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Australian Journal of Business Science Design & Literature www.raoaustralia.org
ISSN: 2414-3284 (Paper) ISSN: 2414-2962 (Online)
Volume: 11, No: 01, 2018
The Relation between Service Quality and Customer Perception:
A study on ICB Islamic Bank Ltd. Bangladesh
Esrat Sabrina1 & Nowshova Ahmed1
Lecturer, Department of Business Administration
Shanto-Mariam University of Creative Technology,
Uttara, Dhaka, Bangladesh-1230
Email: [email protected], [email protected]
Abstract
The purpose this study is to examine the relationship between service quality and customers’ perception.
The study deployed modified Carter model by introducing two unique dimensions of corporate social
responsibility and innovation to examine this relationship. A self-administrated questionnaire based
field survey was conducted. The research instrument was designed using eight dimensions of service
quality. The content of the questionnaire was adjusted for relevance and friendliness purpose through
pilot testing. Data was collected from ICB Islamic Bank Ltd. Dhaka Bangladesh customers from Dhaka
district. The sample data were statistically analyzed through descriptive, Cronbachs’ Alpha, Kaiser–
Meyer–Olkin and Bartlett’s test, Pearson correlation test and confirmatory factory analysis (CFA).
Pearson test was used to represent significant relationship between service quality and customer
perception and CFA test was done to suggest the fitness of proposed Carter model suitability for
Dhaka’s Islamic banking. Results of the study revealed that service quality and customer perception are
significantly related and Carter model is suitable for Islamic banking system in Dhaka. Furthermore the
study has practical implications for ICB Islamic Bank Ltd. policy makers and managers to understand
customer perception and adjust its service quality according to customer desire.
Keywords: Service quality, Customer perception, Carter, Dhaka.
1. 0 Introduction
Financial institutions in Bangladesh are facing intense competition due to minimization of
expenditures by government, oil and gas companies representing global consequences of lower
hydrocarbon prices (IFSI report, 2017). According to Bangladesh Bank annual report (2015)
the limitation of opportunities has resulted in enhanced competition among the banks
signifying the survival of the bank with an exceptional and innovative service quality. The
retail banking operations, customers’ perception and expectation has significantly reshaped
due to recent developments in commercialization and service delivery system (Sweeney and
Morrision, 2004; Wisniewski, 2001).
Islamic banking sector ICB Islamic Bank Ltd. & Islami Bank Bangladesh Ltd. is the backbone
of Dhaka’s banking industry holding 59% market share with net worth of BND 3.9 billion
(AMBD, 2017). The emergence and growth of Islamic banking in Dhaka has resulted in intense
competition not only between Islamic banks itself but also has posed challenges for
conventional banking rival. Islamic banks in Dhaka have numerous growth opportunities with
a Muslim population of 78.8% (DEPD Annual Report, 2016). However Islamic banking
industry in Dhaka is still facing multiple challenges from leading conventional bank as
conventional banks are deep rooted and popular among public to fulfill their needs.
Australian Journal of Business Science Design & Literature www.raoaustralia.org
ISSN: 2414-3284 (Paper) ISSN: 2414-2962 (Online)
Volume: 11, No: 01, 2018
The study has shown sporadically that; Islamic banks have the tendency of losing focus on
service quality especially in the market where it can practice its monopolistic control (Saleem,
2005). It is a perfect scenario for ICB Islamic Bank Ltd. as it is the only fully fledge Islamic
bank in Dhaka. Therefore having the advantage of being a sole provider of Islamic banking
products and services it enjoys the highest customer base of 200,000 ICB Islamic Bank Ltd.
Annual Report, 2016). The religious norms are the perceived reasons for Islamic bank
customers to subscribe for Islamic banking services (Hidayat and Akhmad, 2015). However
latterly the Islamic banks growth and conventional banks strategic implementation to offer
Islamic banking products and services has stopped these banks in practicing these policies. It
is unavoidable for Islamic banks to neglect its service quality for survival in industry and to
gain market share. Recent competitive business environment signifies that if Islamic banks do
not provide right products, services and satisfy customer needs, it will diminish from the
industry in no time (Dusuki and Abdullah, 2007).
Islamic banking products and services are perceived unique and different compared with
conventional banking products and services. However the issues connected in the delivery of
products and services are of substantial concern. Since ICB Islamic Bank Ltd. is relatively new
(established in 2005) compared with its conventional banking rival it gives an opportunity to
ICB Islamic Bank Ltd. to learn much more from its counterpart. ICB Islamic Bank Ltd. aimed
rules are still unclear in transformation of its marketing strategy to provide better service
quality. Despite of enjoying highest customer base and comparatively higher market share of
59% publically ICB Islamic Bank Ltd. customer perception is still unclear ICB Islamic Bank
Ltd. (Annual Report, 2016).
The significance of service quality ideology has been stressed in Islamic doctrine and Islam
lays exceptional focus on delivering one’s task with utmost care and quality. Islamic doctrine
explains “human beings actions must yield benefit and induce improvement for the fellow
humans and it should improve their lives in a nutshell” (Asutay, 2010). Therefore in Islamic
banking context service quality delivery is not only moral allegiance for financial perspective
but also a religious obligation. The above rational emphasizes the exigency to gain service
quality knowledge for Islamic banking to further concrete the phenomena along with associated
concepts and issues. Thus this study focuses on the service quality knowledge and customer
perception of Islamic bank customers which had been previously researched by (Faisal,
Shabbir, Javed and Farooq, 2016; Ahmad, Rehman and Saif, 2010; Ali and Raza, 2015).
2. 0 Literature Review
2.1 Service Quality
Gronross (1982) coined the term service quality and defined that it is the perceived judgment
resulted after evaluation process undertaken by customer. Chiou and Shen (2012) suggested
that customers compare expectations and perception of service quality after receiving the actual
service quality. Furthermore service quality can be broadly categorized in functional and
technical quality. Ijaz and Ali (2013) defined service quality as an ability of a product or service
to meet customer expectations and enabling corporate in prolonged customer.
Berry, Parasuraman and Zeithaml (1985) defined service quality as the significant gap between
customer expectation and perception of service. However definitions of service quality vary
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ISSN: 2414-3284 (Paper) ISSN: 2414-2962 (Online)
Volume: 11, No: 01, 2018
and are dependent on different models, consumer expectation and satisfaction. Therefore
different measurement tools have been developed to measure service quality. Parasuraman,
Zeithaml and Berry (1985:42) suggested that “service quality is a gap between customer
expectations and delivered service standards”. Whereas Parasuraman et al, (1985); Zeithaml
and Bitner (1996) has identified that an excellent service quality comprises of five dimensions
which are tangibles (appearance of physical facilities such as equipment, personnel and written
material), reliability (dependability and accuracy of provided services), responsiveness
(staff/personnel willingness to assist customers, provide brisk service and response), assurance
(employees knowledge and expertise to ensure trust and confidence to customers) and empathy
(customer oriented and compassionate attitude of service provider). The definition and concept
of service quality was suggested by (Parasuraman et al, 1985) and since then it has been widely
used by many researchers (Alshurideh, Al-Hawary, Mohammad, Mohammad and Al Kurdi,
2017; Lone and Rehman, 2017; Saleh, Quazi, Keating and Gaur, 2017; Faisal et al, 2016).
2.2 Customer Perception
Gronross, (1982); Parasuraman et al, (1985) have suggested that service quality perception
among customers depends on the comparison between expectations (what they feel service
provider should offer) and performance of services. The literature on satisfaction and service
quality suggested that perception is viewed differently (Parasuraman et al, 1988). Satisfaction
literature describes perceptions as ‘predictions’ by customers about the likely outcome during
a particular transaction. Service quality literature describes perceptions and expectations as the
desires or wants of consumers (what they feel a service provider ‘should’ offer instead of
‘would’ offer.
The present study assumes service quality perception as desires and needs of customers as it
will allow discovering exactly what service providers should offer based on customer past
experience and interaction (Douglas and Connor, 2003). Negi, (2009) suggested that, it is
mandatory for organizations to understand, measure and evaluate customer’s perceptions and
expectations for the identification of significant gaps in service delivery to ensure customer
satisfaction.
2.3 Customer Perception & Service Quality (SERVQUAL)
Services can only be experienced, therefore service creation and its consumption occurs
simultaneously (Fonseca, 2009). Researchers proposed that customer service quality
perception is influenced by three factors; technical theoretical and image of service provider.
Customer evaluation results from the rating based on expectations and functionality of service
quality which signifies its delivery methods. Employees are important factor in the delivery of
service quality as personnel experience and expertise helps customers in problem solving and
matching service quality according to the expectations. Furthermore, service provider image
plays a major role in shaping positive corporate image (Berry et al, 1985). Customer
perspective signifies that service quality suitability depends on its ability in meeting
expectations and fulfilling needs to a satisfactory extent. Service quality is perceived
satisfactory if expectations are fulfilled and assumed unsatisfactory if it fails to meet customer
expectations.
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ISSN: 2414-3284 (Paper) ISSN: 2414-2962 (Online)
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The theoretical view point of service quality signifies that customer expectation differ between
service settings. For example; it is not wise for the debit card holders to assume enjoying the
privileges of platinum credit card holders therefore fluctuations in perception of service quality
might incur and have an influence based on expectation. Carman (1990), study suggested that
service quality expectations should be better considered as quality indicators as it describe the
overall expectation level of services. Furthermore, to minimize over expectation of service
quality and satisfaction level, service providers are required to find out customer perceptions
and expectations.
The customer’s service quality expectation established during service delivery process plays a
vital role in perception development. Organizations are able to maintain a good service quality
image by avoiding promotional temptations among customers. Even though increase in
customer expectations beyond the capacity of organizations results in higher sales however in
the long run it affects the corporate image as customer feels disappointed when corporates do
not keep its initial promises (Berry et al., 1985). The Study found that organizations can
enhance service quality perception and minimize frustration among customers by explaining
the underlying regulations of service quality usage (Berry et al., 1985).
2.4 Review of Past Studies
The literature presents several studies on Islamic banks service quality, customer perception,
satisfaction and awareness of Islamic banking products and service. The notable studies are
(Metawa and Almossawi, 1998; Naser, Jamal, and Al-Khatib, 1999; Othman and Owen, 2003;
Shafie, Azmi and Haron, 2004; Tahir and Bakar, 2007; Rashid, Hassan and Ahmad, 2008;
Amin & Isa, 2008; Hossain and Leo, 2009; Kumar, Kee and Manshor, 2010; Ahmed et al,
2010; Amat, Chong, Kumar and Fong, 2011; Shariff, 2012).
Saghier and Nathan, (2013) studied the relationship between customer perception and service
quality dimensions. The study focused on customer perception of service quality and its
dimension in Egyptian banks. The study measured customer perception towards service quality
of Egyptian bank customers utilizing quantitative research instrument. The survey was
conducted using self-administrated questionnaire surveying 150 customers at convenient bank
locations. The questionnaire was designed adopting modified dimensions from original
SERVQUAL model. The study simultaneously suggested the presence and absence of
relationship between service quality dimensions and customer satisfaction. (Molaee, Ansar, &
Teimuor, 2013) contributed exceptionally in service quality measurement of Islamic banks
using SERVQUAL and Carter model. The study analyzed impact of service quality dimensions
on customer satisfaction and loyalty in the Iranian banking industry (Mellat Bank). The results
of study suggested that four dimensions of service quality model (tangibility, reliability,
responsiveness, compliance) have a positive impact on customer service satisfaction ultimately
ensuring customer loyalty. However the results depicted that assurance and empathy
dimensions do not have any positive impact on customer satisfaction which implicit that these
dimensions do not contribute potentially in ensuring Iranian customer’s loyalty towards Mellat
bank.
The notable study on service quality of Islamic banks was conducted by (Bashir, 2013). The
study analyzed customer satisfaction of Dhaka Islamic banking sector. The research explained
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ISSN: 2414-3284 (Paper) ISSN: 2414-2962 (Online)
Volume: 11, No: 01, 2018
the standout rationales from customer perspective in selection of Islamic bank services. The
study adopted modified SERVQUAL model for Islamic banks known as Carter model. The
results suggested that service quality and product quality effects customer satisfaction and
customer awareness of Islamic banking services. The study showed that Dhaka’s Islamic bank
customers were aware of Islamic banking products and services to a certain level. Another
study contributing to the knowledge of service quality measurement of Islamic banks was
conducted by (Akhtar & Zaheer, 2014). The study suggested that demographic variables have
different impact in the perception of service quality. Ali and Raza, (2015) measured service
quality perception and customer satisfaction among Islamic bank customers in Pakistan
adopting Carter model. The findings of the study suggested that all the dimensions of service
quality have direct and positive relationship with customer satisfaction. Another study
suggested by (Dahari, Abduh, & Fam, 2015) measured the key dimensions of service quality
for Islamic banks using Performance Analysis Approach. The findings of study suggested that
Shari’ah compliance, tangibility, rates, bank reliability and customer relationship with bank
were perceived as the basic dimensions of service quality. Whereas the customer expects
Islamic banks to strictly follow shari’ah compliance especially on the availability of Islamic
banking products, practices, operation and its management.
Another research on service quality and customer satisfaction measurement was administrated
by (Faisal et al, 2016). The study utilized Carter model to measure customer satisfaction
towards the service quality of Islamic banks. The study suggested positive relationship between
service quality dimensions and customer satisfaction of Islamic bank. Parves (2017) focused
on assessment and difference of service quality perception among demographic subgroups of
Islamic and conventional bank customers in Jordan. The study proposed that the perceived
service quality levels among Jordan bank customers differ based on the factors of religion, age,
income and occupation. Saleh et al. (2017) administrated the comparative study of Islamic and
conventional banks service quality and its relationship with bank image in Bangladesh. The
findings of the study showed that customers of Islamic banks have generated exceptional bank
image incorporating high service quality, satisfaction and positive service quality. However
conventional bank customers’ perception is solely based on its experience after service delivery
process. A significant comparative study on customer satisfaction among Islamic banks and
Islamic banking windows was administrated in Pakistan by (Lone & Rehman, 2017). Nonlinear
classification techniques revealed that service quality perception and customer satisfaction
differ among the customers of fully fledged Islamic bank and conventional banks with Islamic
banking windows based on the tangibles, empathy and responsiveness.
An overall analysis of the above literature on service quality of Islamic banks suggests that
there is lack of studies on customer perception and service quality of Islamic banks and
especially in context of Dhaka. Therefore it is contemporary to construct this study to fill
research gap and add value to the existing knowledge of service quality. On the basis of existing
literature and to fill the gap this study analyses perception of Islamic bank customers in Dhaka
establishing following hypotheses;
H1: Islamic bank customers’ perception is positively related with service quality based on
Carter Model.
H2: Carter model is best to suit the Islam banking system in Dhaka.
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3. 0 Methodology
3.1 Sampling Design
The present study focuses on exploring relationship between service quality and customer
perception of Islamic bank customers in Dhaka therefore this study adopts quantitative research
methodology using self-administered questionnaire. The content of questionnaire is adjusted
for suitability and relevance purpose through pilot testing prior to its circulation. The
instrument was drafted in English as it is widely spoken and understood in Dhaka besides local
Bengali language. Since it was not viable for the researcher to get comprehensive list of
customers due to bank policy of retaining confidentiality of customers information therefore
the study adopted convenience non probability sampling. A total of 113 samples in softcopy
format and 63 samples in hardcopy format were distributed and altogether 155 surveys were
considered accurate as some samples were not returned and a few were incomplete.
3.2 Measurement of Variables
The questionnaire was divided in two sections, first section covered demographic information
of respondents, second section comprised of 27 items of service quality. The second section of
questionnaire was designed based on modified Carter model. The basic dimensions of Carter
model are known as compliance, assurance, responsiveness, empathy and tangibility. The
model was modified by introducing two unique dimensions of social responsibility and
innovation each dimension contain one item. Social responsibility and innovation were
included in the model due to significant role of these dimensions in the formation of exceptional
service quality (Mahdzan, Zainudin, & Au, 2017). Each item was provided with five scale
likert options ranging from 1 (strongly disagree), 2 (disagree), 3 (neutral), 4 (agree) to 5
(strongly agree).
Carter model is used for examining the service quality and customer perception relationship
due to its dual nature (Faisal et al, 2016; Saleh et al, 2017; Parves, 2017). It is considered the
most reliable and dependable instrument for the measurement of service quality and customer
perception relationship of Islamic bank customers (Othman & Owen, 2001). The second
important reason for deploying Carter model is that it has never been used in the past in Dhaka.
Considering it as a significant research gap this study contextualize Carter model for analyzing
service quality of Dhaka’s leading Islamic bank. The 155 surveys were collected and used for
data analysis utilizing convenient sampling method. The theoretical model of the study is
presented in figure 1.
Figure 1. Service quality from customer perception (Theoretical Model)
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4. 0 Results and Discussion
Descriptive statistics are used to present the snapshot of demographic characteristics of the
respondents. The analysis illustrate that male respondents are 31% and female are 69%.
Table 1. Demographic profile of respondents
Demographic Items Frequency Percentile %
Gender
Male
Female
Total
Age
Below 19
Between 20-29
Between 30-39
Between 40-49
Above 50
Marital Status
Single
Married
Divorced
Others
Occupation
Government Sector
Private Sector
Academic Staff
Student
Others
Income (BND)
Below 1,000
Between 1,001-5,000
Between 5, 001-10, 000
Above 10, 000
Duration with Bank
Less than 1 year
1-3 years
3-5 years
More than 5 years
47
108
155
13
104
22
12
04
106
46
01
02
38
17
02
92
06
102
43
05
05
18
41
36
60
31
69
100
8
68
14
7
3
69
29
1
1
26
10
1
59
4
66
28
3
3
12
26
25
37
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Table 2. Reliability and validity results
Variables Items Cronbach’s
alpha
Compliance 6 .691
Assurance 4 .823
Responsiveness 5 .778
Tangibility 4 .702
Empathy 3 .727
Reliability 3 .789
Social responsibility 1 .721
Innovation 1 .725
Overall 27 .858
Table 3. Kaiser-Meyer_Olkin (KMO) and Bartlett’s test results
KMO measure of sampling adequacy .912
Bartlett’s test of Sphericity Approximately chi-square 2606.806
Degree of freedom (df)
Probability (sig.)
352
.000
Table 4. Summary of Correlation between Selected Variables
Variables Pearson correlation Sig. (2-
tailed)
Compliance
Assurance
Responsiveness
Tangibility
Empathy
Reliability
Social responsibility
Innovation
Islamic bank service quality and customer perception
0.651
0.731
0.688
0.612
0.674
0.690
0.502
0.514
0.853
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
**. Correlation is significant at the 0.01 level (2-tailed).
Table 5. Principal components analysis test results
Items COM ASU RES TAN EMP REL SR INV
COM1 0.816
COM2 0.817
COM3 0.848
COM4 0.679
COM5 0.779
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COM6 0.701
ASU1 0.591
ASU2 0.715
ASU3 0.618
ASU4 0.678
RES1 0.715
RES2 0.556
RES3 0.633
RES4 0.768
RES5 0.526
TAN1 0.545
TAN2 0.659
TAN3 0.742
TAN4 0.655
EMP1 0.516
EMP2 0.634
EMP3 0.715
REL1 0.517
REL2 0.519
REL3 0.649
CSR1 0.561
INV1 0.563
The compliance, assurance, responsiveness, tangibility, empathy, reliability, social
responsibility and innovation items are codded as COM, ASU, RES, TAN, EMP, REL, SR,
and INV in table 5.
The results of gender analysis are satisfactory as female population in Dhaka is higher than
male population (DEPD Annual report, 2016). The age of most of the respondents ranges from
19 to 50. Among the respondents (20-29) 68%, (330-39) 14%, (below 19) 8%, (40-49) 7%, and
(above 50) are 3% and 69% of the respondents marital status is single and 29% are married
remaining 2% are divorced and others. The respondents’ occupation ranges from government,
private, academic students to others. Most of the respondents are students (59%) and
government sector employees (26%). The income of respondents ranges from 1,000 to 12,000
Dhaka Dollars. The duration of holding account with ICB Islamic Bank Ltd. Dhaka Bangladesh
ranges from 1 year to more than 5 years. The detailed demographic profile of respondents is
presented in table 1.
Table 2 presents the data reliability and validity analysis as it is considered essential for data
validation (Nunnally, 1978). It highlights the consistency between customer perception and
dimensions of service quality.
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Data reliability and validity is represented by Cronbachas’ alpha. The table 2 represents that
the overall value of Cronbachas’ alpha is .857 which supports the minimum value of .60 for
data reliability and validity (Hair, Anderson, Tatham, & Black, 1998). The Cronbachs’ alpha
values of each dimension are presented in table 2.
Kaiser-Meyer-Olkin (KMO) and Bartlett’s tests were deployed to confirm the sampling
adequacy. The table 3 presents the results of KMO and Bartlett’s test. The value of KMO test
for all the items is .912 that is 91.20%, indicating the sampling adequacy of this study against
the benchmark of 0.5 that is 550% (Leech, Barrett, & Morgan, 2005, p. 82). Bartlett’s test of
Sphericity is performed to confirm the significant differences in the properties of the
correlation matrix and identity matrix. Bartletts, (1954) suggested that if the probability value
(sig.) is less than 0.05, it represents the significant difference in the properties of the correlation
matrix and identity matrix, which is desirable. The findings show that Bartlett’s test probability
value is .000 which is less than the benchmark value indicating that the sample data is
appropriate for factor analysis.
Pearson’s correlation test analyses the correlation between dependent and independent
variables. The summary of correlation between variables is presented in table 4. The summary
indicates the presence of strong positive relationship between service quality of ICB Islamic
Bank Ltd. and customer perception (0.852). It supports the first hypothesis of this study,
‘Islamic bank customers’ perception is positively related with service quality based on Carter
Model’ It is consistent with the previous studies as it also reports the existence of positive
relationship between customer perception and banks service quality (Machayi & Ahmed, 2016;
Devanathan & Jambulinngam, 2014; Appannan, Doraisamy & Hui, 2013). The table 4 shows
that correlation between variables is significant as the values of Pearson correlation are
significantly higher than the benchmark value (0.01).
Hair, Black, Babin, Anderson and Tatham (2006) suggested that if the proposed model has an
acceptable fit to whatever criteria applied, the study does not prove the propose model, but
only confirms that is it one of the several possible acceptable models. The study deployed
confirmatory factor (CFA) analysis using SPSS 20 to examine the proposed model. The main
objective of measurement model is to investigate e how well the proposed indicators serve as
measurement instrument for the latent variables. The standard factor loading estimates
determine the validity of Carter model dimensions. The table 5 shows that CFA ranges from
0.517 to 0.847 which is higher than the benchmark CFA criteria of 0.50. The convergent
validity for each dimension of modified carter model is established and provided the evidence
of construct validity. The suggested carter model comprises of eight independent variables
(compliance, assurance, responsiveness, tangibility, empathy, reliability, social responsibility
and innovation) and one dependent variable (customer perception). The objective of
constructing the structural model was to test whether ICB Islamic Bank Ltd. service quality is
multidimensional construct comprising of 27 sub items. The results indicated the goodness-of-
fit suggesting that the proposed model is statistically good fit as the values of each sub item
meet the threshold level. It supports the second hypothesis of this study, ‘Carter model is best
to suit the Islamic banking in Dhaka’. The results and statistics of the model’s goodness-of-fit
are reported in table 5.
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The study shows that more female customers use ICB Islamic Bank Ltd. services and products.
It is consistent with literature as both men and woman has equal role to play in Bengali society.
Since female population is higher in Dhaka therefore more female customers were found using
bank services. The study further discovered the age ranges from 19 to 50 for most of the bank
customers. It is also consistent with literature as studies have shown that the age of various
bank customers range from 21 to 50 representing most of bank customers are Generation X
(Mahdzan et al., 2017; Khattak & Rehman, 2010).
There is a strong relationship between ICB Islamic Bank Ltd. service equally and customer
perception. It is in line with the previous literature. Bank service quality and customer
perception significantly and positively related with each other (Machayi & Ahmed, 2016;
Devanathan & Jambulingam, 2014; Appanan et al., 2013). The study suggested that, modified
Carter model is suitable for the banking system in Dhaka. The new suggested dimensions are
named social responsibility and innovation. Islamic banks customers’ perception has
transformed from basic banking products and services to desire innovation in banks products,
services, procedure, policies and operations (Khan, 2016). Corporate social responsibility
(CSR) has rapidly developed for Islamic banks, as it is significant for sustainable growth,
profitability and long term survival. Customers highly perceive that the purpose of Islamic
banks should be community support rather than profit generation (Jusoh and Ibrahim, 2017).
It was found that both dimensions are considered significant component of customer perception
which means the suggested Carter model is best to suit the Islamic banking system in Dhaka.
It is also in line with literature; Carter is the most suitable model to measure service quality of
Islamic banks (Othman and Owen, 2003; Faisal et al, 2016). Overall the results indicated that
both hypothesis H1 and H2 are accepted.
5. Conclusion
The study focuses to examine the service quality and customer perception relationship in
context of Dhaka’s leading Islamic bank (ICB Islamic Bank Ltd.). The study has also aimed to
measure service quality and customer perception by using modified carter model. A survey
questionnaire comprising of 27 items is carefully adopted and modified. The study collected
primary data from ICB Islamic Bank Ltd. customers in Dhaka. The collected data was screened
and processed for statistical analysis. The results showed that all proposed dimensions
(compliance, assurance, responsiveness, tangibility, empathy, reliability, social responsibility
and innovation) of service quality are unique construct. The study further confirmed the
presence of significant relationship between unique dimensions of service quality and customer
perception. The findings of the study indicate that eight dimensional service quality model is
reliable in context of Islamic banking system in Dhaka.
Based on the findings of this study, it is recommended that social responsibility (SR) is not an
alien to Islamic banks. In fact, the majority of Islamic banks around the world are sensitive to
SR as it is parallel with their goals of establishment. Islamic financial institutions especially
banks should practice moral and ethical values of community support. It is one of the most
significant attribute of its existence compared to its conventional counterpart. Islamic banks
should strive to envision supporting fair and balanced society purely based on Islamic
economics. Islamic banks are constructed upon the principle of brotherhood and cooperation
which stands for a unique system of equity-sharing, risk sharing and stake taking. Islamic banks
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should promote ethical social and moral norms representing community oriented, entrepreneur
friendly and economic expansion approaches.
Islamic banks in Dhaka have huge potential of growth as the country has stable economy and
consumers have high purchasing power. Since customers have high purchasing power therefore
technology savvy products and services are popular among Dhaka bank customers. Islamic
banks should assert that sincere motivation, truthful intention, dynamic, practical and
innovative service quality approaches should be used to uplift Islamic banking brand.
Employee-customer relationship is perceived highly interactive in nature. Islamic banks in
Dhaka should provide innovative service excellence training programs to minimize the service
gaps. Employee skills and service culture programs may assure the improve customer
perception and highest level of customer satisfaction. Islamic banks should provide the right
training programs especially to boost their interpersonal and communication skills. It will
enable employees to deal customers in a desired and professional manner. The accurate
employee training will enable employee’s brisk recognition of service failure and prompt
recovery. ICB Islamic Bank Ltd. must regularly assess level of service quality perception
among its customers as the study shows that it significant and consistently fluctuates, therefore
ICB Islamic Bank Ltd. bank managers and policy makers should apply the diagnostic
information of this study to detect the gaps in service quality.
The main limitation of the study is the sample size as the primary data it is collected from only
one district: Dhaka. Even though the district has highest population and more bank users and
ICB Islamic Bank Ltd. branches however the opinion of customers from other districts could
also impact the results of this study. The future research may focus on large sample size by
including customers from other districts and including other Islamic bank customers to
represent the customer perception of entire Islamic banking sector of Dhaka. Future researchers
may further conduct research on service quality perception comparison of Islamic and
conventional bank as conventional banking is the major rival of Islamic banks in Dhaka.
The study contributed to the literature on service quality and customer perception. Prior
empirical studies have focused on awareness of Islamic banking products and services using
basic service quality model which are suitable for conventional banking. However this study
suggests the application of upgraded, updated and desired version of service quality model to
represent Dhaka’s Islamic bank customers’ perception.
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ISSN: 2414-3284 (Paper) ISSN: 2414-2962 (Online)
Volume: 11, No: 01, 2018
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Australian Journal of Business Science Design & Literature www.raoaustralia.org
ISSN: 2414-3284 (Paper) ISSN: 2414-2962 (Online)
Volume: 11, No: 01, 2018
Appendix:
Questionnaire for Customers
General Questions
1. Name:
2. Name of the Bank & Branch:
3. Gender
A. Male B. Female
4. Age
A. 18 - 25 years B. 26 - 30 years B. 31 – 40 years C. 41 – 50 years
D. 51 – 60 years E. Above 60 years
5. Education
A. Illiterate B. High school C. Intermediate D. Degree
E. Masters Degree F. Others (please specify)_______________
6. Marital Status
A. Married B. Un married C. widowed D. Divorced
7. Profession
A. Govt Employee B. Private Employee C. Business D. Self Employee
E. Student F. House Wife G. Others (please specify) ____________
8. Monthly Income
A. Upto 10,000 B. 10,000- 15,000 C. 15,001-20,000 D. 20,001-
25,000
E. 25,001-30,000 F. 30,001 – 35,000 G. 35,001-40,000 H. 40,001-50,000
I. 50,001 and above
9. Status of usage
A. Less than 1 year B. 1 – 5 years C. 5 – 10 years D. 10 – 15 yeas
E. Above 15 years
Australian Journal of Business Science Design & Literature www.raoaustralia.org
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Volume: 11, No: 01, 2018
Specific Questions:
1. Which category of the banks do you consider as most technologically advanced?
A. Islamic sector bank B. Traditional sector bank
2. Which attribute of the bank do you value the most?
A. Quality of Service B. Technology used C. Trust
D. Location E. Type of the bank
3. Which factor promotes you to use the new techniques in banking? ( Tick all that are
applicable )
B. Reduced time of transactions B. Cost effectiveness
C. Ease of use D. Technology savvy
4. How familiar are you with computer usage level of your bank?
A. No knowledge of computer B. Beginner C. Average knowledge
D. Advanced computer knowledge E. Expert
5. Customer level of usage of technology ( Tick all that are applicable to you ) A.
Connected to the Internet at home or work to do their financial transactions B. Uses E –
C. ATM / Debit card service
D. Credit card service
E. Online banking services
F. E – payments
G. Electronic Fund Transfer (EFTs)/NEFT/RTGS
6. How frequently do you use the following banking services per month?
Nil 1 to 3 3 to 8 8 to 12 over 12
times times times times
A. Branch Banking
B. ATM
C. Internet Banking
D. Tele Phone banking
E. Mobile banking
Satisfaction on Technology usage
Extremely Satisfied Neutral Dissatisfied Extremely
A. ATM Services Satisfied Dissatisfied
7. Promptness of card delivery
8. Number of Transactions
9. The quality of notes (currency)
10. Conveniently located
B. Internet banking Services
11. Account information and balance enquiry
12. E- payments
13. Account to Account transfer
14. Due installment enquiry
15. Statement request( by email, fax, mail)
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Volume: 11, No: 01, 2018
Extremely Satisfied Neutral Dissatisfied Extremely
satisfied Dissatisfied
C. Telephone Banking Services
16. Pleasant musical background
17. Reasonable number of voice prompts
18. Clear instructions
19. voice directions / on line directions for
new users
20. Provide additional options
D. Mobile Banking services
21. Reward point status
22. Prepaid Mobile Recharge
23. SMS alerts about specific information
to the bank services / new products
24. Transactions status
25. expensive
Problems of technology Usage :
E. ATM Problems Often Rarely Never
26. Cards get blocked
27. Machine out of cash
28. Non printing of statement
29. Machine out of order
30. long waiting time in queues
31. Reduction in balance without cash payment
F. Internet Banking Problems
32. Not providing information
33. Not being able to maintain security
34. Not giving fast response
35. Leaving the operation unfinished
36. Internet banking can be tampered with by others
37. Waiting for long time for conducting of transactions
38. Too many steps inprocessing transaction
G. Tele Phone Banking Problems
39. Lack knowledge of customer service representative
40. Absence immediate connection to the service
41. Lack of prompt service.
42. Lack of clear guidelines.
H. Mobile Banking Problems
43. Login / Sign off are not easy.
44. Lack of security in transactions.
45. Lack of appropriate software.
Australian Journal of Business Science Design & Literature www.raoaustralia.org
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Volume: 11, No: 01, 2018
A. Tangibility Extremely Satisfied Neutral Dissatisfied Extremely Satisfied Dissatisfied
46. Bank has up - to - date equipment & technology
47. Location of the Bank
48. Sufficient number of ATM machines
49. Cash counting machines
50. Counter partitions in bank and its branches
51. 51. Materials associated with the banks office
(Pamphlets, brochures) are visually appealing
at the banks office
52. The employees approach
53. Guide signs indicating as to which counters are
offering which services
B. Reliability
54. The bank website does not freeze
after customer put in all the information
55. Information provided on website
56. Up to date content
57. Process of transactions
58. Wide range of products and services provided
C. Responsiveness
59. Customer service representative.
60. Bank performs the services right the first time
61. Quick confirmation
62. Our requests are handled promptly
D. Assurance
63. Employees of bank have the knowledge to answer
customer questions
64. Politeness and friendly staff
65. Employees are always willing to help you.
66. Experienced management team.
E. Empathy
67. Time bound work of employee
68. Help desks, call centers of bank
69. Specific needs understood
70. Provisions of financial advices
F. Efficiency
71. Faster log in facility
72. Performance of Plastic cards(ATM, Debit/Credit)
73. Transfer of Funds(NEFT, RTGS)
74. Clearing Services(ECS-Credit/Debit)
G. Accuracy
75. Problem solving through instant information
76. Bank insists on error-free transaction records
77. Electronic Bills payments
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Volume: 11, No: 01, 2018
Extremely Satisfied Neutral Dissatisfied Extremely Satisfied Dissatisfied
78. Service charges
H. Security
79. Security for ATMs
80. Online filling
81. Protection of banking transactins 82. Privacy /
Confidentiality of the bank.
83. Care in collection of personal information
I. Easy and Convenient Banking
84. Language and information content
85. Easy to find and change
86. Instructions on the website
87. User friendly system
88. Convenient hours of operation (24 X7) J. Customer Service
89. Customer friendly environment at Bank
90. customer feedback services
91. capable of solving complaints adequately
92. brochures to educate new users
93. Special services for the elders and disabled
94. Are you satisfied with the overall technological services of your bank?
A. Yes B. No C. Can Not Say
95. The contribution of new technology to the success of banks in your opinion is: A. Very high
B. High
C. Average
D. Low E. Nil
96. What suggestions you can give to the development of technology to the Indian banking industry?
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Signature of the customer
THANK YOU VERY MUCH FOR YOUR VALUABLE TIME, COOPERATION, PATIENCE &
INFORMATION
Questionnaire for Employees
I. Personal Data:
1. Name:
2. Bank & Branch:
3. Age
A. Less than 25 B. 26 to 30 C. 31 to 40 D. 41 to 50 E. Above
50
4. Gender
A. Male B. Female
5. Marital Status
A. Married B. Un Married C. Widowed D. Divorced
6. Annual Income (lacks)
A. Less than 1 B.1 to 2 C. 2 to 3 D. 3 to 4 E. 4 and
above
7. Educational Qualifications
A. Intermediate B. Bachelor Degree C. Master Degree D.
Professional
8. Category of job
A. Manager B. Executives C. Officers D. Clerks E. Others ( Please
specify)________
9. Years of experience
A. Less than 5 years B. 6 to 10 years C. 11 to 15 years D. Above 16years
II. Transactions Data:
1. Approximately how many people visit your bank web site per day?
A. Less than 1000 B. 1000 to 5000 C. Above 5000 D. Others (Please
specify)____________
2. How long has your bank been providing Internet Banking?
A. Less than a year B. 1 to 5 years C. More than 5 years D.
________________
3. How frequently do you update your website?
A. Daily B. Weekly C. Monthly D. More than once in a month for every update
4. What was the reason behind introduction of internet banking?
A. Because of competition from foreign banks B. Man power shortage
C. Qualitative customer service D. Faster transactions & Time saving
E. Any other (Please specify) _____________________
5. How do you make your potential customer aware of your location on the Net?
A. Advertising on the Net B. News media
C. Banks publications D. Any other (Please specify)_____________________
6. Relative importance of factors determining provision of electronic banking
A. Vision of the future B. Prediction of customer acceptance
C Organisational culture of innovation D. Market share or strength of organization
E. ______________________________
Responses regarding some comparative aspects
1 2 3
7. Comparative aspects between Traditional banks E – banks Both
A. More facilities to employees
B. Employees of which type of banks are more satisfied from job
C. Salary package is comparatively better in
D. Top management involvement branch level is comparatively more
E. Working hours are comparatively more in
F. Yearly customers growth is comparatively more in
8. Differentiating strategies between
A. More information technology
B. Providing better quality of service
C. Innovative products and services
D. More labor intensive techniques
E. Recruiting young employees
F. Expanding branch network
G. Pitching into mergers and acquisitions
9. The factors that contribute to better services in
A. Higher return in deposits
B. Overall Efficiency
C. Customer shift
D. More Profit
10. Number of customers per branch in the same city are comparatively
To what extent do you agree with the following statements:
1 2 3 4 5 Strongly Agree Neutral Disagree Strongly
Agree Disagree
11. “Collaborative Culture Factor” in e-banks
A. Brings about group cohesiveness
B. Enhances the collaborative culture
C. Helps to communicate efficiency with peers
12. “Behavioral Factor” in e-banks
A. Helped in reducing work stress
B. helped in reducing chaos and confusions
C. Helped to do routine work more
efficiently
D. Increased interest in work
E. Increased level of motivation
F. Increased level of job satisfaction
13. “Training and Development Factor” in e-banks
A. Effective Training
B. Enhanced technical skills
C. Increased effectiveness at job
D. Organized training programmes
14. “Knowledge Management Factor” in e-banks
A. Empowered with better access to information
B. Empowered with more control over work
C. Enhanced creativity
D. Empowered to solve problems
E. Enhanced capacity to contribute in research &
development activities
F. Increased involvement in decision – making
G. Magnified abilities to think and articulate thoughts
15. Employee Benefits with Electronic banking Rank
(12345)
A. Minimizes the cost of transactions [ ]
B. Saves time [ ]
C. Minimize inconvenience [ ]
D. D. Provided up – to date information [ ]
E. Facilitates quick responses [ ]
F. Improves service quality [ ]
G. Minimizes the risk of carrying cash [ ]
16. Any other suggestions
Signature of the employee
THANK YOU VERY MUCH FOR YOUR VALUABLE TIME AND INFORMATION
About Authors:
Esrat Sabrina was born in January 16, 1989 in Dhaka. She has completed her SSC and
HSC from Dhaka board. Then she entered University of Dhaka for her higher study.
Completed BBA and MBA from Department of Management, Faculty of Business
Administration with merit position. Achieve Dean's Award for academic excellence in
MBA. She is currently serving a private university as a Lecturer of HRM. For any further query, here
the email address attached: [email protected]
Nowshova Ahmad is working as a Lecturer in Shanto-Mariam University of Creative Technology.
She has chosen this profession for flourishing educational system and creating new method of teaching.
Teaching is not only sharing of information with student but also preparing them for future realistic
life and making a good humanitarian person.
Earlier, she achieved her MBA on Human Resource Management and BBA on Management from
University of Dhaka. She also completed her higher secondary and secondary education from Holy
Cross College and Holy Cross Girl’s High School respectively. In the tenure of her educational career,
she participated in different social activities as a member of girl's guide. She had enthusiasm in art and
music. She got prizes in different times in School Art Competition.
Nowshova Ahmad was born in Dhaka. She spent her childhood and adolescence at Tejgaon in Dhaka.
She is the second daughter of her parents. She has two sisters. Her father is a retired government service
holder. Her mother is a teacher. She has only a daughter. Her Husband is a Civil Engineer.
This article is her first one. She is also working on further writing. She is trying her best to be a mentor
on her profession.