DEBRE MARKOS UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT
Assessment of service quality on customers satisfaction

(in case of Commercial bank of Ethiopia Menkorer branch )

RESEARCH PROPOSAL SUBMITTED TO DEPARTMENT OF MANAGEMENT IN

PARTIAL FULFILMENT FOR THE REQUIRMENT OF BACHELOR OF ART DEGREE IN
MANAGEMENT

Prepared by; Tadele Muluken ID 1407410

Adviser: Dirgu (MBA)

February , 2025

Debremarkos, Ethiopia

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 ACKNOWLEDGEMENT

We would like to express our heartfelt attitude to all those who contributed to thesuccessful
completion of this assessment;

Firstly , l would like to extend my heartfelt appreciation to my advisor, Dirgu , for their
invaluable guidance, constructive feedback, and unwavering support throughout the preparation
of this study. Your insightful suggestions and encouragement have been instrumental to the
success of this research.

Secondly I extend my appreciation to the management and staff of the Menkorer Branch for their
cooperation and willingness to provide valuable insights and data. Their support was
instrumental in gathering the necessary information for this study.

I am also grateful to the customers who participated in this assessment by sharing their
experiences and feedback. Their input was essential in evaluating the quality of services
provided and understanding their satisfaction levels.

Lastly, l would like to acknowledge everyone who, directly or indirectly, contributed to the
successful completion of this research. Your assistance, no matter how small, is truly
appreciated.

Thank you all.

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 ABSTRACT

This study was conducted in commercial bank of Ethiopia in menkorer branch to assess service
quality on customer satisfaction. Service quality and customer satisfaction are very important
concepts that companies must understand if they want to remain competitive and grow. Service
quality is commonly noted as a critical prerequisite and determinant of competitiveness for
establishing and sustaining satisfying relationships with customers. The researcher used
descriptive type of research method and for the purpose of the study, primary data collected
from questionnaire and interview and secondary data were collected from different book.
Accordingly, Sample size of 100 respondents is taken from 40000 society has been using its
service. The type of sampling technique used to select a sample from total population was
covinance sampling (non probability sampling) because some peoples are with better
knowledge and are covenant to collect the relevant data.The collected data was analyzed using
descriptive statistic. The result of this study shows that, most of the respondents are satisfied
and have a good image toward the service quality delivered by the commercial bank of Ethiopia
Menkorer branch. Most of customers were very satisfied and satisfied respectively with the
reliability dimensions of service quality followed by tangibles, assurance and empathy.
Furthermore, customers were relatively less satisfied with responsiveness dimensions of service
quality.

Based on the finding of the study, the researcher some recommendation to the bank to increase
customer’s satisfaction, the bank should expand its branch in different areas which found in
different part of Debre Markos based on the number of population in the town.

Key words: service quality, customer satisfaction, SERVQUALS

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Contents Page
Acknowledgment 2
Acronyms 3
List of Table 6
Abstract 7
CHAPTER ONE 8
1. INTRODUCTION 8
1.1. Background of the study.......................................................................................................................8
1.2. Statement of the problem....................................................................................................................10
1.3. Research question .
1.4. Objectives of the study.......................................................................................................................11
1.4.1. General objective........................................................................................................................11
1.4.2. Specific objectives......................................................................................................................11
1.5. Significance of the study....................................................................................................................11
1.6. Scope of the study..............................................................................................................................12
1.7. Strength and Limitations of the study
1.8. Organization of the study...................................................................................................................12
CHAPTER TWO 12
REVIEW OF RELATED LITERATURE 12
2.1.1 Definitions of Service.......................................................................................................................12
2.2. Service Quality...................................................................................................................................13
2.3. Characteristics of Services..................................................................................................................14
2.4. Service Quality Dimensions...............................................................................................................15
2.5. Service Dimensions Associated to the Banking Sector.......................................................................17
2.6. Customer Satisfaction.........................................................................................................................18
2.7. Factors that cause Customer Satisfaction
2.8. Customer Satisfaction in Banking Services Context...........................................................................21
2.9. Empirical framework..........................................................................................................................21
CHAPTER THREE 22
3. RESEARCH METHODOLOGY 22
3.1. Research design
3.2. Locations of study area.......................................................................................................................22
3.3. Target population............................................................................................................................ 23
3.4. Sampling size determination
3.5. Sampling techniques....................................................................................................................... 23
3.6. Source of data.....................................................................
3.7. Method of data collection...................................................
3.8. Method of data analysis and presentation......................
3.9. Ethical consideration.........................................................23
3.2.2. Sampling techniques...............................................23
3.3.1. Method of data collection................................................26
3.4. Method of data analysis....................................................26

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CHAPTER FOUR 27
4.Data Analysis and Discussion of Results 27
4.1. Background information from Respondents.......................................................................................27
4.2. Descriptive statistical Analysis...........................................................................................................28
4.2.1. Response and percentage of Service quality dimension...................................................................28
4.3 Customer Satisfaction..........................................................................................................................39
4.3.1 Response and percentages of customer satisfaction..........................................................................39
CHAPTER FIVE 43
5. Conclusion and Recommendations 43
5.1. Conclusion..........................................................................................................................................43
5.2. Recommendation................................................................................................................................43
REFERENCE 44
APENDEX 45

CHAPTER ONE

1. INTRODUCTION
This chapter addresses the introductory part of the research. It mainly incorporates

background of the study, statement of the problem, objectives and Significance of the

study, scope of the study, definition of terms and organization of the study.

1.1 BACKGROUND OF THE STUDY

In recent years, the banking sector has undergone significant transformations, influenced by
technological advancements, changing consumer behaviors, and heightened competition. As
banks strive to maintain relevance and secure customer loyalty, understanding the intricate
relationship between service quality and customer satisfaction has emerged as a pivotal area of
focus. Service quality in banking is often assessed through several key dimensions, including
reliability, responsiveness, assurance, empathy, and tangibles. These dimensions collectively
shape a customer's perception of their banking experience and ultimately influence their
satisfaction levels.

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The banking sector plays a pivotal role in the economic development of a country, serving as a
crucial intermediary between savers and borrowers. The quality of service provided by banks
significantly influences customer satisfaction, loyalty, and overall business performance. As
competition in the banking industry intensifies, understanding and assessing service quality has
become imperative for banks seeking to differentiate themselves in a crowded marketplace.
The SERVQUAL model, developed by Parasuraman, Zeithaml, and Berry in the late 1980s,
remains one of the most widely used frameworks for evaluating service quality across various
sectors, including banking (Parasuraman et al., 1988).

Recent literature has emphasized the evolution of service quality assessment tools to adapt to
changing consumer expectations and technological advancements. For instance, the integration
of digital banking services has transformed customer interactions, necessitating a reevaluation
of traditional service quality metrics (Khan, 2021). In this context, the work of Aydin and Ozer
(2021) highlights the importance of perceived value and customer experience in shaping service
quality perceptions in modern banking environments. Furthermore, the COVID-19 pandemic
has accelerated the shift towards online banking, prompting researchers like Gupta (2022) to
explore how digital service quality impacts customer satisfaction and loyalty.

According to by John Smith(2020), service quality is not merely a function of the services
offered but is deeply intertwined with the overall customer experience. This book highlights the
necessity for banks to adopt a customer-centric approach, where understanding and meeting
customer expectations becomes paramount. As customers increasingly seek personalized and
efficient services, banks must evaluate their service quality against these evolving benchmarks
to ensure satisfaction.

The empirical research presented by Emily Johnson (2021) further reinforces the significance of
service quality as a critical determinant of customer satisfaction. This study illustrates that
banks that excel in delivering high-quality services tend to foster higher levels of customer
satisfaction and loyalty. The findings suggest that customers are more likely to remain loyal to
banks that consistently meet or exceed their expectations regarding service quality. This loyalty
is crucial in an industry where customer retention can significantly impact profitability.

In addition to traditional banking services, the rapid digital transformation has introduced new
complexities into customer interactions with banks. Michael Brown (2022) discusses how
innovations such as mobile banking applications and online platforms have reshaped customer
expectations. Customers now anticipate seamless and intuitive interactions across various
digital channels, necessitating that banks continuously assess and enhance their service quality.
This shift underscores the importance of integrating technology into service delivery while
ensuring that human elements, such as empathy and personalized service, remain central to
the banking experience.

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To effectively measure service quality within this evolving landscape, researchers have
advocated for comprehensive assessment methodologies that incorporate both quantitative
and qualitative approaches. According to Sarah Davis(2023) various tools and techniques are
explored to gauge service quality from the customer's perspective. The book emphasizes the
importance of collecting customer feedback through surveys and focus groups, enabling banks
to identify specific areas for improvement. By leveraging customer insights, banks can adapt
their strategies and enhance their service offerings to better align with customer needs.

Moreover, studies have shown that service quality directly correlates with financial
performance indicators such as profitability and market share. For example, a study by Alhassan
et al. (2023) reveals that banks that prioritize service quality not only enhance customer
retention but also achieve better financial outcomes. The impact of employee training and
development on service quality delivery is another area gaining attention. According to Kaur
(2024), well-trained employees are more likely to provide high-quality service, which in turn
fosters customer trust and loyalty.

Moreover, understanding the impact of service quality on customer loyalty is essential for
banks aiming to sustain a competitive advantage. The publication "Customer Loyalty in the
Banking Sector: The Impact of Service Quality" (2025) by David Wilson delves into the nuanced
relationship between service quality and customer loyalty. The findings indicate that banks that
consistently deliver high-quality services are more likely to cultivate strong emotional
connections with their customers, leading to increased loyalty and positive word-of-mouth
recommendations. This emotional bond is particularly valuable in an industry where trust and
reliability are paramount.

The banking sector is a cornerstone of the economy, providing essential financial services to
individuals and businesses. In an increasingly competitive landscape, characterized by
technological advancements and changing consumer expectations, the quality of service
delivered by banks has become a critical determinant of customer satisfaction. Service quality
encompasses several dimensions, including reliability, responsiveness, assurance, empathy, and
tangibles, which collectively shape the customer experience.

Even though, the Ethiopian financial institutions have a far reaching history, the use of money
and coins in Ethiopia has a long history, and the introduction of modern banking is nearly a
century old. Despite the long history, which precedes the advent of modern banking throughout
most of Africa.The Commercial Bank of Ethiopia (CBE) has emerged as a key player in the
Ethiopian banking sector, facing both opportunities and challenges amid a rapidly changing
financial landscape. As customer expectations evolve with advancements in technology and
increased competition, understanding the relationship between service quality and customer
satisfaction becomes crucial for CBE.Service quality dimensions—such as reliability,

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responsiveness, assurance, empathy, and tangibles—are particularly relevant in the Ethiopian
context, where customers seek not only efficient banking services but also personalized
experiences. The research indicates that higher service quality leads to increased customer
satisfaction, which is essential for fostering loyalty and enhancing the bank's reputatio. This
study aims to explore how service quality influences customer satisfaction at the Commercial
Bank of Ethiopia Menkorer branch, providing insights that can inform strategies for improving
service delivery and meeting the diverse needs of its clientele.

1.2 Statement of the problem

Customer satisfaction is the first mission and purpose of any business organization .It is when
customers are satisfied that the organization could achieve higher sales, profit and market
share and vice versa.

he contemporary banking sector, customer satisfaction is a pivotal determinant of

organizational success and sustainability. Service quality, encompassing dimensions such as
reliability, responsiveness, assurance, empathy, and tangibility, plays a critical role in shaping
customer perceptions and satisfaction levels. Despite significant investments in technological
advancements and service innovations, many banks struggle to meet evolving customer
expectations, leading to dissatisfaction and attrition(Dr. Sheerali, 2021).

Moreover, the traditional models of service quality assessment may not fully capture the
nuances of customer experiences in the banking sector, particularly in light of the rapid digital
transformation that has reshaped how banks interact with their customers. The advent of
online banking, mobile apps, and digital customer service channels has introduced new
variables that influence customer perceptions of service quality. As banks increasingly rely on
technology to facilitate service delivery, there is a risk that they may overlook the importance
of human interaction and emotional engagement in fostering customer satisfaction. This gap
necessitates a comprehensive evaluation of both digital and traditional service touchpoints to
ascertain their collective impact on customer satisfaction. Failure to do so could lead to a

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decline in customer loyalty and an erosion of trust in financial institutions(Choudhury and
Dasgupta, 2025).

The complexity of service quality in banking arises from its multifaceted nature, where each
dimension contributes uniquely to the overall customer experience. Reliability pertains to the
bank's ability to deliver promised services dependably and accurately; responsiveness involves
the willingness to assist customers promptly; assurance reflects the competence and courtesy
of employees, instilling trust; empathy denotes personalized attention to customers; and
tangibility relates to the physical facilities and equipment. A deficiency in any of these areas can
adversely affect customer satisfaction(Dr. Sheerali, 2021).

The banking sector is increasingly recognized as a critical component of the global economy, yet
it faces significant challenges in delivering high-quality services that meet customer
expectations. Despite advancements in technology and service delivery mechanisms, many
banks struggle to provide consistent service quality, which directly impacts customer
satisfaction. Customers today are more informed and discerning than ever before; they
demand not only efficient transactions but also personalized experiences that cater to their
unique financial needs. This disconnect between customer expectations and actual service
delivery raises pertinent questions about the effectiveness of current service quality
assessments in the banking sector. As such, understanding the specific dimensions of service
quality that influence customer satisfaction has become a pressing concern for banking
institutions aiming to enhance their competitive edge(Zeithaml. el. al, 2020).

Because of the above reason, the researcher is interested to undertake the study on the
problems related to tangibility, responsiveness, reliability, assurance, and empathy in
commercial bank of Ethiopia Menkorer branch. Most of bank institutions are having the
problems related to service quality on customer satisfaction and in this case different
researchers have been tried to find out solutions for those problems, but still now they are not
solved. It seeks to identify key service gaps, examine the relationship between different service
quality dimensions and customer satisfaction, and provide actionable recommendations for
enhancing service delivery. By analyzing customer perceptions and experiences, the study will
contribute to a deeper understanding of how service quality influences customer satisfaction
and what measures can be taken to address service deficiencies.Hence the researcher
conducted the study on the assessment of service quality on customer satisfaction in case of
commercial bank of Ethiopia (CBE)Menkorer branch.

1.3 Research question

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 The researcher tried to answer the following basic research questions.

1. Is the bank provides quality service by considering tangibility, responsiveness, reliability,

assurance, and empathy to its customers?

2. How do consumers perceive the service quality of the bank?

3.What is the level of customer satisfaction in the bank?

4.What is the impact of service quality on customer satisfaction?

1.4 Objective of the study

The study was conduct with predetermined general and specific objectives.

1.4.1 General objective

The general objective of the study is to assess service quality on customer satisfaction in case of
commercial bank of Ethiopia (CBE) in Debre Markos Town.

1.4.2 Specific objective

The specific objectives of the study were:

1, To identify weather the bank gives quality service in terms tangibility, responsiveness,
reliability, assurance and empathy.

2, To evaluate customer’s perception toward the service quality.

3, To identify the impact of service quality on customer satisfaction in the bank.

4, To analyze the customer satisfaction level in commercial bank of Ethiopia Menkorer branch.

1.5 Significance of the Study

This research is significant because it enables to know the level of customer satisfaction of CBE-
Menkorer branch that uses to create a good customer handling in relation specifically selected
bank. It will use the management decisions of that good customer service can develop or make
correction action on poor customer service, depending up on this the paper will produce the
following significant.For the researcher, the primary significance would be to full fill the
academic requirement for obtaining the degree in management.To get research experience for the
researcher. This study was serve as an input for the researcher and other interested people in
related topics and was helped them acquire broader knowledge about the subject matter under
study.It would help the managers and employees of CBEMenkorer branch to eliminate

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customer dissatisfaction and its impacts if any, and identify the gap between customer think
about customer satisfaction and what actual customer satisfaction looks like in the bank. The
study was try to improve the performance of the commercial bank by identifying its weaknesses
and encouraging its strengths.

1.6 Scope of the study

The research will focus only on the assessment of service qulity on customers satisfactio.
Geographically scope of the study is limited in commercial bank of Ethiopia menkorer branch.
Conceptually, the study will not look over all aspects conflict rather the researcher focuses only
the conflict management system at secondary and preparatory level.

The scope of this study was geographically limited to Debre markos Town because of time and
budget constraints. In addition, the study was limited to assessing the effects of service quality
on customer satisfaction in commercial bank of Ethiopia in Menkorer branch in order to conduct
a manageable and feasible study.According Assessing service quality based on customer
satisfaction provided by Commercial bank of Ethiopia in Menkorer branch the researcher was
use methods, i.e., a questionnaire, an interview, observation, and newspaper, magazine, and other
published and unpublished materials. The study was conducted in February . The whole output
and recommendation of the study is delimited to CBE menkorer branch.

1.7 Strength and Limitation of the study

The strength of the study is helps to service as reference for further study and research on the
subject and It would help the manager and employees of CBE Menkorer branch to eliminate
customer dissatisfaction.
This study was not free from limitation. This is because during data collection time the
respondents were not frequently available in their work place due to additional duties on other
assignments and unwillingness of some respondents to give genuine response. The
respondents were not gave accurate response which leads to problems for effective
recommendation.The researcher lacks experience, since it was the first time for the researcher

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to conduct the research.Unavailability of sufficient and well documented secondary data also
has decreased the accuracy of the findings

1.8 Organization of the study

The research paper was organized in to five chapters. Chapter one contains introduction parts
that includes the background information, statement of the problem, objective of the study,
research question, significance of the study , scope of the study,strength and limitation of the
study and organization of the study. Chapter two contains literature revieview that focused on
reviewing related literatures include a brief main purpose of literature review, which have a
great help towards identification of the theories and ideas that explored such as data
subsequently relate to the study.

Chapter three contains research methodology, which divided in to sub-section, and specifies
the design ,methodology, target population, sample size and sampling techniques , sources and
methods of data collection and analysis and presentation of the study. Chapter four contains
data analysis and discussion of results of parts that includes introduction, data analysis, and
background information from a respondents, descriptive statistical analysis, response and
percentage of service quality dimension, analisis of close-ended questions. Chapter five
contains conclusion, recommendation, reference and appendix.

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CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1Theoretical Literature
This chapter is an overview and critical analysis of relevant literature on topic. It covers
customer satisfaction concepts, theories and models, service quality concepts and models and
customer behavioral intentions referral concepts and models.

2.1.1 Definitions of Service

Service: are deeds performances and processes provided or coproduced by one entity or person
for and with a mother entity or person (Zeithaml. 2009).

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Service includes core service: products and product-service bundles provided a more inclusive
definition of service with the derived service perspective, suggesting that all products and
physical goods are valued for the inherent service (calue derived) they provide not the goods
itself. Services differ from product due to their intangibility, heterogeneity. simultaneous
production and consumption and perish ability (Zeithaml, 2009), (Vargo and Lusch, 2004).

It should precisely distinguish them on the basis of their attributes a good is a tangible physical
object or product that can be created and transferred: it has existence over time and thus can be
created and used later. A service is intangible and perishable. It is an occurrence or process that
is created and used simultaneously while the customer can’t retain. (Ear, Poul, and Daryl
Wyckoff, 1978).

But, majority of them are agreed that service is a serious of activities of more or less intangible
nature that normally but not necessarily take place in interaction between customers and service
employees and or physical resource or goods and or system of the service provider with are
provided as solution to customer problems “most authorities consider the services sectors to
include all economic activities whose output is not physical product or construction is generally
consumed at the time it is produced and provides added value in the form of continence.
Amusement, timelines, comfort which are basically intangible concerns of its purchaser” (James
Brain Quinn, Jordan. Bruch, Penny, Cushman).

2.2Service Quality

Bandyopadhyay 2003, pp,187-188) claimed that quality in goods sectors is “commonly defined
as the product’s fitness for the its intended use, which mean how well product meet the needs
and the expectations of its customer.”

Garvin (1983) referred to “the production oriented quality approaches as objective quality.”
Clemes, Gan and Kao, 2007) However, “understanding quality in the good sector is inadequate
for understanding service quality because of the fundamental difference between the two terms”
(Parasuraman, et al, 1985) (Parasuraman, et,1985, pp.42 “Suggest that service quality is
performance based rather than object therefore precise manufacturing specifications concerning
uniform quality can rarely best”.

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Hong and Goo argued (2004)Service quality is “more difficult for consumers to evaluate than
product quality : this is due to a lack tangible evidence associated with the service” in the past
decades. Researches (Carman 1990: 1990 Garvin 1983: Parasuraman et al, 1985.1988) have
defended and measured service quality by examining the attributes of service quality, while
others (Bitner and Hubbert 1994: Iacobacci. Greystone and Ostrom, 1994: Oliver, 1993 and
desarbo 1988: ParasuramanZeithaml, and Berry, 1994: focused on the application in services to
conceptualize the relationship between service quality and customer satisfaction. Therefore, a
combination of the service quality and customer satisfaction literature has formed the foundation
of service quality theory (Clemse et al 2007: Parasuraman et al, 1985).

Service quality is the customer’s overall impression of the relative infection or superiority of the
organization and its services.(Hubert and Bitner, 1994).Gronroos (1984) identified service
quality as the evaluation process outcome. In which the customers are involved and where a
certain experience is always compared to the perceived service received “service quality is not
objectively measure according to some technical stands but is subkectly felt by customers and
measured relative to customer determined standards (kwortnik, 2005).

Berry et al., (1990) also “defined service quality as the discrepancy between customer
expectations or desire and their perception.”

“The previous literature suggests that the evaluation of quality in services is more difficult than
goods (Parasuraman et al., 1985) and that delivering quality service is increasingly recognized as
the key to success for service provider” (Cronin and Taylor, 1992). But “perceived service
quality has confirmed to be a complex concept to understand” (Brady and Cronin, 2001, pp.34).
Therefore, Rust and Oliver (2000) propose that it is essential for companies to develop the
awareness of customers Perceptions of service quality.

2.3Characteristics of Services
According to Bitner et al … (1993) service has four characteristics: intangibility, inseparability,
heterogeneity and perish ability.

2.3.1Intangibility of services
Regan (1963) “introduced the idea of services being activities, benefits or satisfaction which are
offered for sale, or are provided in connection with the sale of goods” the degree of intangibility

15
has been suggested as a means of differentiating tangible products with services (Levit, 1981)
Most of the time, services are explained ad being intangible since their outcome is considered to
be an action rather than a physical product (Johns 1999). (Darby and karni 1973 and
Zeithaml1981) highlight the fact that the degree of tangibility has implication for the ease
intangibility cannot be used to differentia clearly services with products. (Bowen 1990 and
Wyckham, Fitroy and Mandry 1975 suggest that the intangible tangible concept is difficult for
people to grasp. Bowen (1990)” provides empirical evidence to support this view. “Onkvisit and
Shaw (1990). “feel that the importance of intangibility is over-emphasized:

2.3.2Inseparability of services
Inseparability is taken to reflect the simultaneous delivery and consumption of services (Regan
1963: Wyckham et al 1975: Donnelly 1976: Gronoroos 1978: Zeithamal 1981 Carman and
Langeard 1980: Zethaml et al., 1985: Bowen 1990 and Onkvisit and Shaw 1991 and it is
believed to enable consumers to affect or shape the performance and quality of the service
(Gronoroos, 1978 Zeithamal, 1981).

2.3.3 Heterogeneity of Service

Heterogeneity “reflects the potential for high variability in service delivery” (Zeithaml et al
1985). This is a particular problem for service with high labor content. As the service
performance is delivered different people and the performance of people can vary from day to
day (Rathmell, 1966: Carman and Langeard, 1980: Zeithamal 1985 Onkivistansshaw, 1991
onkvisit and Shaw (19991) consider “heterogeneity to offer the opportunity to provide a degree
of flexibility and customization of the service. “Wyckham et al.; (1975) suggest that
“heterogeneity can be introduced as a benefit and point of differentiation.”

2.3.4Perishability of Services
In general, services cannot be stored and carried forward to a future time period (Rathmell, 1966)
Donnelly, 1976: and Zeithaml et al., 1985 as citied in Wolak et al., 1998). Onkvisit and Shaw
(1991) suggest that “services are time dependent” and “time important” which make them very
perishable.” Hartman and linger (1993) claim that the “issue of perishability is primarily the
concern of the service producer” and that the consumer only becomes aware of the issue when
there is insufficient supply and they have to wait for the service.”

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2.4 Service Quality Dimensions
Initially, Parasuraman et.al (1985) in their focus group study developed five dimensions of
service quality. These were: Reliability, responsiveness empathy, assurance and Tangibles
Reliability:refers to performing as per the promises and designated time, just ability to render
unfailing and reliable service.

Tangibles: pertain to the physical facilities, equipment, personnel and communication materials:

Responsiveness: refers to the willingness of service providers to help customers and provide
prompt service:

Assurance: relates to the knowledge and courtesy of employees and their ability to convey trust
and confidence: and

Empathy: refers to the provision of caring and individualized attention to customers.

Service’s unique characteristics of intangibility, heterogeneity, and inseparability lead them to

possess highly levels of experience and credence properties. Which in turn make them more
difficult to evaluate than tangible goods (Bitner 1990: Zeithaml 1981). Identification of the
determinants of service quality is necessary in order to be able to specify measure, control and
improve customer perceived service quality” Johnstone 19

2.5 Service QualityDimensions Associated to the Banking Sector

The Five dimension of Service Quality have developed for the service sectors: tangibility.
Reliability, assurance, responsive, and empathy (Van et. Al 2003). Tangibility represents
physical facilities, equipment and appearance of personnel. Examples of tangible factor related to
banc include comfortable store designs. Up-to-date equipment for customer use and sufficient
staff provide service. These aspects are important for retail banks, because there are extensive
face-face contacts between a customer and staff. Therefore. Maintaining a professional
Contemporary Management Research and Comfortable store environment can increase customer
satisfaction.

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The next dimension is responsiveness, which represents the willingness to help customers and
provide on time services. In order to be helpful and responsive to customers, HSBC for example,
has incorporated the statement due date on SMS alerts sent to cardholders (HSBC 2011). This
personal service targeted to enhance satisfaction. The other crucial service dimension is
reliability which means the ability to perform the promised service dependably and accurately.
The major reason for customers to prefer banks for investment funds is because of the soundness
and reputation of banks. Banks always assure customers a high level of security during
transaction. Banking service can improve customers, confidence and trust if staffs are able to
provide proper service to each customer. For instance, understanding the needs of each
individual customer, such as knowing the customers expected retirement age, annual income.
And hobbies are required to help a good match of insurance and financial products for
customers. Assurance is the knowledge and courteousness of employees may save a large sum of
money in banks. For complicated products, such as insurance, funds and margins, employees
must provide a clear explanation of each product to customers to that customer can feel confident
about the services provided by banks.

The final dimension is empathy, which represents the individualized attention that firms provide
to its customers. Employees, who show understanding of customer needs and are knowledgeable
to solve customer problems, are success factors for the service industry. Friendly customer
services please customers when they walk into a bank. The purpose of this dimension is to retain
customers to keep using the bank service (Van Iwaarden et al., 2003).

2.6 Customer Satisfaction

Early concepts of satisfaction have typically defined satisfaction as a post utility evaluation and
judgment concerning a specific purchase decision (Churchill and Sauprenat and 1998) Oliver,
2001), Most researchers agree satisfaction is an attitude or evaluation that is formed by the
customer by comparing what they expect to receive to their subject perceptions of the
performance they actually get 9Oliver,2001).

Definition

Several authors have defined customer satisfaction in various ways:

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 According to Kotler (2000). Satisfaction is a person’s feeling of pleasure or
disappointment resulting from comparing a product’s perceived performance (or
outcome) in relation his or her expectation.
 Gaither (1999) defines customer satisfaction as the determination of customer
requirements and demonstrated success in meeting them.
 Kotler (2006) again defined customer’s satisfaction by giving details on the attributes of a
highly-satisfied customer. According to him a highly-satisfied customer stay loyal, longer
and busy more as the company introduces new products and upgrades existing products:
talks favorably about the company and its products. Pays less attention to competing
brands and is less sensitive to price. Offers service or products ideas to the company and
costs less to serve him than new customers because transactions are routine.
 Kolter and Armstrong (2001) in their principles of marketing, define customer
satisfaction as the extent to which a product’s perceived performance match a buyer’s
expectations. They continued that, if the product’s performance falls short of
expectations, the buyer would be dissatisfaction but performance matches or exceeds
expectation, the customer will be satisfied or highly satisfied. In service quality literature,
customer expectations are understood as desires or wants consumers (Zethaml, berry
&Parasuraman 1993) or what they feel the service provide should offer rather than would
offer” (Parasuraman et.al.,1988).
 Customer satisfaction is a “psychological concept that involves the feeling of wellbeing
and pleasures that results from obtaining what one hopes for and expects. From an
appealing products and/or service” (WTO, 1985)
Lovelock and Wirtiz(2007) divineCustomer Satisfaction “as an attitude like judgment
following a purchase act or a series of consumer product interaction.”
 Satisfaction is merely the result of things not going wrong; satisfying the needs and
desires of consumers.” (Bestefiled, 1994);
 “Satisfaction is a person’s feeling of pleasure or disappointment result from comparing a
products performance (outcome) in relation to his or her expectation (Kotlerkeller,
2006,144)
One area that has received considerable debate in customer satisfaction literature is
whether customer satisfaction should be defined as an outcome or a process. Many early

19
 definitions conceptualized satisfaction as process which is currently the dominant view
held by most scholars (Oliver, 1980 Parasurman et al…, 1988). The process perspective
presupposes that customer satisfaction is feeling of satisfaction that results from the
process of company perceived performance and one or more predictive standards, such as
expectations or desires (Khalifa& Liu, 2002). This perspective is grounded in the
expectancy disconfirmation theory proposed by Richard Oliver (Oliver, 1980). The
customer is satisfied if the performance of product/service is equal to his/her expectations
and he/she is dissatisfied if the product/service performance is perceived to be below
his/her expectation (negative disconfirmation). If an expectation exceeds perceived
performance, the customer is highly satisfied.

By taking satisfaction as a process these definitions do not focus on satisfaction itself but things
that cause satisfaction, the antecedents to satisfaction, which occur primarily during the service
delivery process (Vara, 1997).

Recent studies have found that satisfaction as an outcome or end result during the process of the
consumption of a service; it is viewed as a post-purchase experience (Vavra, 1997). This view
has its roots in motivation theories that postulate that people are driven by the desire to satisfy
their needs (Maslow, 1954) or that their behavior is directed at the achievement of relevant goals
(Vroom, 1964). In this way satisfaction is perceived as a goal to be achieved and can be
described as consumer fulfillment response (Rust & Oliver, 1994)

2.7 Factors that cause Customer Satisfaction

Customer satisfaction is the customer feeling that products service has meet or exceed his\her
expectations. Actual manifestation of the state of satisfaction will vary from person to person,
product to product and service to service. The state of satisfaction depends on a number of
factors which consolidate as psychological, economical and physical factors.

The quality of service is one of the major determinants of the customer satisfaction which can be
enhanced by using ICT available to survive (Vijay M.K.2012)

20
Several factors affect customer satisfaction. The kinds of product that banks offer to its
customers can cause customer satisfaction or dissatisfaction. Customer does not buy a product or
service for its own sake. They buy toacquire benefits that the terms of consumer need it is the
essential feature or benefit that the buyer expects to receive from using the product that
motivates buying behavior (Boating, 1994)

The service delivery process also plays a key role in customer satisfaction when the process of
service delivery is too long it lengthens customer waiting time

According t (Sasraku 2007) the physical evidence also plays a role in customer satisfaction the
physical evidence includes the edifice or buildings and its decorations an imposing banking hall
with comfortable seats places of conveniences etc. the office or building and its external and
internal decorations can satisfy a customer the customer can pride him or herself as costumer of
that bank.

Another service element that causes customer satisfaction or dissatisfaction is the people or they
employees delivering the product or service (covey, 2004) the employees occupy the first point
of contact with the customer. Employee behaviors are therefore impotent to customers if the
employee is cold or rude the customer takes it as a measure of the state of the company unhappy
employees will have difficulty in keeping customers happy (Dei- Tumi 2005)

Also, easy access to the bank premise would make a customer feel happy in transacting business
with a bank for example, if the bank premise is located on a high street. However,the nice edifice
of a banking hall will not be noticeable if customer service is poor and there `are, unnecessary
delayers and lack of personal support form staff (Sasraku, 2007)

The technology being used by the bank in service delivery could be a source of satisfaction to
costumer when electronic devise like computers are used they tend to speed the processing time
of transactions system and processing solely do no cerate satisfaction

Service system quality, behavioral service quality service transaction accuracy and machine
service quality are necessary to make the technology in use worthwhile (Aldlaingan&Buttle
2002)

21
Furthermore, the security of customer and their deposits in an area of concern to customers
when customer are assured of protection from external they feel secured and happy

For example, if a bank is situated at a place noted for criminal activates customers are scared and
dissatisfied (Sasraku, 2007).

2.8 customer satisfaction in banking service context

Customers are not reliable to evaluate services be for the service process takes place the
interaction with the service provider and the customer the so-called service, is key in the
evaluation of service performance (Gil, 2008) during these customer, the customer is able to get
an impression of the way the company provides its service. His/her experience is defined by the
interaction the organization then, the processes and the employees

According customer satisfaction is built upon the basis of service encounters service providers
have significant opportunities to manage the interactions that together form the experience (Wir
z 1994) they can design and the interactive production process select train and manage
serviceemployees, design and the service environment.; selectively target socialize and educate
customers.

In banking services, satisfaction is usually conceptualized as a multidimensional construct

(Manrai L.A, 2007) the list of bank service attributes used foe the measurement of satisfaction
composes element like appearance of the facility attitude and behavior of staff décor and
atmosphere, business hour interest rate waiting time bank customer may regard x=some of these
elements as being not equally important as the others.

2.9 Empirical framework

A difference between service quality and customer satisfaction

The literature on service has made a distinction between service quality and customer
satisfaction (Bitner 1990, Bolton & Drew, 1991 parasuraman et al 1988)As cited in Harr(2008)
this differentiation is important for firms to concentrate on enhancing their capability to satisfy
customers through high service quality

22
The position of scholars characterized by Parasuraman et al, (1988) is that service quality
involves an attitude and is an evaluation over several service encounters over time it is also ‘’
thought to be an overall assessment about a service category or an organization (parasuraman et
al 1988) In support of this respondents in parasuraman et al (1988)’s study demonstrated
satisfaction with specific service encounters but were not happy with the service quality of the
firm

Conversely, recent thought on customer satisfaction is summarized in the following definition of

satisfaction by Oliver (1981) as a’ psychological state resulting when the emotion surrounding
disconfirmed expectations is coupled with the consumer’s Prior feelings about the consumption

Experience ‘’ Moreover, Oliver (1981) distinguished customer satisfaction form service quality
in his definition of attitude as ‘’ the consumer’s relatively enduring affective orientation for a
product store or process while satisfaction is the emotional reaction following a disconfirmation
experience store or process which acts on the bats attitude level and is consumption – specific
oriel(Oliver, 1981 p 42

The two construct are related in that service encounters of customer satisfaction over time result
in perceptions of service quality (Oliver 1981 Parasuraman et al (1988) there is also a lot of
argument regarding whether customer satisfaction is the antecedent of service quality or the
outcome of service quality initially scholars take the position that satisfaction is an antecedent of
service quality since to reach an overall attitude ( service quality ) which implies an
accumulation of satisfactory encounters ( bitner1990 Bolton & Drew 1091) However other
scholars take the opposite view that service quality is the antecedent of customer satisfaction
Cronin &Taylor 1992 Ekinci 2004 rust & Oliver , 1994 swan & bowers

Empirical research by Cronin & Taylor (1992) showed that service quality has a significant
effect on customer satisfaction similarly recent studies by (Gonzalez & Brea 2005 &Ekinci
2004) using recursive structural models provided empirical support that service quality results in
concept than service quality which focuses specifically on dimensions of service

B Relation between service in quality and customer satisfaction

Private Banks dealing in retail banking Industry is consequently put into of pressures due to
wards increase in global competition

Different strategies are formulated to satisfy and retain the customer and the key of it increase
the service quality level Typically customers perceive very little difference in the banking
products offered by private banks dealing in service as any new offering is quickly matched by
competitors

Parasuramanet al (1985) and Zenithal et al (1990) noted that the key strategy for the success and
survival of any business institution is the deliverance of quality service to customers the quality

23
of service offered will determine customer satisfaction and attitudinal loyalty (Ravichandran et al
2010)

Parasuraman A zeithmal, V A… & berry, LL (1988) found that the performance of the service
provider on core and relational dimensions of service was an important driver for customer
satisfaction in retail banking.

24
 Chapter Three

3. Research Methodology
This chapter discuss about the methodology used to conduct this study. The primary aim of the
study is to examine the effect of service quality on customer satisfaction of CBE, the
methodology section was clearly defining the research design, the sample and sampling
techniques, sources and instruments that have been utilized in collecting data and finally the
method of data analysis were presented as follows.

3.1Research Design
Descriptive type of research design was used to assess service quality on customer satisfaction
of commercial bank of Ethiopia Menkorer branch. Because Firstly, this study is about the study
of customer satisfaction with service quality of Menkorer branch, to describe or portray a reality
regarding customer satisfaction with service quality to better understanding those service that
customers are satisfied or dissatisfied with, so this has necessitated a descriptive research design
has undertaken for a research, Secondly, in this study basically researcher was tried to describe
the existing and current customer satisfaction on service qulity system in case of commercial
bank of Ethiopian, Menkorer branch.

3.2 Locations of study area

The study was conduct in Debre Markos town. Debre Markos the capital city of East Gojjam
Administrative Zone is located in the north west of the capital city of Ethiopia, Addis Ababa at a
distance of 300 km and 265 kms to the capital city of Amhara National Regional State, Bahir
Dar. Specifically, it is located in the Amhara Regional State, East Gojjam Zone and covers total
area of 65.85 km2. It’s established at foot of mount Choke & from these miuntains; its altitude
descends to south and southeast directions. The city is located in the strategic place for the
northern Ethiopia at the center & it has 3 outlets which are connect the North,south east and west

25
areas. The estimated population of approximately 140,699 as of 2022. It shares border with
Aneded to the east and Gozamen to south, north and west .it has latitude and longitude of 100 20/
N, 370 43/ E and Altitude of 2446m above sea level and it has moderate temperature and Annual
rainfall ranges from 1300mm to 1380 mm received and the existing wind direction is from north
to south.

3.3 Target population

Target populations of the study were comprising all customers and manager of CBE of Menkorer branch,
and the total number of customer was 40000, and one manager

3.4 Sample Size Determination

From the total population of 40000 (fourty thousand) customers, the researcher derived 100(hundred)
customers. To get accurate sample size the researcher uses Yemane’s formula;

YEMANE’S FORMULA

n = N/1+N (e) 2

Where: - n=sample=?

N= Total population =40000

e= error=0.1

n=40000/1+40000(0.1)2

=40000/1+40000(0.01)

=40000/1+400

=128/401

26
 =99.75 approximately 100

Thus, the researcher took 100 customers as a sample.

3.5 Sampling Techniques

This research focuses effects of service quality on customer satisfaction in case of CBE at
Menkorer branch.The researcher used connivance sampling techniques of non-probability
sampling. This is so because it provides the opportunities for the researcher to take those who
are willing and able to respond properly and convenience sampling is important for researcher
because it provides a quick, cost-effective, and practical way to collect data from readily
available customers. This method is especially useful when time and resources are limited,
allowing researchers to gather real-time feedback on customer experiences. Since respondents
are actual service users, the data collected can help identify strengths and weaknesses in
service delivery, guiding improvements. Convenience sampling is also beneficial for exploratory
research, helping researchers generate initial insights before conducting more rigorous studies.
However, while it offers efficiency, researcher should be aware of potential biases and the
limited generalizability of findings. Despite these limitations, it remains a valuable approach for
obtaining customer perceptions and enhancing service quality.

3.6 Sources of Data

For the purpose of this research, both primary and secondary data were used. Primary data were
obtained from primary source which include the actual information received from customers and
managers of the bank using questionnaires. The data was analyzed to get relevant and real
information. Secondary data has been gathered from books, documents, existing research papers,
journals and publication, websites, CBE reports and other relevant journal.

27
 3.7 Methods of Data Collection
For the proper achievement of the objectives of the study;.The researcher obtained data
through questionnaire and interview. Questionnaires consists close-ended and the
questions consisting two parts; service quality questionnaire and customer satisfaction
questionnaire, those were given to the customers of CBE- Menkorer branch, the respondents
who are the clients of the branch banks were ask for cooperation and given the questionnaire
when they were receiving the service of specific branch. And the interview was conducted
with the manager of the organization. The type of questionnaire that the researcher used a
structured questionnaire; this type of questionnaire was selected to involve a high number of
closed-ended questions and a smaller number of open-ended questions. The questionnaire was
constructed entirely in Amharic and English.

3.8 Methods of Data Analysis and Presentation

After the relevant data has been collected, t he collected data has to be changed and interpreted in to
meaningful information, statement, tabulating and percentage, the processed data has been analyzed
through descriptive analysis techniques. . The main reason of choosing this method it was easily to
work and it could be easily understandable by the readers. Then the data has been interpreted, and
finally, based on the findings, the recommendation was given.

3.9 Ethical Consideration

The research would be free from unethical behavior means that the aggressiveness and hostility
side, so as to getting respondents consent and allowing them to leave any time they want and also
the researcher has been politely asking customers of organization and give high degree of
politeness for target study to conduct and the information will deliver to the subject of the study
only those but also the information obtains from respondent in the study has been kept

confidentially.

28
 CHAPTER FOUR
4. DATA ANALYSIS AND DISCUSSIO OF RESULTS

4.1. INTRODUCTION

This chapter presents the analysis of the information gathered through questionnaire distributed
to customers of CBE-Arbaminch branch. It also presents the result of interview questions
conducted with the manager of the bank. Both background and general information gathered
from respondents is analyzed in this section.

4.2 Analysis of questionnaire

One hundred questionnaires were distributed to the respondents, and out of the 100
questionnaires, 91 of them were collected with a response rate of 91 percent. However only 85
responses were valid with complete answers and the analysis was made on this response.

4.3 Background Information from Respondents

29
This section shows the background information of the respondents. The section includes the
demographic profile such as sex, age, educational background and occupation of the
respondents.

Table4.1: Personal Information of Customers

No Item Item Frequency Percent

1 Sex Male 50 58.8

Female 35 41.2

Total 85 100

2 Age 18-28 53 62.3

29-39 18 21.2

40-50 10 11.8

51-61 4 4.7

Total 85 100

3 Education Illiterate 6 7

1-10 8 9.4

11-12 4 4.7

Diploma 12 14.1

Degree and Above 55 64.7

Total 85 100

30
 4 Occupation Student 38 44.7

11 12.9

Self-employed

Government 14 16.5
employed

Unemployed 22 25.9

Total 85 100

Source: own survey, 2010 E.C

Item 1 of the above table shows that 62.3% of the respondents are between the age group of 18-28,
21.2% of the respondents are under the age group of 29-39, 11.8% of the respondents are 40-50and the
remaining 14.7 of the respondents are under the age group of 51-61. This indicates that majority of the
customers of CBE are adult.

In the above table, item2 shows that out of the total respondents, 50(58.8%) are males and the
remaining 35(41.2%) are females, and this indicates that the majority of the respondents are male.

As the item 3 of above table indicates, 7% of the customers are illiterate, 9.4% of the customers are in
grade of 1-10, 4.7% of customers are in grade 11-12, 14.1% of the customers are diploma holders and
the remaining 64.7% of the customers are degree and above. This shows that large number of the
respondents 67(78.8%) are at least diploma holders, and therefore they can provide accurate and
relevant information for the study

Item 4 of the above table indicates that 38(44.7%) of the respondents are students, 11(12.9%) of the
respondents are self-employed, 14(16.5%) of the customers are government employee, and the
remaining 22(25.9%) of the respondents are unemployed. This shows that the majority of CBE
customers are students.

Generally, the above table shows that most of the customers are educated and have the diploma and
degree qualification, and this indicates that the respondents know more about the question and can
give the necessary and relevant information for the study.

31
4.4. Descriptive Statistical Analysis
4.4.1. Response and percentage of service quality dimension

Table 4.4.1a.reliability
No Item Response in no Response in %
1.1 Banks fulfill its
promise as promised
Very satisfied 22 25.8
Satisfied 53 62.4
Neutral 7 8.2
Dissatisfied 2 2.4
Very dissatisfied 1 1.2
Total 85 100%
Source: own survey, 2010 E.C

According toitem1.1 of table 4.4.1, the result of customer response towards the question banks
fulfills its promise. From the result, it can be obtained that 25.8 percent of customer of CBE
Arbaminch branch are strongly satisfied with the question, majority (62.4 percent) of the
respondents are satisfied ,and this implies a large number of employees feel good with the
competence of the bank to do what it has promised, and 8.2 percent are neutral, 2.4 percent are
dissatisfied and 1.2 percent are very dissatisfied. The above table indicates that 88.2 percent of
respondent perception towards the bank fulfillment of its promise is good and the bank managers
should possess a little effort in order to satisfy the remaining 8.2and 3.6 percent respectively, are
neutral and not satisfied.

No Item Response in no Response in %

1.2 Bank perform the
service exactly at the
first time
Very satisfied 32 37.6
Satisfied 44 51.8

32
 Neutral 2 2.4
Dissatisfied 5 5.8
Very dissatisfied 2 2.4
Total 85 100%
Source: own survey2010 E.C

The above table shows that for the question of banks perform the service exactly at the
first time, 37.6 percent of respondents are strongly satisfied, 51.8 percent of respondent
are satisfied, and this shows that the majority of customers appreciate the potential of the
bank in performing service at the first time and 2.4 percent of respondent are neither
satisfied nor dissatisfied, 5.8 percent of respondent are dissatisfied and 2.4 percent are
strongly dissatisfied, and the table shows that most of customer of bank are happy by the
treatment which is performed by the bank. When they get the service for the first time
and the bank should treat those new customers who are not happy in order to shoot the
climax of their satisfaction.

No Item Response in no Response in %

1.3 Bank shows a keen
interest in solving
your problems
Very satisfied 26 30.5
Satisfied 40 47.1
Neutral 11 12.9
Dissatisfied 6 7.1
Very dissatisfied 2 2.4
85 100%
Source: own survey, 2010 E.C

Above table indicates that 30.5 percent customers are very satisfied, 47.1percent of customer are
satisfied at the bank promised efficiently and on time this implies that77.6% of customers are
happy with ability of the bank to give service as quickly as required by the customers, and 12.9

33
percent are neutral and 7.1 and 2.4 percent customer are dissatisfied and very dissatisfied,
respectively. With this specific reliability question, customer is satisfied. The bank must also
maintain this aspects and little bit effort is needed to get worse.

No Item Response in no Response in %

1.4 Bank insist on error
free record
Very satisfied 29 34.1
Satisfied 25 29.4
Neutral 23 27.1
Dissatisfied 7 8.2
Very dissatisfied 1 1.2
Total 85 100%
Source: own survey, 2010 E.C

Customer are asked about whether the bank employee provide error free service or not, and 34.1
percent of customer are strongly satisfied, 29.4 percent of customer are satisfied, 27.1 percent of
customer are neutral and 8.2 percent customers are dissatisfied and also 1.2 percent of customers
are strongly dissatisfied. The table shows most of respondents are satisfied, however, the
respondent who are neither satisfied nor dissatisfied are a little big, so the manager of the bank
need to give orientation for the employee to make error free record when they serve the
customers

When we see overall average of reliability question 32.1percent of respondents are very satisfied,
47.6 percent are satisfied, 12.6 percent are neutral, 5.9 percent are dissatisfied, and 1.8 percent
are very dissatisfied. This show that majority (79.7 percent)of the respondents are satisfied and
highly satisfied by the reliability dimensions.

Table 4.4.1b.assurance

No Item Response in no Response in %

2.1 Banks staff behavior

34
 instills confidence in
me
Very satisfied 33 38.8
Satisfied 34 40
Neutral 11 13
Dissatisfied 7 8.2
Very dissatisfied - -
Total 85 100%
Source: own survey, 2010 E.C

Table4.4.b, of above item shows the result of bank staff behavior and 38.8 percent are very
satisfied, 40 percent are satisfied, 13 percent are neutral and 8.2 percent are dissatisfied.
Therefore, majority of customersaresatisfied with the first assurance question. The bank should
possess a little effort to get the climax aim that of satisfying those who did not satisfied and the
neutral customers.

No Item Response in no Response in %

2.2 I feel safe in my
transaction with the
bank
Very satisfied 40 47.1
Satisfied 30 35.3
Neutral 9 10.6
Dissatisfied 5 5.8
Very dissatisfied 1 1.2
Total 85 100%
Source: own survey, 2010 E.C

35
Customers are asked whether they feel safe in transactions with the banks, 47.1 percent of
customers are strongly satisfied, 35.3 percent of customers are satisfied, 10.6 percent of
customers are neither satisfied nor dissatisfied, 5.8 percent of customer are dissatisfied, and 1.2
percent customer are strongly dissatisfied. Employee of the bank must shift those who are not
very satisfied, not satisfied, and neutral to highly satisfied customers.

No Item Response in no Response in %

2.3 Banks staff are
courteous with me
Very satisfied 20 23.5
Satisfied 36 42.4
Neutral 10 11.7
Dissatisfied 17 20
Very dissatisfied 2 2.4
Total 85 100%
Source: own survey, 2010 E.C

According to the above table, 23.5 of the respondent are strongly satisfied with staff
courteousness to customers, 42.4 percent of the respondents are satisfied, 11.7 percent of
respondents are neutral, 20 percent of respondents are dissatisfied. It is better for employee of the
bank to improve their behavior in a bit way in order to satisfy their customers for the smooth
running of the transaction created between them.

No Item Response in no Response in %

2.4 Bank staff have the
knowledge of to
answer all my
question
Very satisfied 18 21.2
Satisfied 33 38.8

36
 Neutral 19 22.4
Dissatisfied 10 11.7
Very dissatisfied 5 5.9
Total 85 100%
Source: own survey, 2010 E.C

For the question about employee of the bank have enough knowledge to answer required
questions, 21.2 percent are strongly satisfied, 38.8 percent of customer are satisfied, 22.4 percent
of customer are neutral, 11.7 percent of customer are dissatisfied and 5.9 percent of the customer
are strongly dissatisfied. Employee must update their knowledge to answer the entire question of
customers even though they satisfy them.

When we see overall average of assurance question 32.6 percent of respondents are very
satisfied, 39.1 percent are satisfied, 14.4 percent are neutral, 11.5 percent are dissatisfied. This
show that majority (71.7 percent) of respondent are satisfied and highly satisfied by the
assurance dimensions.

Table 4.4.1c.responsiveness

No Item Response in no Response in %

3.1 Bank staff tell you
exactly the time the
service will be
performed
Very satisfied 14 16.5
Satisfied 27 31.7
Neutral 27 31.7
Dissatisfied 16 18.9
Very dissatisfied 1 1.2
Total 85 100%
Source: own survey, 2010 E.C

37
Customer are asked whether the bank keeps them informed about when service will be
performed and 16.5 percent of customers are strongly satisfied, 31.7 percent of respondents are
satisfied and neutral each, 18.9 percent of respondent are dissatisfied and 1.2 percent of
respondents are strongly dissatisfied. Although large numbers of respondents are satisfied, the
neutral and not satisfied respondent are need information about the service delivered by the bank.

Item Item Response in no Response in %

3.2 Bank staff give your
prompt service
Very satisfied 20 23.5
Satisfied 35 41.2
Neutral 4 4.7
Dissatisfied 22 25.9
Very dissatisfied 4 4.7
Total 85 100%
Source: own survey, 2010 E.C

Another is whether the bank staff gives prompt services for the customers among the
respondent’s. For this, 23.5 percent of respondent are strongly satisfied, 41.2 percent are
satisfied, 4.7 percent neutral, 25.9 percent dissatisfied, and 4.7 percent strongly dissatisfied. The
bank needs to improve speed of its service, because certain number of respondent are below
strongly satisfied.

No Item Response in no Response in &

3.3 Bank staff always
willing to assist you
Very satisfied 23 27.1
Satisfied 40 47.1
Neutral 10 11.7
Dissatisfied 11 12.9

38
 Very dissatisfied 1 1.2
Total 85 100%
Source: own survey, 2010E.C

Above table shows 27.1 percent of respondent are strongly satisfied, 41.7 of respondent are
satisfied, 11.7 percent of respondent are neither satisfied nor dissatisfied, 12.9 of respondent are
dissatisfied and 1.2 percent of respondent are strongly dissatisfied, with the bank willingness to
assist customer. Employees of the bank have to improve their behavior in assisting customers in
order to satisfy and make them loyal to the bank.

No Item Response in no Response in %

3.4 Banks staff are not
busy to respond to
my question
Very satisfied 13 15.3
Satisfied 31 36.5
Neutral 22 25.9
Dissatisfied 12 14.1
Very dissatisfied 7 8.2
Total 85 100%
Source: own survey, 2010E.C

Table 4.4.1c. of item 3.4 show that 15.3 of customer are strongly satisfied, 36.5 percent of the
respondents are satisfied, 25.9 percent of the respondent are neutral, 14.1 percent of the
respondent are dissatisfied and 8.2 percent of the respondent are strongly dissatisfied for the
question that banks staff are not too busy to respond to their question. The manager the bank
should tell the employee to serve their customer by giving their time effectively in order to
satisfy the neutral and not satisfied customers.

When we see overall average of responsiveness questions 20.6 percent of respondent are very
satisfied, 39.1 percent are satisfied, 18.5 percent are neutral, 18 percent are dissatisfied and the

39
remaining 3.8 percent are very dissatisfied. This show that majority (59.7 percent) of the
respondents are satisfied and highly satisfied by responsiveness of dimensions. This implies that
satisfy them.

Table 4.4.1d.empathy

No Item response in no Response in %

4.1 Banks give me
individual attention
Very satisfied 15 17.7
Satisfied 47 55.3
Neutral 8 9.4
Dissatisfied 12 14.1
Very dissatisfied 3 3.5
Total 85 100%
Source: own survey, 2010E.C

The customers requested to tell whether employees of the bank give individual attention for
them. For this , 17.7 percent of customers are strongly satisfied, majority (55.3 percent) of the
customers are satisfied, 9.4 percent of customers are neutral, 14.1 percent of the customers are
dissatisfied and 3.5 percent of the respondents are strongly dissatisfied. Employees must
maintain their current behavior with regard to giving individual attention to customers and make
lightly effort to satisfy those neutral and not satisfied customers.

No Item response in no response in %

4.2 Banks operating
hours convenient to
me
Very satisfied 21 24.7

40
 Satisfied 45 52.9
Neutral 8 9.4
Dissatisfied 9 10.6
Very dissatisfied 2 2.4
Total 85 100%
Source: own survey, 2010E.C

The above tale indicates, 24.7 percent of the respondents are strongly satisfied, 52.9 percent of
the respondents are satisfied, 9.4 percent of the respondents are neither satisfied no
dissatisfied,10.6 percent of the respondents are dissatisfied and the rest 2.4 percent of the
respondents are strongly dissatisfied. The bank should keep this operating hour and if it is
possible improve in a little bit, as it results in higher satisfaction of the customer.

No Item Response in no Response in %

4.3 The bank has my
interest at heart
Very satisfied 16 18.8
Satisfied 43 50.6
Neutral 10 11.7
Dissatisfied 14 16.5
Very dissatisfied 2 2.4
Total 85 100%
Source: own survey, 2010E.C

Above table indicates that the result of whether the bank carries customers in interests at heart or
not.Accordingly, 18.8 percent of the respondents are strongly satisfied, majority(50.6 percent) of
the respondents are satisfied, 11.7 percent of the respondents are neither satisfied nor dissatisfied,
16.5 percent of the respondents are dissatisfied and the rest 2.4 percent of the respondents are
strongly dissatisfied. The bank is satisfying the customers significantly with this aspect and
should maintain or improve the performance in some way to satisfy the customers’ interest.

41
 No Item Response in no Response in %
4.4 Bank’s staff
understand my
specific needs
Very satisfied 17 20
Satisfied 37 43.5
Neutral 12 14.1
Dissatisfied 18 21.2
Very dissatisfied 1 1.2
Total 85 100%
Source: own survey, 2010E.C

The last question for empathy is whether the bank staff understands specific needs of the
customer then 20 percent of the respondents are strongly satisfied, 43.5 percent of the customers
are satisfied, 14.1 percent neutral, 21.2 percent of the respondents are dissatisfied and 1.2 percent
of the customers are strongly dissatisfied. Employees must keep this performance as it is and if
possible to enhance in order to satisfy the customers.

When we see the overall average of empathy questions 21 percent of the respondents are very
satisfied, 48.7percent are satisfied, 11.5percent are neutral, 16.7 percent are dissatisfied, and the
remaining 2.1percent are very dissatisfied. This show that the majority(69.7percent) of the
respondents are satisfied and highly satisfied by the empathy dimensions which represents the
individualized attention that firms provide to its customers, which is supported by (Van
Iwaardenet.,2003) the main focus of the empathy dimension of service quality is to retain
customers.

Table 4.4.1e tangibles

No Item Response in no Response in %

5.1 The bank’s employee

42
 has a neat and
professional
appearance matter
Very satisfied 49 57.6
Satisfied 27 31.8
Neutral 7 8.2
Dissatisfied 2 2.4
Very dissatisfied - -
Total 85 100%
Source: own survey, 2010E.C

Above table shows that, 57.6percent of customers are strongly satisfied,31.8percent of the
respondents are satisfied ,8.2percent of the respondents are neutral and 2.4 percent of the
customers are dissatisfied with regards to staff’s appearance the bank should keep the existing
condition.

No Item Response in no Response %

5.2 Material associated
with the service like
pamphlets,
statements, are
visually appealing at
the bank
Very satisfied 35 41.2
Satisfied 32 37.6
Neutral 10 11.8
Dissatisfied 7 8.2
Very dissatisfied 1 1.2
Total 85 100%
Source: own survey, 2010E.C

43
According to the above table, 41.2percent of the respondents are strongly satisfied, 37.6percent
of the respondents are satisfied 11.8percent of the respondents are neither satisfied nor
dissatisfied, 8.2 percent of the respondents are dissatisfied and the rest of 1.2percent of the
respondents are strongly dissatisfied. The bank should work more to improve material associated
with the service in the bank to satisfy the customers.

No Item Response in no Response in %

5.3 Bank’s physical
facilities visually nice
Very satisfied 12 14.1
Satisfied 31 36.5
Neutral 11 12.9
Dissatisfied 22 25.9
Very dissatisfied 9 10.6
Total 85 100%
Source: own survey, 2010E.C

According to thetable4.4.1c, 14.1percent of the respondents are strongly satisfied, 36.5percent of

the respondents are satisfied, 12.9percent of the respondents are neither satisfied nor dissatisfied,
25.9percent of the respondents are dissatisfied and 10.6percent of the respondents are strongly
dissatisfied with this specific tangible dimension question. It is better for the bank to work more
to improve the physical facilities in the bank in order to enhance customer satisfaction.

No Item response in no response in%

5.4 Banks has modern
equipment and tools
(like ATM)
Very satisfied 27 31.8

44
 Satisfied 44 51.7
Neutral 4 4.7
Dissatisfied 8 9.4
Very dissatisfied 2 2.4
Total 85 100%
Source: own survey, 2010E.C

Customers are asked whether the bank has modern equipment and tools or not. It shows that 31.8
percent of the respondents are strongly satisfied, majority(51.7percent) of the respondents are
satisfied, 4.7percent of the respondents are neutral, 9.4 percent of the respondents are dissatisfied
and 2.4percent of the respondents are strongly dissatisfied. Therefore, the bank has to maintain
the existing situation and is better to further improve the equipment and tools of the bank, if it
ispossible.

When we see the overall average of tangibles questions, 36.2persent of the respondents are very
satisfied, 39.4 percent are satisfied, 9.4 percent are neutral, 11.5 percent are dissatisfied, and the
remaining 3.5percent are very dissatisfied. This show that majority(75.6percent) of the
respondents are satisfied and highly satisfied by the empathy dimensions.

 In general, the result of the survey implies that respondents of CBE Arbaminch branch
are very satisfied and satisfied with the quality of service provided by the bank, on the
other side, this can show that the service quality has significant effect on the customer
satisfaction which is supported with the study of empirical research by Cronin &Taylor
(1992).

4.4.2. Customer satisfaction

Table 4.4.2 response and percentages of customer satisfaction

No Item Response in no Response in %

45
 1.1 I’m satisfied with the
bank’s complete
range services
Very satisfied 20 23.5
Satisfied 53 62.4
Neutral 3 3.5
Dissatisfied 9 10.6
Very dissatisfied - -
Total 85 100%
Source: own survey, 2010E.C

The result indicates that 23.5 of the respondents are strongly satisfied, majority (62.4 percent) of
the respondents are satisfied, 3.5 percent of the respondents are neither satisfied nor dissatisfied
and 10.6 percent of the respondents are dissatisfied with the bank’s complete range of service.
The bank ought to try to enhance the satisfaction level of entire customers in relation to the
complete range of its services.

No Item Response in no Response in %

1.2 I’m satisfied with the
performance of this
bank
Very satisfied 23 27
Satisfied 35 41.2
Neutral 18 21.2
Dissatisfied 9 10.6
Very dissatisfied - -
Total 85 100%
Source: own survey, 2010E.C

Table 4.4.2.of item 1.2 shows the level of customer’s satisfaction to performance of the
employees. The result indicates majority 27 percent of the respondents are strongly satisfied,
41.2 percent of the respondents are satisfied, 21.2 percent of the respondents are neither satisfied

46
nor dissatisfied and 10.6 percent of the respondents are dissatisfied with the performance of the
employees of this banks. Certainly, most customers of the bank are satisfied in employee’s
performance, but the bank should keep this situation and work more to create better satisfaction
to entire customers of the bank.

No Item Response in no Response in %

1.3 I’m satisfied of being
a client of this bank
Very satisfied 33 38.8
Satisfied 41 48.2
Neutral 3 3.5
Dissatisfied 6 7.1
Very dissatisfied 2 2.4
Total 85 100%
Source: own survey, 2010E.C

While the customers are asked the level of the customer satisfaction to the performance of the
employees, 38.8 percent of the respondents are strongly satisfied, 48.2percent of the respondents
are satisfied, 3.5 percent of the respondents are neither satisfied nor dissatisfied, 7.1 percent of
the respondents are dissatisfied and the least(2.4percent) of the respondents are strongly
dissatisfied with the performance of the employees of this bank. From the above analysis, most
customers are satisfied by being a client of the bank and the significant number of respondents is
neutral and not satisfied. Therefore, the bank ought to make an endeavor to create a sense of
belonging in the mind of the customers.

No Item Response in no Response in %

1.4 I’m satisfied with the
bank employees

47
 professional
competence
Very satisfied 21 24.7
Satisfied 40 47.1
Neutral 19 22.4
Dissatisfied 5 5.8
Very dissatisfied - -
Total 85 100%
Source: own survey, 2010E.C

Regarding above table, 24.7 of the respondents are strongly satisfied, 47.1 percent of the
respondents are satisfied, 22.4 percent of the respondents are neither satisfied nor dissatisfied,
and 5.8 percent of the respondents are dissatisfied with the bank employee’s professional
competence. Although most of the bank customers are highly satisfied with professional
competence of employee, the bank should improve in order to better satisfy specially those
dissatisfied

No Item Response in no Response in %

1.5 I’m satisfied with the
quick service of this
bank
Very satisfied 20 23.5
Satisfied 35 41.2
Neutral 7 8.2
Dissatisfied 19 22.4
Very dissatisfied 4 4.7
Total 85 100%
Source: own survey, 2010E.C

According to the above table, 23.5 percent of the respondents are strongly satisfied, 41.2 percent
of the respondents are satisfied,8.2 percent of the respondents are neither satisfied nor
dissatisfied, 22.4 percent of the respondents are dissatisfied and 4.7 percent of the respondents

48
are strongly dissatisfied with the quick service of this bank Accordingly, the bank should also
improve speed of the services to address those who are neutral dissatisfied.

No Item Response in no Response in %

1.6 I’m satisfied with the
respectful behavior of
employees
Very satisfied 20 23.5
Satisfied 45 53
Neutral 3 3.5
Dissatisfied 16 18.8
Very dissatisfied 1 1.2
Total 85 100%
Source: own survey, 2010E.C

Customer are asked whether they are satisfied with respectful behavior of employees, then
majority (23.5 percent) of the respondents are strongly satisfied 53percent of the respondents are
satisfied, 3.5 percent of the respondents have neither satisfied nor dissatisfied, 18.8 percent of the
respondents are dissatisfied and the list (1 percent) of the respondents are strongly dissatisfied
with the respectful behavior of employees. The bank employees should first keep their existing
behavior to satisfy dissatisfied ones.

Analysis of the result of Interview questions

The researcher conducted the interview with manager of CBE-Arbaminch branch to get
additional data for the study. The following section shows the analysis of the information gained
through interview with manager of the bank.

1. What mechanisms do you have for delivering quality service?

 ATM machine

49
  Mobile banking
 E-payment
 CBE-birr
 Internet banking
 Introduction of technologically advanced equipments and so on.

2. Do you think the current mechanisms are prorating for quality service on customer
satisfaction?

 The above mechanisms are necessary to expand the branches of CBE in different areas in
order to provide access for the customers to get various service of the bank.

3. Are the current service quality delivering mechanisms necessary in the future?

 Yes, since such mechanisms support our long term intention including the vision of the
organization, and it is long term designed mechanism based on the current technological
development of a country.

4. Which of the complaints directly related to management problem?

 No complaints are attributable to manager problem, and most of them are external factors
like connection problem of ATM.

5. Which of the complaints are directly related to customer’s problem?

 Lack of awareness of customers
 Network interruption
 Problem happened by giving a loan advance.

50
 CHAPTER FIVE
5.FINDINGS, CONCLUSSION AND RECOMMENDATION

5.1. DISCUSSION OF FINDINGS

The main purpose of this study was to assess service quality on customer satisfaction in case of
CBE Arbaminch branch. The data were obtained through questionnaires from customers of the
bank. The result of this study shows that, most of the respondents are satisfied and have a good
image towards the service quality delivered by the commercial bank of Ethiopia. Most of the
customers are very satisfied and satisfied respectively with the reliability dimensions of service
quality followed by tangibles, assurance, empathy and responsiveness. Moreover, customers
were relatively less satisfied with responsiveness dimensions of service quality. And as the result
of descriptive statistics also indicates that customers are satisfied with the service quality.

5.2 conclusions

The study indicates that, the overall average number of very satisfied and satisfied are greater
with the reliability dimensions of service quality that of (79.9percent) and followed by tangibility
(75.6), assurance (71.7percent) and empathy (69.7percent). Moreover, the numbers of very
satisfied and satisfied are relatively less for the responsiveness (59.7percent) dimensions. In
other words, customers were most satisfied with the reliability dimension of service quality.
However, relatively customers were less satisfied with the responsiveness dimensions.

Generally, the overall average of service quality dimension indicates that the satisfied number of
respondents for empathy dimension that of (48.7percent) is the most and followed by
reliability(47.6percent), tangibility(39.4percent) and that of assurance and
responsiveness(39.1percent) each. This indicate most of the customers respond that they are
satisfied by the overall service quality delivered by the bank.

51
From the finding of this study, the researcher conclude most saving account holding customers
of CBE have a positive response about their satisfaction level by the five service quality
dimensions, that are tangibility, reliability, responsiveness, assurance and empathy.

5.3 Recommendations

Based on the findings and conclusions of the study, the researcher forwarded the following
recommendations to the management of the CBE.

Among the average satisfied number of respondents, the reliability dimension of service quality
is relatively less compared with the empathy dimension of service quality. However, it was one
of the most important factors influencing customer satisfaction. Therefore, bank managers
should enhance customer’s reliability on the bank by fulfilling the service as promised,
performing the service exactly at the first time, showing a keen interest in solving customer’s
problems, providing the service at the promised time by insisting an error free record and others.

If customers do not have a trust on the banking service, it is meaningless to talk about the good
will of the bank. Therefore, the bank should handle its customers well to achieve its
organizational intentions. And it is better to know that customers are the key for any business
organizations success.

Assurance dimension was also considered as one of the most important factor influencing
customer satisfaction. But, the customers of the banks were relatively less satisfied in terms of
the assurance dimensions when compared with reliability and tangibility dimensions. One way of
addressing this could be by treating customer to feel safe in their transaction with the bank,
showing great courteous, making the customer confidence to instill about their transaction and
answering the customers question in the way they can understand. This means that the bank
management should focus on this factor to maximize customer satisfaction.

As findings of the study shows responsiveness dimension is relatively low by the customer
response of very satisfied and satisfied respectively. However, in order to gain sustained
customers, the employees of the bank should have told for them exactly the time the service will

52
be performed, to give prompt service, willing to assist them and staffs need not busy to respond
to their question.

In addition the bank should create some mechanism to minimize the network problem or to find
other techniques that unstop the service at the time of disconnection of the network and also
should have to eliminate the ATM problem as much as possible in order to sustain the customer
and tokeep them loyal.

53
54
REFERENCES

 Allegan, A.H. and Buttle, F.A. (2002), “SYSTRA-SQ; a new measure of bank service
quality”, international journal of industry management, vol. 13 No. 4, pp.362-81.
 Babakus E, Boller GW (1982), an imperial assessment of the SERVQUAL scale, j.Bus.
Res. 24(3); 253-268
 Berry LL, Zenithal VA, ParasuramanA (1990). Five imperatives for improving service
quality. Sloan manage rev, 31(4); 29-38
 Carman, Jam. (1990), consumer perception of service quality; an assessment of the
SERVQUAL dimensions. Journal of retailing, 66(spring), pp.33-35
 Cronin, J.J.Jr., and Taylor, S.A. (1992). Measuring service quality; a reexamination and
extension. Journal of marketing, 56(July), pp 55-66.
 Ekinci, Y. (2004). “an investigation of the determinants of customer satisfaction”,
tourism analysis, 8(2), 197-203.
 Garvin, D.A. (1983). Quality on the line. Harvard business review, pp.65-75
 Hartman, D.E. and LindgrenJ.H.Jr (1993). “Consumer evaluations of goods and services-
implications for services marketing”, journal of services marketing, 7,2,4-15.
 Kotler P. and Kelvin K., (2006) marketing management, 12thedition person education
inc, new jersey.
 Manrai L.A., Manrai, A.K. (2007), “a field study of customers switching behavior for
bank services”, journal of retailing and consumer services, vol. 14, issue 3, pp.208-215.
 RathmellJ.M. (1966), “” what is meant by services?” journal of marketing, 30,32-36.
 Regan W.J. (1963). “the service revolution”, journal of marketing, 47,57-62.
 Zeithaml, V.V., Bitner, M.J and Gremler, D.D (2006). Services marketing; integrating
customer focus across the firm. McGraw Hill, Newyourk.

55
APPENDIX A

DEBRE MARKOS UNIVERSITY

COLLEGE OF BUSSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT

Questionnaires to be filled by customer of CBE- Menkorer branch

Dear the respondents, the aim of this questionnaire is only for the academic research purpose as a
partial fulfillment in order to get BA degree in management. Your cooperation is important for
finding of the study, please provide your guanine response, and, thank your cooperation in
advance!!

Instruction

 No need of writing the name

 Give your answer by putting X mark

56
Personal Information

1. Sex

Male □ Female □
2. Age

18-28 □ 29-39□ 40-50□51-61□

3. Qualification

Illiterate □ 1-10 □ 11-12 □ diploma □ Degree and

above □

4. Occupation Student □ Self-employed □Government employed □

Unemployed □

The General information

Put your answer by putting x mark according to your choice in the table
where;

1=very satisfied 2= satisfied 3=neutral

57
4=dissatisfied 5=very dissatisfied

Very satisfied
Item Very dissatisfied
1 2 3 4 5
RELIABLITY
Banks fulfill its promise at the time indicates
Banks perform the service exactly at the first time
Banks show a keen interest in solving your problems
Banks insist on error free record
ASSURANCE
Banks staff behavior instills confidence in me
I feel safe in my transaction with the bank
Banks staff are courteous with me
Banks staff have the knowledge to answer all my questions

RESPONSIVENESS
Banks staff tell you exactly the time the service will be performed
Banks staff give your prompt service
Banks staff always willing to assist you
Banks staff are not busy to respond to my questions
EMPATHY
Banks give me individual attention
Banks operating hours convenient to me
The bank has my interest at heart
Banks staff understands my specific needs
TANGIBLES
The banks employee has a neat and professional appearance

58
matter
Material associated with the service like pamphlets, statements
are visually appealing at the bank
Banks physical facilities visually nice like that of parking, client
sitting material
Banks has modern equipment and tools like ATM
Part 2: customer satisfaction questionnaire
I’m satisfied with the banks complete service
I’m satisfied with the performance of the employees of this bank
I’m satisfied of being a client of this bank
I’m satisfied with the bank employees professional competence
I’m satisfied with the quick service of this bank
I’m satisfied with the respectful behavior of employees

ደብረ ማርቆስ ዩኒቨርሲቲ

የቢዝነስ እና ኢኮኖሚክስ ኮሌጅ
ማኔጅመንት ትምህርት ክፍል

ዉድ ተጠያቂያን ከዚህ በታች የምታገኙት ጥያቄ የአገልግለት አሰጣጥ በደንበኞች ላይ ያለዉን እርካታ
በሚል ርእስ ዙሪያ መንቆረር ቅርንጫፍ በሚገኘዉ በኢትዮጵያን ንግድ ባንክ ላይ ጥናቱ ያተኩራል፡፡ የዚህ
ጥናት ዋንኛ አላማ ለድግሪ ማሟያነት የቀረበ የመጀመሪያ ጥናታዊ ጽሁፍ ሲሆን የእርሶ ድርሻ ለጥናቱ
እንዲያገለግል ተብሎ ከዚህ በታች የቀረቡትን ጥያቄዎች በሚገባ በማንበብ ትከክል ነዉ ያሉትን መልስ
በተዘጋጀዉ የሳጥን ምልክት ዉስጥ የ(X) ምልከት በማድረግ መረጃ እንዲሰጡኝ ስል በአክብሮት
እየጠየኩ እርሶ የሚሰጡት ማንኘዉም መልስ በሚስጥር እንደሚያዝሎት እያስገነዘብኩ በመጀመሪያ
ለሚያደርጉት ቀና ትብብረ በቅድሚያ ላመሰግንዎት እወዳለሁ፡፡

ክፍልአንድ- ስለ ተጠያቂዉ መሠረታዊ መረጃ

1. ዕድሜ; <18-28 29-39 40-50 51-612. ፆታ; ወንድሴት

59
3. የትምህርት ደረጃ; የመማርእድልንያጣ 1 -10 ኛ ክፍልየተማ 11-12 ኛ ክፍልደረስየተ
ማረዲፕሎማያለዉድግናከዛበላይ
5. የሥራዓይነት
ተማሪየግልሰራተኛየመንግስትሰራተኛስራየሌለዉ

ክፍል ሁለት፡ ከጥናቱ እርዕስ ጋር ተያያዥነት ያላቸዉ ጥያቄዎች

የደንበኞች እርካታ ከአገልግሎት አሰጣጡ ጋር ያለዉን ተያያዥነት 1- 5 በተዘረዘሩት መለኪያዎች መሰረት በአገልግሎት
አሰጣጡ ላይ መርካትዎን ወይም አለመርካቶዎን ያሳዩ

1, በጣም አርኪ ነዉ 2, አርኪ ነዉ 3, አላስተዋልኩትም 4, አርኪ አይደለም

5, በፍጹም አርኪ አደለም

Item 1 2 3 4 5
Reliability
1. ባንኩ ሁልግዜ በገባዉ ቃል መሰረት መገኘት
2. የባንኩ አገልግሎት አሰጣጥ እንደ መጀመሪያዉ መሆኑ
3. ባንኩ የደንበኞችን ችግር የመፍታት ጽኑ ፍላጎት መኖሩ
4. ባንኩ ከስህተት የጸዳ የምዝገባ ስርዓት ስላለዉ
Assurance
5. የባንኩ ሰራተኞች ጸባይ በነሱ እንድተማመን ያደረገኛል
6. በባንኩ ብር ስልክ ነጻነት እየተሰማኝ ነዉ
7. ሰራተኞች ለእኔ የሚሰጡኝ በትህትና የተሞላ መስተንግዶ ነው
8. የባንኩ ሰራተኞች ሁሉንም የኔን ጥያቄ ለመመለስ በቂ እዉቀት አላቸዉ
ሃላፊነትን የተመለከቱ ጥያቄዎች
9. የባንኩ ሰራተኞች አገልግሎት መሰጠት የሚችሉበትን ትክለኛ ሰዓት ይነግሩሃል
10.
11.
12.
Empathy
13.

60
14.
15.
16.
Tangibles
17.
18. የባንኩ የአገልግሎት አሰጣጥ ሂደት በበራሪና መረጃ ሰጪ ወረቀቶች፣ የታገዘነዉ
በባንኩ ዉስጥ
በእይታ እንኳን ብዙ ነገሮች ይሰተናገዳሉ

19.
ናቸዉ
20.
21.
22.
23.
24.
25. የሰራተኞቹ የሙያ በቃት ያረካኛል
26.
27.

ስለ ትብብርዎ በሚገባ አመሰግናለሁ

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Interview Question for Manager of CBEAbaminch Branch

1. What mechanisms do you have for delivering quality service?

2. Do you think the current mechanisms are prorating for quality service on customer
satisfaction?
3. Are the current service quality delivering mechanisms necessary in the future?

4. Which of the complaints directly related to management problem?

5. Which of the complaints are directly related to customer’s problem?

.

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