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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.



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



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.



Volume: 11, No: 01, 2018

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



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.



Volume: 11, No: 01, 2018

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)



Volume: 11, No: 01, 2018

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.



Volume: 11, No: 01, 2018

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



Volume: 11, No: 01, 2018

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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Volume: 11, No: 01, 2018

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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



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 –

mail

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)



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.



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



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?

----------------------------------------------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------

---------------------------------------------------------------------------------

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.

mailto:[email protected]

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