Abstract
Parasuraman et al. (1985) developed a conceptual framework referred to as the gaps model. The primary objective of this model is that the service quality drawback is a result of a series of shortfall within the service organisations. Thus, improving the quality of service experienced by customers (gap 5) requires diagnosing the causes and correcting the internal deficiencies (gap 1-4). A service quality audit was conducted for top three largest banks in Malaysia namely: MayBank, CIMB Bank, and Public Bank based on the conceptual gaps model of service quality and to identify the effective strategies suggested by bank managers for implementation to reduce the provider gap (gaps 1-4). This paper made several suggestions for improving service quality in Malaysian banking industry. Nevertheless, these implications are going to be effective as long as all staff and management act along service quality improvement.
Published Version
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