| Delivering quality service to customers is a must for success and survival in today's competitive environment. Service performance gap is identified as the discrepancy between the banker's perceptions and the customer's perceptions. The purpose of the study is to evaluate a new model of the service performance gap on the service performance in Taiwan's banking industry. The research examines the relationship between the dependent variables of customers perceived specification, bankers perceived specification and service performance gap and the independent variables of teamwork, employee job-fit, technology job-fit, perceived control, supervisory control systems, role conflict, and role ambiguity. The population for the study included a total of 20 banks---10 government-controlled banks and 10 private banks, and 25 customers and bankers from each bank actively doing banking business and working for the banks. Data were collected using both English and Chinese language. The instrument is adapted from the previous research (Parasuraman et al., Zeithaml et al., and Berry 1990; Chenet, Tynan, and Money 2000), and validity and reliability were assessed. The data analysis for the study linkages between antecedent and dependent variables were tested using regression analysis. The differences between service perceptions were tested using a different of means test.; The study shows that service performance is an important factor across all of the banks' types studied. The research results show that service reliability is affected negatively by both role conflict and role ambiguity on customers' perception. Bankers perceived that supervisory control system had a negative impact on service responsiveness and assurance. There are significant differences in service perceptions between customers and bankers. The government banks are superior on tangible, and the private banks are superior on reliability that is supported to reflect Taiwan's current banking services. |
