relationship between service quality and customer satisfaction and customer loyalty are becoming crucial with the increased level of awareness among bank customer’s demographic characteristics should be considered by the bank managers to understand their customers. d) Relationship between Service Quality and Customer Satisfaction According to Hutchinson et al. (2009) customer satisfaction is influenced by service quality. When customers get expected service quality, it leads to higher satisfaction. Service quality is the determinant of customer satisfaction and by ensuring good service quality; service providers can enrich customer satisfaction (Uddin & Akhter, 2012). According to Zielke (2008) customer satisfaction is affected by the price/service charge awareness. Price level, value for money and special offers may result in both satisfaction and dissatisfaction and price fairness, price perceptibility and price processibility may result in dissatisfaction for customers The search done by Zeilke (2008) found that “cleanliness, security, value for money and courtesy of staff determine customer satisfaction”. Knutson (1988) revealed that cleanliness and comfort, convenience of location, prompt service, safety and security, and friendliness of employees are key determinants of customer satisfaction. A study conducted by Akan (1995) claimed that the vital factors are the behaviour of employees, cleanliness and timeliness. On the other hand the study by Choi & Chu (2001) concluded that staff quality, property qualities, and value are the top three factors that determine customers’ satisfaction but it is duty of the managers to focus on the core areas and need to take attention and action where to improve service quality. e) Relationship between Service Quality and Customer Loyalty Singh & Sirdeshmukh (2000) suggested the customer loyalty as “the market place currency of the twenty-first century”. Most customer loyalty experts would agree that loyalty is best defined as a state of mind, a set of attitudes, beliefs, desires etc. Loyalty is developed by approaches which reinforce and develop a positive state of mind and the associated behaviours. The exchange of information is one of the keys of loyalty, and provides a critical bridge between state of mind and behavior (Siddiqi, 2011). Palmer et al (2007) suggested that the willingness to recommend an organization’s product or service to another customer can be seen as a measure of the level of attitudinal customer loyalty. Loyal customers are more likely to give information to the service provider (because they trust the service provider and expect from the service provider to use the information with discretion and to their benefits). Managing loyalty is important because it means not only managing behavior but also managing a state of mind. Several researchers attempt to find the interrelationships between service quality, customer satisfaction and customer loyalty in the retail banking sector. Researchers argue that service quality and customer satisfaction are the predictors of customer loyalty (Tariq and Moussaoui, 2009). Garland & Gendall (2004) mentioned that a loyal customer uses few banks, the highest likelihood of increasing business with the main bank, and the lowest probability of defection from that bank. The findings from the regression analysis disclosed that attitude and behaviour were the most important determinants of the number of banks used. f) Conceptualization of Hypotheses On the basis of these extensive review of literature following hypotheses have been developed to test the empirical investigation for the purpose of assessing existing and expected perceived service quality gap of commercial banks in Bangladesh. H 1 : There is a significant difference between the Existing & Expected basic services of commercial banks perceived by the customers. Influence of Service Quality Dimensions in Commercial Banks of Bangladesh: Existing vs Expected 23 Global Journal of Management and Business Research Volume XXIII Issue II Version I Year 2023 ( )E © 2023 Global Journals