Services marketing: are perceptions of service quality predictors of behavioral intentions? The banking industry perspective.

Ndubisi, Nelson Oly

INTRODUCTION

The issue of customer retention is an important one for service organizations. Ndubisi (2003) has related superior service with customer perceived mutualism (in customer-firm interaction), which is associated with customer support, which outcomes are increasing market share and/or profits. The study also related poor service with customer perceived commensalism and parasitism, which lead customer resistance, and in turn erosion of profits and/or market share. It has also been suggested that service quality has a direct effect on organizations' profits, since it is positively associated with customer retention and customer loyalty (Baker & Crompton, 2000; Zeithaml & Bitner, 2000). Studies have shown that it costs six times more to attract new customers than to retain the existing ones (Rosenberg & Czepiel, 1983). Reports have also shown that the net increase of the present value of profits that results from 5 percent increase in customer retention varies between 25 percent and 95 percent over different industries (Oliver, 1999). Ndubisi (2003) and Zeithaml et al., (1996) proposed different models of the behavioral consequences of service quality. Ndubisi suggested that customers perceive their relationship with the firm in three different lights (i.e. mutualism, commensalism, and parasitism) depending on whether (in the customer's eyes) value was created and delivered or not, and these perceptions will predict the kind of response (either support or resistance) customers give to services providers, each having different implications on the firm's profits and/or market share. Zeithaml et al. proposed that perceived service quality was related with positive behavioral intentions, which could be viewed as signals of retention or defection. According to the latter model, behavioral intentions are a multi-dimensional concept, consisting of word-of-mouth (WOM), purchase intentions, price sensitivity, and complaining behavior. Fishbein and Ajzen (1975) and Ajzen and Fishbein (1980) suggested that behavioral intentions, when properly measured, could to a large degree predict actual behavior. Since then, a number of research has used intention to predict behavior (e.g. Davis 1989; Davis et al., 1989; Mathieson 1991; Taylor & Todd 1995; Venkatesh 2000), while others have seriously questioned intention as a predictor of actual behaviour (Straub et al. 1995; Bentler & Speckart 1979; Songer-Nocks 1976). Nonetheless, Baker and Crompton (2000); Bloemer et al., (1999) applied Zeithaml et al.'s (1996) model and found evidence for its usefulness in predicting elements of customer loyalty. All three studies indicated a need for further research on the relationship between service quality and behavioral intentions, in a variety of service sectors.

In view of the practical value of research on customer retention, combined with the limited published research on Malaysia banking services, the current work aims to evaluate the degree to which service quality dimensions can predict the multi-dimensional model of behavioral intentions, as suggested by Zeithaml et al. (1996) among bank customers in Malaysia.

LITERATURE REVIEW

Service quality

Perceived service quality has been defined as a global judgment or attitude relating to the superiority of a service (Zeithaml and Bitner, 2000). The majority of research on service quality has been built around the SERQUAL (Parasuram et al., 1988) methodology. The SERVQUAL model suggests that service quality can be measured by identifying the gaps between customers' expectation and perceptions of the performance of the service. Parasuraman et al. (1988) also suggested that service quality was a many-sided concept consisting of five dimensions: reliability, assurance, tangible, empathy, and responsiveness. Reliability refers to the ability to perform the promised service dependably and accurately; assurance refers to the knowledge and courtesy of employees and their ability to convey trust and confidence; tangible refers to the appearance of the physical facilities, equipment, personnel and communication materials; empathy refers to the provision of caring, individualized attention to customers; and responsiveness refers to the willingness to help customers and to provide prompt services. The SERVQUAL instrument has been widely used in the marketing literature in a variety of sectors, including leisure related organizations, such as hotels (Ingram and Daskalakis, 1999; Oh, 1999), travel agencies (Luk, 1997), parks and recreation (McKay and Crompton, 1990), tourism attractions / resorts (Bigne et al. 2001), and leisure/sport centers (Howat et al., 1999; Lentell, 2000). The value of the SERQUAL instrument as an assessment and management tool has been well documented. However, the model has also been criticized on a theoretical and operational level (Buttle, 1995). On the theoretical level it has been criticized as being based on the disconfirmation paradigm, which has been widely adopted in the satisfaction literature (Oliver, 1996) rather than on the attitudinal one. Furthermore, researchers (e.g. Cronin and Taylor, 1992; Teas, 1993) have questioned the validity and reliability of the gap model, suggesting that measuring perceptions alone might provide a better indication of service quality than measuring the difference between expectations and perceptions. Finally, some researchers have suggested that the service quality dimensions are contextual and not universally applicable (Ekinci and Riley, 1999; Williams, 1998). The operational criticism has focused on the difficulties in conceptualizing expectations, the limited number of items within each dimension, the problems related to the double administration of the instrument (customer confusion and boredom), and the limited proportion of variance extracted by the five factors (Buttle, 1995). The issue of service quality dimensions being contextual is an important impetus for adapting and replicating the instrument across several services, and offers some future research directions such as testing the model in different environment, services sector, and scenario.

Behavioral Intentions

According to Zeithaml et al.'s (1996) model, the behavioral consequences of service quality mediate between service quality and the financial gains or losses from the retention or defection. When customers' perceptions of service quality are high, the behavioral intentions are favorable, which strengthens their relationship with the organization. In the other hand, when service quality assessments are low, customers' behavioral intentions are unfavorable and the corresponding relationship with the company deteriorates. Zeithml et al. (1996) also suggested that behavioral intentions were indicators, which showed whether customers had remained with or had defected from the organization. The conceptualization of behavioral intention is an important part of the model. Zeithaml et al. (1996) suggested that favorable behavioral intentions included elements such as saying positive things and recommending the services to others, paying the price premium to the company, and expressing cognitive royalty to the organization. Cognitive loyalty has been operationalized as the service that first comes to one's mind when making a purchase decision and the service, which was a customers' first choice among alternatives (Bloemer et al., 1999; Pritchard et al., 1992).

The relationship between service quality dimensions and the multi-dimensional model of behavioral intention has not been adequately investigated in the service quality literature (Baker and Crompton, 2000; Bloemer et al., 1999). Boulding et al. (1993) reported that overall service quality perception were positively related with willingness to recommend and negatively related with switching and complaining behavior (Kelley et al., 1993). Contradictory results were reported in terms of the relationship between the overall service quality and behavioral intention. Cronin and Taylor (1992) reported non-significant relationship, while Boulding et al. (1993) reported significant and positive ones. Finally, Zeithaml et al. (1996) reported positive relationship between overall service quality and price sensitivity. Research on the relationship between service quality dimension and the multi-dimension model of behavioral intentions as proposed by Zeithaml et al. (1996) is still limited. In a recent study, Bloemer et al. (1999) applied the model, and provided evidence that the patterns of relationships were not universal but they were industry-based. For example, in the entertainment industry, WOM was positively affected by responsiveness and tangibles, while in the food service industry it was positively affected by assurance and empathy. Furthermore, behavioral intentions were determined by reliability in the entertainment industry and by assurance and empathy in the food industry. The study by Baker and Crompton (2000) also supported the model. The authors investigated customers' perception in the tourism industry (tourist events). They expanded the model by including the concept of customer satisfaction into the framework. Using structural modeling design, they provided evidence that service quality dimensions (adjusted to the context of tourism events) were directly and positively related with purchase intentions, customer loyalty and willingness to pay more money.

METHODOLOGY

The study empirically investigates the relationship between service quality dimensions and behavioral intentions from the viewpoint of consumers of banking services in Sabah, Malaysian. Zeithaml et al.'s (1996) theoretical framework of behavioral intentions was used in the measurement of intentions, and the five dimensions of SERQUAL (Parasuraman et al., 1988) were used in the measurement of perceived service quality. Figure 1 shows the schema of the research model. Based on data collected from customers of two banks located in Kota Kinabalu (bank A-with the widest cliental base and largest number of branches, and bank B-with the narrowest customer base and least number of branches), analysis was done. Customers were approached to complete the questionnaire used in the survey that lasted for one-month period. A total of 261 usable responses were received. Although the sample size is relatively small for a consumer research, nonetheless the objective of the current study to test Zeithaml et al.'s (1996) model of behavioral intentions was achieved.

[FIGURE 1 OMITTED]

Instrumentation

The multi-dimensional model of the behavioral intentions proposed by Zeithaml et al. (1996) was used to measure behavioral intentions. They consist of the following scales: (1) WOM communications (e.g. I say positive things about the bank to other people); (2) Purchase intentions (e.g. I consider the bank my first choice among other banks in the area); (3) Complaining behavior (e.g. I complain to others if I experience problems with the bank services).

Dimensions of perceived service quality were measured using 20 items taken from SERQUAL (Parasuraman et al., 1988). They include the following: (1) Tangibles (e.g. the bank has visually appealing physical facilities); (2) Reliability (e.g. the bank provides its services at the time it promises to do so); (3) Responsiveness (e.g. employees of the bank are always willing to help customers); (4) Assurance (e.g. I can trust the employees of the bank); and (5) Empathy (e.g. the employees of the bank give personal attention to customers). A seven point Likert-type scale, ranking from (1) strongly disagree to (7) strongly agree was used for both the behavioral intentions and the service quality scales.

RESULTS

Reliability Analysis and Descriptive Statistics

The alpha values were calculated (see Table 1) to assess the internal consistency reliabilities of the scales. For behavioral intentions scales, the results indicate acceptable values: WOM communications (alpha = 0.66) and complaining behavior (alpha = 0.82). Patronage intention is a single item scale. Alpha values for quality dimensions are as follows: tangibles ([alpha] = 0.81), reliability ([alpha] = 0.82), responsiveness ([alpha] = 0.71), assurance ([alpha] = 0.53), and empathy ([alpha] = 0.85). Item-to-total correlations and inter-item correlations exceeded 0.50 and 0.30 respectively (Robinson et al., 1991) by a wide margin.

Mean score for all dimensions are as follows: tangibles (4.91), reliability (4.53), responsiveness (4.56), assurance (4.76), empathy (4.51), WOM communications (4.46), patronage intentions (4.84), and complaining behavior (4.45).

Service Quality as Predictor of Behavioral Intentions

The results of regression analyses (see Table 2) show that quality dimensions contribute significantly (F = 48.1, p < 0.000) and predict 49% of variation in WOM communications; contribute significantly (F = 21.7, p < 0.000) and predict 30% of variation in patronage intentions. With regards to complaining behavior, quality dimensions have no significant contribution (F = 1.9, p < 0.98) and predicted a very small proportion (3.6%) of the variance in complaining behavior. In other words tangibles, reliability, responsiveness, assurance, and empathy in service delivery accounts for a significant change in the customers' word of mouth communications and intention to patronize the bank, but not their complaining behavior against the bank.

There is a significant relationship between reliability (t = 3.7, p = 0.000), assurance (t = 3.4, p = 0.001), and empathy (t = 5.6, p = 0.000) on one hand and WOM communications on the other. It is conclusive therefore that service reliability, assurance, and empathy are strong determinants of customers' word-of-mouth communications. The strength and direction of the beta coefficients suggest that the more reliable the bank's services, the greater the amount of trust customers have in their bank and its employees; the more the bank's staff empathizes with customers, the more favorable or positive customers WOM communications about the bank will be. However, tangibles (p = 0.121) and responsiveness (p = 0.147) have no significant relationship with customers' WOM communications.

Patronage intentions (the second dependent dimension) is significantly determined by tangibles (t = 2.2, p = 0.031), assurance (t = 2.4, p = 0.019), empathy (t = 3.1, p = 0.002), and marginally predicted by reliability (t = 1.9, p = 0.060). Thus, customers' intentions to patronize the bank is governed by the attractiveness of the tangible aspects or components of service, the level of confidence customers have in the bank and its employees, the level of understanding or compassion that the bank shows to customers, and how dependable services are in the bank. Conversely, responsiveness is not a salient determinant of patronage intentions (p = 0.921).

Although only a very small percentage of complaining behavior were predicted by the service dimensions, the individual impact of these dimensions shouldn't be overlooked. Results show that only tangible is significantly associated with complaining behavior (t = -2.1, p = 0.040). The rest of the quality dimensions namely, reliability (p = 0.156), responsiveness (p = 0.368) assurance (p = 0.367), and empathy (p = 0.470) have no significant relationship with complaining behavior. This result implies that customers are likely to complain about only the tangible components of service to others, but unlikely to complain about the intangible components. These findings corroborate Ndubisi (2003), which asserts that customers when served poorly instead of complain directly to the company, they typically patronize another. The dearth of significant relationship between the intangible aspects of banking service quality such as, reliability, responsiveness, assurance, and empathy and complaining behavior shows that customers may not be necessarily satisfied with service quality when there is no complaint. This implies that absence of complaints does not necessarily mean that customers are satisfied; it could only mean that tangibles are alright. Since shortfalls in the expected quality of intangibles are not often complained about, instead customers patronize another bank, banks should benchmark their intangible quality based on the number of deflectors-to be sure they achieve minimal level if not zero level. This deduction is supported also by the strong relationship between the intangibles and patronage intentions.

Implications

Theoretical as well as managerial implications of this research are discussed. The study supports the diagnostic value of service quality research since the five quality dimensions predicted, to a large extent, WOM communications and patronage intentions. This research therefore lends support to the model of behavioral consequences of service quality (Zeithaml et al., 1996) and Parasuraman et al's (1988) SERVQUAL. Hence, providing an affirmative answer to the question posed in the title of this article.

On the part of managing service quality in organizations, there are a number of noteworthy issues answered in this research. Managers should conduct regular service quality surveys to find out how satisfied customers are, instead of wait for complaints to drive improvements. It is important to note that absence of complaint does not tantamount to customer satisfaction since customers have the tendency to complain about quality of tangibles and not necessarily intangibles. Even then, it is not all dissatisfied customers that might complain. Reticent customers may chose to defect instead of complain. In other words, it is possible to have zero complaint record, while customers are grossly dissatisfied with service levels. This as the study shows is especially the case with intangible components of service. It is important that managers take to complaints positively. They could either view complaints as an opportunity to improve or see it negatively as a demonstration of customers' insatiability. The former view is much more noble in that it serves as a feedback machinery which provides information on how to create and deliver superior value to customers to the organization that cares. By complaining, customers are giving the firm an opportunity to improve without necessarily suffering costly losses from defection. In fact it is better for managers to have customers who complain and continue services than have those who leave without a word. This is even more critical, with the rising evidence (e.g. Rosenberg & Czepiel, 1983) that it costs six times more to attract new customers than to retain existing ones.

Building positive WOM is an important promotional strategy for service organizations (Zeithaml & Bitner, 2000). Managers should make an effort to ensure that their customers develop positive-word-of-mouth. Results of this research show that providing superb service quality and ensuring customer satisfaction is an effective way to generate positive WOM. Positive word of mouth beside its primary role of disseminating favourable information about the firm and/or its offering, can also help to reduce (if not eliminate) customers perceived risk. For example if customers say things like "my bank insists on error-free records" or "my bank performs service right the first time", such statements has the power to reduce for instance, perceived risk of losing ones deposit as a result of mistake or oversight in data entry. Schiffman and Kanuk (2000) has shown that service organization customers face higher degrees of perceived risk, because of the issues of intangibility and variability. The preponderance of WOM over the more formal channels of communication as a strategic weapon for reducing perceived risk and for promoting offerings is clearly becoming more convincing. For example, Murray (1991) has shown that service customers rely more on personal sources of information (e.g. friends, family, colleagues, etc.) than impersonal ones (e.g. mass or selective media). Thus management and employees should strive to satisfy customers who then will attract other customers by the positive remarks they make about the bank, than relying on impersonal communication such as advertising. The impact of WOM communication is even stronger in a collectivist culture (see Hofstede 1980 for more on collectivism and individualism) like Malaysia where members are integrated into cohesive in-groups. Additionally, from the economic view point, WOM is free of cost to the firm and yet very powerful as a communication tool in comparison with advertising for example, which is very costly and yet suffers from a number of weaknesses namely, message credibility, avoidance, etc.

Patronage intention is also another goal that management needs to pursue and gain from current and potential customers. Studies have shown that intention mediates the effect of key determinants on behavior, and prior research has found intention-behavior correlations from .16 to .84 across a wide range of behaviors (see Ajzen 1991; Shepperd et al. 1988, Ndubisi & Igau 2003). Based on meta-analysis of 87 studies, Shepperd et al., found a correlation of about .50. Typically intention predicts behavior quite well unless there are constraints or circumstances beyond the control of the intender that eclipse intention. Schifter and Ajzen (1985) and Ndubisi, (2003) has argued in the same line. Since intentions will eventually translate to actual behavior, managers of banks' marketing efforts must strive to increase patronage intention. Building on service quality and reinforcement is an effective strategy.

The study indicates that empathy, reliability, and assurance dimensions are the most powerful predictors of WOM communications, and patronage intention however empathy remains the strongest of all. There are several suggestions relating to building the empathy dimension namely, individualizing attention given to the needs of customers, providing convenient services, etc. This may require access to detail information about target markets, their varying needs and expectations, and putting oneself in the position of the customers (empathizing) to understand how best to help them. Such effort often requires market research information, and probably going an extra mile for the sake of the customer, but the outcome is worth the effort, as it will give managers reliable information to design customized services, and add value to the mundane mass produce banking services.

Assurance refers to employees' knowledge and courtesy, and ability to inspire trust and confidence. Because of the high degree of perceived risk stemming from customers' inability to evaluate outcomes of services, assurance is a vital marketing strategy. Managers can use this strategy to get and keep customers for a lifelong relationship. Management can help employees to help customers by improving skills through continuous training and facilitation of organizational learning. Improving the communication skills of front-line employees, sales team, and complaints handling officers is important since these employees interact with the customers. Not only that the communication between the customer interface personnel and the "behind the scene" employees should be improved to eliminate any difference between specified delivery standards and the service provider's actual performance on these standards. When employees are well equipped to serve customers satisfactorily in an environment that promotes sacrifice, reliable services will inevitably follow.

Responsiveness has no significant influence on WOM communication, patronage intentions, and complaining behavior. Responsiveness is the willingness to help customers and provide prompt service. It could be that since many banks (including the ones in the study) have started the priority bank services, where 'in a hurry' customers can have speedier transactions, the determinant power of the dimension may have been lost. It is important to note that priority customers were not approached in this survey since their opinion (influenced by the preferential treatment they receive) might bias the results.

LIMITATIONS AND FUTURE RESEARCH

It is notable however, that this research uses intention (in line with Fishbein & Ajzen, 1975; Ajzen & Fishbein 1980) as a measure of behavior, thus creating the need for further investigation of this issue using actual data. A longitudinal future research in this area is needed to unveil the link between service quality dimensions and actual behavior of bank customers in Malaysia.

Moreover, in as much as the study was able to accomplish its primary objective, it is possible that data collected from respondents in a single location may have subjected the research to regional clustering bias, which limits the potential for generalizability of the findings. Future research in this area could replicate the study in other nations focusing on other services such as purchase of insurance policy, medical services, vacation, etc. The findings of these future studies will help in pushing back the frontier of knowledge of the influence of perceived quality on consumer behavior.

Lastly, investigating gender differences in service quality perceptions and behavior of consumers is also pertinent. This research should address the moderating impact of gender on the relationship between service quality dimensions and behavioral intentions as well as between behavioral intentions and actual behavior.

CONCLUSION

In conclusion, the current research has provided strong support for the ability of perceived service quality to predict behavioral intentions. Perceived service quality dimensions such as tangibles, reliability, assurance, and empathy are predictors of word-of-mouth (WOM) communications, patronage intentions, and complaining behavior. Responsiveness has no influence on any of the dimensions of behavioral intentions. Nevertheless, the research in this area is not conclusive. Further investigation is required (in different industries in different nations) using adjusted versions of SERVQUAL (Ekinci & Riley, 1999) and larger samples, in order to draw more definite conclusions.

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Nelson Oly Ndubisi, Universiti Malaysia Sabah

Table 1: Descriptive and Reliability Analysis Results

 Variables No. of Mean SD Coefficient
 Items [alpha]

Tangibles 4 4.91 1.10 0.81
Reliability 4 4.53 1.37 0.82
Responsiveness 4 4.56 1.28 0.71
Assurance 4 4.76 1.88 0.53
Empathy 4 4.51 1.44 0.85
WOM communications 2 4.46 1.38 0.66
Patronage intentions 1 4.84 1.41 na
Complaining behavior 2 4.45 1.74 0.82

na: non-applicable

Table 2: Regression Results

 WOM Communications (a)

Quality Dimensions [beta] t p
Tangibles n.s. n.s. n.s.
Reliability 0.243 3.702 0.000
Responsiveness n.s. n.s. n.s.
Assurance 0.196 3.367 0.001
Empathy 0.388 5.555 0.000
Notes: (a) F = 48.2, p = 0.000,
 [R.sup.2] = 0.49;

 Patronage Intentions (b)

Quality Dimensions [beta] t p
Tangibles 0.134 2.164 0.031
Reliability 0.145 1.887 0.060
Responsiveness n.s. n.s. n.s.
Assurance 0.160 2.358 0.019
Empathy 0.251 3.087 0.002
Notes: (b) F = 21.7, p = .000,
 [R.sup.2] = 0.30:

 Complaining Behavior (c)

Quality Dimensions [beta] t p
Tangibles -0.149 -2.063 0.040
Reliability n.s. n.s. n.s.
Responsiveness n.s. n.s. n.s.
Assurance n.s. n.s. n.s.
Empathy n.s. n.s. n.s.
Notes: (c) F = 1.89, p = .098,
 [R.sup.2] = 0.036

n.s.: non-significant