1 SM PDF

International Business Research; Vol. 7, No.
11; 2014
ISSN 1913-9004 E-ISSN 1913-9012
Published by Canadian Center of Science and Education
The Impact of Complaints' Handling on Customers' Satisfaction:

Empirical Study on Commercial Banks' Clients in Jordan
Mohammad Z. Shammout1 & Shafig I. Haddad2
1
Applied Science University, Amman, Jordan
2
Vice President and Dean of Scientific Research & Graduate Studies, Applied Science University, Amman,
Jordan
Correspondence: Shafig I. Haddad, Vice President and Dean of Scientific Research & Graduate Studies, Applied
Science University, Amman, Jordan. E-mail: beroboshtoto@gmail.com
Received: August 13, 2014 Accepted: September 22, 2014 Online Published: October 25, 2014
doi:10.5539/ibr.v7n11p203 URL: http://dx.doi.org/10.5539/ibr.v7n11p203
Abstract
This study aims at identifying the most important impacts of complaints' handling on customers' satisfaction in
the commercial banks' in Jordan, also aims to provide recommendations and suggestions to the top managements
to handle customers' complaints in order to enhance customers' satisfaction.
The sample of the study consists of five commercial banks in Jordan (Housing Bank, Arab Bank, Bank of
Jordan, Cairo Amman Bank And Ahli Bank) of 419 questionnaires were distributed in several phases until 384
questionnaires have been confirmed. Complaints' handling was the main domain of the study as the dependent
variable and consists of six dimensions which are considered to be the sub independent variables for the purpose
of the study (service recovery, service quality, switching cost, service failure, service guarantee and perceived
value) and the dependent variable was customer satisfaction.
The results of the research showed that there is a statistically significant impact of the overall dimensions of
complaint handling (service recovery, service quality, switching cost, service failure, service guarantee, and
perceived value) on customer satisfaction.
Keywords: complaint handling, customers’ satisfaction, commercial banks, Jordan
1. Introduction
The first law of service quality and productivity is: do it right the first time, but organizations can't ignore the
fact that failures continue to occur, sometimes for reasons outside the organization's control (Lovelock & Wirtz,
2011), currently, banks are concentrating on satisfying customers from their unique services (Hasan et al., 2011).
According to the aforesaid, customer satisfaction cannot be achieved without the fundamental contribution of the
customer contact-employees who provide the service. Thus, front-line employees should stay focused on
customers’ needs (Aburoub et al., 2011).
Studies show that the majority of complaints are made at the place where the service was received, past research
developing and implementing a customer feedback system and found that more than 99 percent of customer
feedback was given face to face or over the phone to customer service representatives. Less than (1) percent of
all complaints were submitted via email, letter, customer feedback cards, or the firms' website (Lovelock &
Wirtz, 2011).
Therefore, with the growing concern of the banks to deliver the best service has encouraged the researcher to
study the impact of complaints' handling on the banks customers' satisfaction.
1.1 Problem of the Study
The problem of this study is related to personal mistakes by the employees; which might be caused by lack of
adequate training had been given to frontline staff, lack of experience and inability to meet customer requests
efficiently. These problems fundamentally affect customer satisfaction towards the quality of banking services in
Jordan, and the way of handling such these problem (Forbes Middle East, 2013).
In order to maintain high customer satisfaction, management of the commercial banks in Jordan must
203
www.ccsenet.org/ibr International Business Research Vol. 7, No. 11; 2014
concentrate on handling the complaints' of the customers' right up from the first time.
The problem of the study can be stem from the following question:
What is the impact of complaints' handling (service recovery, service quality, switching cost, service failure,
service guarantee, and perceived value) on customers' satisfaction in the commercial banks in Jordan?
1.2 Importance of the Study
The importance of this study is summarized in the following points:
1) To highlight the significant role played by commercial banks in Jordan in handling customers' complaints in
order to develop and increase the effectiveness of commercial banks in terms of its impact on customer
satisfaction, In addition to the policies followed by the bank in the process of receiving and handling the
customers' complaints in order to improve and develop the quality of banking services in Jordan through finding
creative and innovative methods to solve customers' problems in an effective manner.
2) Highlighting the importance of effective handling customer's complaints by Jordanian banks in order to
avoid similar cases in the future, and attaining customer's satisfaction.
3) Recognizing the importance of customers' satisfaction in order to achieve a competitive advantage for the
banking sector in Jordan.
4) This study comes to highlight the issue of handling customers' complaints in order to enhance the service
perceived value by the customer and provide a suitable climate for customers to get a good service.
5) To know the importance of service recovery in order to achieve customer satisfaction.
6) To entitle The importance of the banking sector in Jordan, where the number of total banks is 26, while the
number of commercial banks is 16 banks, with total branches of 702 within Amman city as it holds 62.8% of the
total number of branches in Jordan, with total assets of 36.1 billion JD, 27.3 billion JD goes to commercial banks.
The number of ATM machines is 1219, while the total number of employees is 17347 according to the annual
report of the Association of Banks in Jordan thirty-third in 2011.
1.3 Objectives of the Study
The objectives of this study are as follows:
1) To identify the highest dimensions of impact in complaint handling on customer satisfaction in the
commercial banks in Jordan.
2) To provide recommendations and suggestions to the top managements of commercial banks in Jordan to
handle customers' complaints in order to enhance customers' satisfaction.
1.4 Model of the Study
Based on the literature review of this study and the research objectives. The researcher proposes the model in
Figure 1 that measures the impact of complaints handling as an independent variable on customer satisfaction as
a dependent variable.
Independent Variable Dependent Variable

Complaint handling
service recovery
service quality
switching cost Customer Satisfaction
service failure
service guarantee
perceived value
Figure 1. Model of the study
Source: This model prepared by the researcher based on these Sources (Johnston, 2001; Yang & Peterson, 2004, Hays & Hill, 2006;
McCollough, 2009 ; Sadeh, Mousavi & Sadeh, 2011; Rahman, Khan & Haque, 2012; Boshoff, 2012).
204
1.5 Hypotheses
Based on the main problem of the study and objectives, the researcher formulated the following hypotheses in a
null form:
H01: there is no statistically significant impact of the overall collective dimensions of complaints' handling on
customer satisfaction.
H011: there is no statistically significant impact of service recovery on customers' satisfaction.
H012: there is no statistically significant impact of service quality on customers' satisfaction.
H013: there is no statistically significant impact of switching cost on customers' satisfaction.
H014: there is no statistically significant impact of service failure on customers' satisfaction.
H015: there is no statistically significant impact of service guarantee on customers' satisfaction.
H016: there is no statistically significant impact of perceived value on customers' satisfaction.
1.6 Operational Definitions
1.6.1 Independent Variables
Complaint is a conflict between a client and a bank in which the fairness of the resolution procedures.
Service Recovery refers to the actions by a bank to restore a client to a state of satisfaction after a service
failure and complaint.
Service Quality is a function of the differences between expectation and performance along the quality
dimensions.
Switching Cost defined as the cost involved in changing from one bank to another.
Service Failure an exchange in which a client experiences a loss due to the failure.
Service Guarantee is a promise by a bank that they will perform at a certain level and, if that level is not
met, the bank also promises to compensate the client in some way.
Perceived value: the client's overall assessment of the utility of a service based on what is received and
what is given.
1.6.2 Dependent Variable
Customer's Satisfaction: the client's perception of the performance of the service in relation to his or her
expectations.
2. Theoretical Framework
The Theoretical framework includes describing independent variables and dependent variables and its
components.
2.1 Complaints' Handling
It is one of the essential pillars of customer service, customer retention and customer delight, and it's a smart
business to understand why customers complain, so you can stop complaints from happening in the first place.
Understanding why customers complain, and addressing concerns before they happen might save time
(customerservicezone.com, 2006).
What Consumers Are Complaining About?
Almost half of consumers’ complaints about banking services relate to opening, closing or managing their
accounts. Another quarter of complaints are about deposits and withdrawals. Problems in this category include
transaction holds and unauthorized transactions. Difficulties caused by low funds, such as overdraft fees and
bounced checks, are another significant complaint category. About 11% of consumers are frustrated with sending
or receiving payments, and 6% have gotten fed up with trying to use their ATM or debit cards. The CFPB has
forwarded 80% of consumers’ complaints to the banks (another 15% have been referred to different government
agencies, and the rest were incomplete or require further action by the consumer). Banks have responded to 97% of
the complaints they’ve received, and roughly 25% of customers received (Forbes, 2013).
Actions Banks Are Taking to improve their customer service: (Forbes, 2013).
1) Monitoring social media
Banks are looking for consumer complaints on Facebook and Twitter, then both responding to the consumer to
205
address the issue and contacting bank staff to prevent the issue from reoccurring.
2) Making it easier to be heard
The CFPB’s website has made it incredibly easy to file a complaint against a bank. Banks such as Bank of
America, Key Bank and Ally are making it just as easy to be heard through their own websites. Customers no
longer have to call and navigate finicky automated systems. Instead, they can email customer service or even
chat instantly. These venues not only make it easier to complain directly to the bank, they also give customers a
written record of who said what and when, which might come in handy if the complaint can’t be resolved on the
first try.
3) Anticipating questions
Banks are posting answers to frequently asked questions on their websites to help consumers solve problems on
their own. Customers don’t have to call customer service or visit a branch to find out how to check the status of a
bill payment or how to make a wire transfer. Some banks, such as Ally, allow customers to instantly rate whether
the answer to an FAQ was helpful. Banks can then use this feedback to provide better information.
4) Implementing strong and clear processes
Being able to monitor the frequency and types of complaints may cure or change an issue that a consumer is having
without the need for regulatory intervention.
Not all banks are taking these actions, however, and even those that are can’t reach every dissatisfied consumer
(Forbes, 2013).
Research findings consistently show that as much as 85 percent of the variation in the satisfaction with a service
recovery was determined by three dimensions of fairness: procedural justice, interactional justice, and outcome
justice (Lovelock & Wirtz, 2011).
2.1.1 Service Recovery
"It is a though-out process for returning aggravated customer to a state of satisfaction with the firm after a
service or product has failed to live up to the customer's expectations".
Service failure takes place when the negative effects on profitability and customer loyalty create drastic
challenges for service organizations to overcome (Zemke & Bell, 1990).
2.1.2 Service Quality
(Allerd, 2001) states that the quality of service means to adapt with requirements, in other words service
establishment should create specific requirements and specific services. The objective of making different jobs
of organization of quality is the whole conformity of such jobs with specifications and requirements defined by
the organization. Generally it is known that customers take into consideration many dimensions when evaluating
service quality.
It is difficult for service organizations to put forward observation procedures to define standards of the quality of
service provided to customers. Nevertheless (Kozub, 2008) refers to the existence of service quality ten
dimensions as follow:
1) Credibility: means possibility of service provider obligations and if he\she is trustworthy
2) Responsiveness: readiness of service provider to achieve and perform service in accuracy and in a reliable
manner.
3) Reliability: the ability of service provider to achieve and perform service accurately and in a reliable manner.
4) Security: it relates to degree of security and risk free.
5) Understanding: knowing the customers needs accurately.
6) Tangibles: to aspect of material facilities provided to the service organization such like (tools, supplies…etc).
7) Accessibility: the availability of service in place and time required by customer.
8) Courtesy: means service provider's high degree of respect and appreciation of customer feeling and dealing
with them with affection.
9) Competence: service providers sharing skills and knowledge required.
10) Communication: when service provider is able to inform the beneficiary about nature of service provided
and the role that beneficiary should play to obtain service required.
206
2.1.3 Switching Costs

It defined as the sacrifices or penalties consumers feel they may incur in switching from one provider to another
(Jones et al., 2007) while switching costs are associated with changing providers, they are not always incurred
immediately upon switching.
(Burnham et al., 2003) developed a switching cost typology that identified three types of switching costs which
are: Procedural switching costs, Relational switching costs, and financial switching costs.
(Jones et al., 2007) recently identified the dimensions of switching costs that are similar to those of (Burnham et
al., 2003): Social switching costs, Procedural switching costs, and lost benefits costs. At the same time they
argue that it is important to classify switching costs depends on the underlying nature of constraint involved.
Negative and Positive switching costs. the researcher concludes that the social switching cost and lost benefit
switching costs are related to positive switching costs, and procedural switching costs is related to negative
switching costs.
2.1.4 Service Failure
To create and maintain satisfied customers, the primary goal of a service organization in the banking sector must
be to operate to standard of quality and excellence; therefore, doing things right the first time (Lovelock & Wirtz,
2011).
2.1.5 Service Guarantee
"Service guarantee is defined as a promise by a firm that they will perform at a certain level and, if that level is
not met, the firm also promises to compensate the customer in same way" (Hays & Hill, 2006).
2.1.6 Perceived Value
(Kozub, 2008) defined the perceived value as trade-off between the benefits and sacrifices. (Holbrook, 1994)
confirms that consumer value is the transaction between customer and the product from which value results from.
According to his research, consumer value consists of eight factors which are: excellence, efficiency, aesthetic,
play, self-esteem, morality, spirituality and politics. (Sheth et al., 1991) identified five dimensions of the value
which are: functional value, emotional value, social value, epistemic value, and conditional value.
Other researchers have identified and selected dimensions of perceived value by interviewing the consumers.
(Sheth et al., 1991) developed a broader theoretical framework of consumer perceived value. Also he suggested
five dimensions related to the perceived utility of a choice which are: functional value, emotional value, social
value, epistemic value, and conditional value.
(Grewal et al., 1998) identified two additional dimensions of consumer perceived value, acquisition and
transaction value.
According to (Kantamneni & Coulson, 1996) they have identified four dimensions of a product perceived value,
which are: market value, functional value, experiential value, and societal value.
2.2 Customers' Satisfaction
Customer satisfaction viewed as a response based on assessments and expressed some time during the
buy-consumption process (Sunayana, 2013).
Customer satisfaction is the consequence of a number of both psychological and physical factors which associate
with satisfaction behaviors (Uddin & Akhter, 2012).
3. Literature Review
The study of (Naser, Jamal, &AL-Khatib, 1999): Islamic banking: a study of customer satisfaction and
preferences in Jordan.
The main objective of this study was to investigate the degree of customer satisfaction of a sample of an Islamic
bank's customers, and attempt to evaluate the degree of customer awareness and satisfaction towards an Islamic
bank in Jordan. A sample of 206 respondents took part in this study. The analysis of the questionnaire
respondents showed a certain degree of satisfaction of most of the Islamic banks facilities and products. Also the
respondents indicated that they are aware of specific Islamic financial products such like Murabaha Musharaka
and Mudaraba. The researcher's findings indicate that majority of respondents were satisfied with most aspects
of the Islamic bank's products and services.
The study of (Johnston, 2001): Linking complaint management to profit.
This study mentioned that complaint management should lead to operational improvement and improved
207
financial performance should attain customer satisfaction. Many organizations ignore the operational value of
complaints and as a result many complaint processes seem geared to trying to mollify customers rather than
ensuring that problems do not reoccur. Using data from an empirical benchmarking study, based on a detailed
questionnaire completed by customer service managers in 40 UK organizations, the relationships between seven
key variables, complaint processes, satisfaction, retention, process improvement, employee attitude and retention,
and financial performance are calculated and a relationship model developed. The results expose significant
correlations between all variables in the model, as a result four acid tests of complaint management are proposed.
It is suggested that financial improvements may be better leveraged by bringing about organizational
improvements and by ensuring complaint processes are “staff-friendly”, rather than simply trying to satisfy
customers
The study of (Kerr, 2004): Service Recovery and the Elusive Paradox: An Examination of the Effects of
Magnitude of Service Failure, Service Failure Responsiveness, Service Guarantee and Additional
Recovery Effect on Service Recovery Outcomes.
This research contains two studies The purpose of the Study 1 is to know the effects of magnitude of service
failure, service failure responsiveness, and the presence of a service guarantee on customer satisfaction levels
and other service recovery outcomes; and the aim of study 2 is to identify the effects of additional recovery effort
and magnitude of service failure on customer satisfaction levels and other service recovery outcomes. The results
indicated several findings; Magnitude of service failure had a very strong individual and moderating influence on
all outcome variables. Service failure responsiveness can have positive effects on these outcome variables.
Service guarantee was found to have little effect on service outcomes.
The study of (Yang & Peterson, 2004): Customer Perceived Value, Satisfaction and Loyalty: The Role of
Switching Costs.
In this study the researchers investigated perceived value, satisfaction, loyalty and switching cost. A Web-based
survey was used in the study. A solicitation letter was transmitted by e-mail to four thousands subjects randomly
chosen from an e-mailing list provided by an e-mail broker, The responses from two hundred and fifty seven
participants were forwarded to the leading author via e-mail of these, 22 were out because they were incomplete,
so the effective sample size was 235. The results, indicate that companies should focus primarily on satisfaction
and perceived value. The findings suggest that customer loyalty can be obtain through improving customer
satisfaction and offering high product/service value to satisfy online customers.
The study of (Rothenberger, Grewal & Iyer, 2008): Understanding the Role of Complaint Handling on
Consumer Loyalty in Service Relationship.
In this study the researchers explore the role of 5 drivers of loyalty: customer usage level, service pricing, service
quality, membership in the firm’s loyalty program, and satisfaction with complaint handling. The effects of these
drivers may differ for customers who complain versus who do not complain. The questionnaire of this study was
administrated to passengers of a major European airline. On randomly selected routes between Germany, Austria,
and Switzerland, passengers is randomly selected flights and seat numbers received questionnaires with total
amount of two thousands and six hundreds. The researchers found that the satisfaction with complaint handling
was key to consumer recommendation of the service to others.
The study of (McCollough, 2009): The Recovery Paradox: The Effect of Recovery Performance and
Service Failure Severity on Post-Recovery Customer Satisfaction.
In this study the researchers investigated the recovery paradox, the proposition that superior recovery can leave
the customer as satisfied, if not more satisfied, than if nothing had gone wrong by examining the impact of
service failure severity and the recovery performance on post-recovery satisfaction. Passengers from 50
departures were included in the sample, and all carriers were represented by several departures. In total, 237
passengers were approached and asked to participate in this study. The researcher suggests that the greater
service failure severity the greater the recovery performance necessary to convert the customers’ dissatisfaction
into satisfaction and the more difficult it should be for the service provider to achieve full recovery. Results show
that service failure severity must be very modest and the recovery effort must be superior.
The study of (Alvarez, Casielles, & Martin, 2011): Analysis of the Role of Complaint Management in the
Context of Relationship Marketing.
This research aims to contribute to the relationship-marketing strategy by studying the role of complaint
management in long-term relationships. The findings confirm the importance that theory accords to the
relationship-marketing strategy, and also provide evidence for the importance of complaint management. Thus
208
having a good complaint-handling system and trained and motivated staff who are fully committed to the firm’s
objectives are fundamental requisites for firms to be able to build a stable customer portfolio.
The study of (Wu, 2011): Customer Loyalty Explained by Electronic Recovery Service Quality:
Implications of the Customer Relationship Re-Establishment for Consumer Electronics E-Tellers.
This study related to examine and explore the relationships among electronic service quality, customer
satisfaction, electronics recovery service quality, and customer loyalty for consumer electronics e-tellers. Results
indicated that e-recovery service quality had positive effect on customer loyalty, and electronic recovery service
quality had no effect on perceived value and customer satisfaction. Findings also indicated that perceived value
and customer satisfaction were two significant variables that mediated the relationships between e-service
quality and customer loyalty.
The study of (Sadeh et al., 2011): The Structural Model of E-service Quality, E-customer Satisfaction,
Trust, Customer Perceived Value and E-loyalty.
The aim of this study is to asses’ causal linkages among e-service quality, e-customer satisfaction, trust, customer
perceived value and e-loyalty and present a structural model under causal effect technique.
The results indicate e-loyalty is the most significant variable in online retailing which receives the most
influences from other variables. Also, the results reveal that privacy, fulfillment and efficiency were the most
effective dimensions in the e-retailing system.
The study of (Alshurideh et al., 2012): The Effect of Customer Satisfaction upon Customer Retention in
the Jordanian Mobile Market: An Empirical Investigation.
This study aimed to ascertain the extent to which customer satisfaction affects Customer retention among the
major three cellular phone companies in the three Jordanian Mobile companies (Zain, Orange and Umnia). In
this study the researchers found that customer satisfaction affect customer retention in the Jordanian mobile
behavior setting, and also found a direct relationship between customer-supplier relationship duration and
customer satisfaction.
The study of (Rahman et al., 2012): A Conceptual Study on the Relationship between Service Qualities
towards Customer Satisfaction: Servqual and Gronroos’s Service Quality Model Perspective.
The aim of this research is to identify the effect of service quality on customer’s satisfaction under the
perspective of SERVQUAL and Gronroos service quality model. The factors of this study are customer
expectations of the service, customer participation, the image and reputation of the service organization, aspects
of the service setting and the actual service encounter.
The study of (Chuang et al., 2012): The Effect of Service Failure Types and Service Recovery on Customer
Satisfaction: A Mental Accounting Perspective.
This study reports the finding of two studies, draws on mental accounting theory to examine the effect of the
relationship between service failure and service recovery on customer satisfaction. The results of Study 1 show
that customer satisfaction is greater when service recovery efforts truly make up for what customers have lost.
The findings of Study 2 indicate that the magnitude of a service failure also has an impact on the effectiveness of
service recovery efforts. The sample of the study is a non-student sample comprising 62 men and 82 women with
an average age of 33.7 was also recruited from university in southern Taiwan. This study suggests that service
firms should formulate failure recovery strategies and engage in appropriate recovery efforts that meet the real
needs of customers.
The study of (Lee, 2013): Major Moderators Influencing the Relationships of Service Quality, Customer
Satisfaction and Customer Loyalty.
In this study the researcher investigates the service quality, customer satisfaction, and customer loyalty of mobile
phone users in Korea. The results of the study showed that service quality and customer satisfaction had a
positive effect on customer loyalty, and service quality also influences customer satisfaction positively. While,
customers with high perceived service quality and satisfaction have strong loyalty. The study showed that fact
moderating variables positively influence the relationships among the aforementioned factors:
What distinguishes this study from other studies?
Some of the reasons that make this study unique are:
1) The lack of studies that conducted on complaints' handling in the Jordanian society.
2) This study consist most factors of complaints' handling.
209
3) This study is trying to investigate in complex and complicated issues which are the customer’s satisfaction.
4) This study included and discussed most variables of complaint handling while the other studies take one or
few variables and also this study focuses on the commercial banks in Jordan.
4. Method
4.1 Study Population and Sample
The population of the study is being represented by the clients of commercial banks in Amman, since the
majority of the banks are located in the capital of Jordan, accordingly, the researcher has limited the required
sampling frame by selecting the banks holding the largest number of branches, 50 branches and above, according
to (Uma Sekaran, 2009) if the population size is bigger than 222640, the sample size will be 384, so the
researcher proposed the Table 2 that shows the distribution of the clients by the banks as seen in the table.
accordingly the unit sample will be represented by the clients who post complaints about banking services in
selected banks Based on the question "Have you experienced any conflict or problem in your bank services?",
the sample will be confirmed.
Incident sample will be used in this study. According to (Malhotra, 2010) the respondents are selected, because
they happen to be in the right place at the right time.
Table 1. No. of branches by the banks

Bank name Branches number inside Jordan
The Housing Bank for Trade & Finance 601

Arab Bank 24
Bank of Jordan 12
Cairo Amman Bank 11
Jordan Ahli Bank 00
Total 863
Source (Abj, 2011).
Table 2. Distribution of the clients by the banks

Bank name Number of clients *
The Housing Bank for Trade & finance 111

Arab Bank 38
Bank of Jordan 20
Cairo Amman Bank 14
Jordan Ahli Bank 08
Total 833
*Number of clients calculated based on the Formula:

Number of clients= (Branches number inside Jordan ÷total Branches number) X (384)
Table 3. Number of distributed, accepted and the frequency of the questionnaires by the banks
Bank name No. of distributed questionnaires No. of accepted questionnaires Frequency percentage
The Housing Bank for Trade & Finance 121 111 91.73%
Arab Bank 90 82 91.11%
Bank of Jordan 78 70 89.74%
Cairo Amman Bank 74 69 93.24%
Jordan Ahli Bank 56 52 92.85%
Total 419 384 91.6%
210
4.2 Data Collection

4.2.1 Instruments of the Study
Primary data: The data will be collected from respondent through the questionnaire that will be used later.
Based on literature, the questionnaire was developed by the researcher to collect data from the sample of the
study, it's divided to three main parts; the first part is about demographic variables such as (age, gender,
nationality, marital status, level of education and bank name), the second part is related to the independent
variables questions, and the third part is about the dependent variable , that's in addition to the key question to
figure out and include only those who experienced any problem with the banks under study.
Secondary data: the data will be collected through (books, articles, journals, websites, and also case studies)
referred to the study.
4.2.2 Measurement Scale
Likert five scales will be applied in asking the questionnaire and measuring the study variables which is
organized as strongly disagree to strongly agree and which takes the weight of (1-5).
The current study will use different scale to measure the main variables (independent and independent variables),
scales will be used to measure the study constructs are drawn from the valuable literature, and are outlined in the
following Table 4:
Table 4. Supported literature for measurement scale

Variables Supported literature Variable measurement
Independent variable
Adopted from Kerr, 2004; McCollough, 2009; Wu, 2011; Measured by questions 1-5 In the questionnaire
Service recovery
Chuang, et al., 2012
Adopted from Rothenberger, Grewal& Iyer, 2008; Wu, 2011; Measured by questions 6-10 In the questionnaire
Service quality
Sadeh, et al, 2011; Rahman, Khan, & Haque, 2012; Lee. 2013
Switching cost Adopted from Johnston, 2001; Yang & Peterson, 2004; Lee. 2013 Measured by questions 11-16 In the questionnaire
Adopted from Kerr, 2004 ;McCollough, 2009; Chuang, et al., Measured by questions 17-21 In the questionnaire
Service failure
2012
Service guarantee Adopted from Kerr, 2004; Yang & Peterson, 2004 Measured by questions 22-26 In the questionnaire
Adopted from Yang & Peterson, 2004; Wu, 2011; Sadeh, et al, Measured by questions 27-30 In the questionnaire
Perceived value
2011; Lee. 2013
Dependent variable
Adopted from Naser, Jamal, &AL-Khatib, 1999; Johnston, 2001; Measured by questions 31-37 In the questionnaire
Customer satisfaction. Wu, 2011; Sadeh, et al, 2011; Alshurideh, Masa'deh and Alkurdi,
2012; Rahman, Khan, & Haque, 2012; Lee. 2013
4.3 Validity of the Study

Validity for the questionnaire was evaluated from four members of the marketing department from Applied
Science Private University and one member of the marketing department from Mu’ta University and some of the
questions were modified or deleted.
4.4 Reliability of the Study
Study Reliability was calculated by using test pre-test method, in which the researcher applies the study tool on a
sample of 50 customers of the sample, after three weeks the same sample was tested again, the stability degree
was 40% by using stability test; Cronbach’s alpha technique was used for this purpose, and it's value for all of
the domains was (0.860) as shown in Table 5:
211
Table 5. Reliability analysis for the study domains

The Domain Cronbach’s Alpha
Over all dimensions 0.860

Complaint handling 0.864
Customers satisfaction 0.912
Source: This table was developed based on SPSS analysis.
4.5 Data Analysis Tools

A) The tools of describing and diagnosing the study variables:
- Frequency: used to review the study sample answers;
- Percentages: show the proportion of answers for a particular variant of the total answers;
- Mean: displays the average answers to a particular variable;
- Standard Deviation: shows the degree of dispersion of the answer from its mean.
B) Tools Used to Test Hypotheses:
- Simple regression: used to find the impact of the independent variable on the dependent variable;
- T test: used to find significant differences between the means of the variables of the study.
5. Study Sample Characteristics
The study sample characteristics analysis in Table 6 showed that the male were 214 and female 170, and also
showed that most respondents are between 18 to less than 30 years old, and the highest marital status
respondents were unmarried, and in the education section the bachelor degree got the highest number of
respondents, the highest respondents were housing bank, and that most respondents experience years in the
banking are less than 3 years.
Table 6. Frequency & percentage of sample subjects in terms of age, gender, marital status, education, and
banking experience
Variables Frequency Percent
Age
18 to less than 30 240 62.5
30 to less than 40 71 18.5
40 to less than 50 35 9.1
50 to less than 60 20 5.2
60 and above 18 4.7
Total (484) (100)
Gender
Male 214 55.7
Female 170 44.3
Total (384) (100)
Marital status Frequency Percent
Married 108 28.1
Unmarried 276 71.9
Total (384) (100)
212
Level of Education Frequency Percent

High school and less 46 12
Bachelor Degree 264 68.8

High Education 74 19.3
Total (384) (100)
Bank Name Frequency Percent

Housing bank 111 28.9
Arab bank 82 21.4
Jordan bank 70 18.2

Cairo Amman bank 69 18
Ahli bank 52 13.5
Total (384) (100)
Experience Frequency Percent
Less than 3 years 147 38.5
3-6 years 132 34.4
7-10 years 33 8.6
More than 10 years 72 18.8
Total ( 384) (100)
Source: This table was developed based on the SPSS analysis.
5.1 Description of Study Variables

The researcher used the interval scale method based on Likert's Five-Point scale which is ranged from (1) Point,
(strongly disagree). (2) Points, (disagree). (3) Points, (neutral). (4) Points, (agree). (5) Points, (strongly agree)
according to this formula: 5-1/5=0.8.
Figure 2. Response scale
Table 7. Response scale

Scale Rate
1 - 1.8 Very Low
1.81 - 2.61 Low

2.62 - 3.42 Moderate
3.43 - 4.23 High

4.24 - 5 Very High
Also the researcher computed the means for all domains, as shown in Table 8 below:
213
Table 8. Means and standard deviations for the whole study variables
Item Mean Std. Deviation Degree of Agreement
Complaints' handling 3.30 .66607 Moderate

Service recovery 3.2792 .93707 Moderate
Service quality 3.4359 .87475 High
Switching cost 3.3950 .66903 Moderate
Service failure 3.4536 .81624 High
Service guarantee 3.1323 .89092 Moderate
Perceived value 3.1283 .96071 Moderate
Customer satisfaction 3.4676 .88185 High
Source: This table was developed based on the SPSS analysis.
From the previous Table 7 the grand mean for the domain variables were from (3.12) to (3.45), which service
failure got the highest mean (3.45) and standard deviation of (.81624),the second rank was service quality with
the mean of (3.43) and standard deviation (.87475). Also the table showed that the perceived value was of (3.12)
and standard deviation of (.96071) and was the lowest mean.
Complaints' handling
The analysis indicated that the mean for the domain of complaints handling was (3.30) and standard deviation
(.66607).
Customers' satisfaction
The analysis illustrated that the mean for customer satisfaction was (3.4676) and standard deviation (.88185).
5.2 Testing the Study Hypotheses
The researcher will test the study hypotheses and answer their questions in light of the previously mentioned
ones.
Testing the first main hypothesis:
Ho.1: there is no statistically significant impact of the overall collective dimensions of complaints'
handling on customers' satisfaction.
To test this hypothesis, the researcher computed the multiple linear regressions, as shown in the following table:
Table 9. The impact of overall complaints' handling on customers' satisfaction

Independent Variable β T Sig decision
Complaints' handling .784 24.645 .000 Reject
(R= .784; R .614; F= 607.392); * significant level of P ≤ 0.05
2=
Source: this table was developed based on the SPSS analysis.
Multiple regression was performed and the results in Table 9 showed that the impact of the overall dimensions of
the complaints' handling on the customers' satisfaction was (R= 78.4%), and the coefficient of determination (R2)
showed that the explained difference percentage in the customer satisfaction because of the impact of complaints'
handling is not less than (61.4%) of the total differences in customers' satisfaction and the remaining percentage
is equal to (38.6%) representing contribution percentage of the excluded variables that were not included in the
study model as it shown in Table 9.
The value of computed (F=607.392). In addition to significance level of (0.000).
This indicates that the curve of regression is good in explaining the impact of complaints' handling and
customers' satisfaction.
The results of the simple regression analysis showed that there is positive impact of the overall complaints'
handling on customers' satisfaction, (β= .784) at level of significance (0.000). Accordingly the researcher rejects
214
the null hypothesis and accepts the alternative hypothesis which is:
There is a statistically significant impact of the overall dimensions of complaints' handling on customers'
satisfaction.
H0.1.1: there is no statistically significant impact of service recovery on customers' satisfaction.
To test this hypothesis, the researcher computed the simple linear regression, as shown in the following table:
Table 10. The impact of Service recovery on customers' satisfaction

Independent Variable β T Sig Decision
Service Recovery .621 15.468 .000 Reject
(R= .621; R2 = .358; F= 239.269); * significant level of P ≤ 0.05
Simple regression was performed and the results in Table 10 showed that the impact of the service recovery on
the customers' satisfaction was (R= 62.1%), and the coefficient of determination (R2) showed that the explained
difference percentage in the customers' satisfaction because of the impact of complaints' handling is not less than
(35.8%) of the total differences in customers' satisfaction and the remaining percentage is equal to (64.2%)
representing contribution percentage of the excluded variables that were not included in the study model as it
shown in Table 10.
The value of computed (F=239.269).In addition to significance level of (0.000).
This indicates that the curve of regression is good in explaining the impact of service recovery on customers'
satisfaction
The results of the simple regression analysis showed that there is positive impact of the service recovery on
customers' satisfaction, (β= .621) at level of significance (0.000). Accordingly the researcher rejects the null
hypothesis and accepts the alternative hypothesis which is:
There is a statistically significant impact of service recovery on customers' satisfaction.
H0.1.2: there is no statistically significant impact of service quality on customers' satisfaction.
Table 11. The impact of service quality on customers' satisfaction

Service quality .682 18.201 .000 Reject
2=
Simple regression was performed and the results in Table 11 showed that the impact of the service quality on the
customers' satisfaction was (R= 68.2%), and the coefficient of determination (R2) showed that the explained
difference percentage in the service quality because of the impact of complaints' handling is not less than (46.4%)
of the total differences in customers' satisfaction and the remaining percentage is equal to (53.6%) representing
contribution percentage of the excluded variables that were not included in the study model as it shown in Table
11.
This indicates that the curve of regression is good in explaining the impact of service quality on customers'
satisfaction
The results of the simple regression analysis showed that there is positive impact of the service quality on
There is a statistically significant impact of service quality on customers' satisfaction.
215
H0.1.3: there is no statistically significant impact of switching cost on customers' satisfaction.

Table 12. The impact of switching cost on customers' satisfaction

Switching cost .238 4.779 .000 Reject

2=
Simple regression was performed and the results in Table 12 showed that the impact of the switching cost on the
customers' satisfaction was (R=23.8%), and the coefficient of determination (R2) showed that the explained
difference percentage in the customers' satisfaction because of the impact of switching cost is not less than (5.6%)
of the total differences in customers' satisfaction and the remaining percentage is equal to (94.4%) representing
contribution percentage of the excluded variables that were not included in the study model as it shown in Table
12.
This indicates that the curve of regression is good in explaining the impact of switching cost on customer
satisfaction
The results of the simple regression analysis showed that there is positive impact of the switching cost on
There is no statistically significant impact of switching cost on customers' satisfaction.
H0.1.4: there is no statistically significant impact of service failure on customers' satisfaction.
Table 13. The impact of service failure on customers' satisfaction

Service failure .546 12.733 .000 reject
(R= .546; R2 = .298; F= 162.118); * significant level of P ≤ 0.05
Simple regression was performed and the results in Table 13 showed that the impact of the service failure on the
customers' satisfaction was (R=54.6%), and the coefficient of determination (R2) showed that the explained
difference percentage in the customers' satisfaction because of the impact of service failure is not less than
(29.8%) of the total differences in customers' satisfaction and the remaining percentage is equal to (70.2%)
shown in Table 13.
This indicates that the curve of regression is good in explaining the impact of service failure on customers'
satisfaction
The results of the simple regression analysis showed that there is positive impact of the service failure on
There is a statistically significant impact of service failure on customers' satisfaction.
H0.1.5: there is no statistically significant impact of service guarantee on customers' satisfaction.
216
Table 14. The impact of service guarantee on customers' satisfaction

Service guarantee .749 22.065 .000 reject

2=
Simple regression was performed and the results in Table 14 showed that the impact of the service guarantee on
the customers' satisfaction was (R=74.9%), and the coefficient of determination (R2) showed that the explained
difference percentage in the customers' satisfaction because of the impact of service guarantee is not less than
(56%) of the total differences in customers' satisfaction and the remaining percentage is equal to (44%)
shown in Table 14.
This indicates that the curve of regression is good in explaining the impact of service guarantee and customer
satisfaction.
The results of the simple regression analysis showed that there is positive impact of the service guarantee on
There is a statistically significant impact of service guarantee on customers' satisfaction.
H0.1.6: there is no statistically significant impact of perceived value on customers' satisfaction.
Table 15. The impact of perceived value on customers' satisfaction

Perceived value .710 19.715 .000 reject
2=
Simple regression was performed and the results in Table 15 showed that the impact of the perceived value on
the customers' satisfaction was (R=71%), and the coefficient of determination (R2) showed that the explained
difference percentage in the customers' satisfaction because of the impact of perceived value is not less than
(0.504) of the total differences in customers' satisfaction and the remaining percentage is equal to (49.6%)
shown in Table 15.
This indicates that the curve of regression is good in explaining the impact of perceived value on customers'
satisfaction.
The results of the simple regression analysis showed that there is positive impact of the perceived value on
There is no statistically significant impact of perceived value on customers' satisfaction.
6. Results Discussion and Recommendations
6.1 Results
This chapter includes the discussion of the results, and based on the results, findings and discussions the
researcher is suggesting some related recommendations. From the researchers' point of view and based on the
results which shows a strong impact of the customer's complaints' handling on customers' satisfaction. The
complaints' handling is very important because it provides information that can improve the service and is
resolves issues of dissatisfaction. These results give us a picture of how is important these factors to such banks.
217
From the study results, it showed that the means for the (Service Quality, Service Failure, and customer's
satisfaction) domains were ranked High; with customer's satisfaction was the highest rank then the service
Failure then the Service Quality.
In contrast, the results showed that both domains perceived value and service guarantee were at the lowest rank,
but still moderate in the ranking degree scale.
The study has shown that all of the complaint handling factors(service recovery, service quality, switching cost,
service failure, service guarantee and perceived value) have an affect on customers' satisfaction, and this finding
is compatible with the study of (Johnston, 2001). The study results show that there is a statistically significant
impact of the overall dimensions of complaint handling on the customer’s satisfaction.
The study has shown that service recovery has an affect on customers' satisfaction, and this finding is consisted
with the study of (Chuan et al., 2012) and also it's incompatible with the study of (Wu, 2011). The study results
show that there is a statistically significant impact of service recovery on the customer’s satisfaction.
Also the result of this study showed that service quality affect on customers' satisfaction, and this study is
compatible with the finding of (Rahman et al., 2012) and also it's incompatible with the finding of (Wu, 2011).
The study results show that there is a statistically significant impact of service quality and the customer’s
satisfaction.
For the switching cost, the result of this study showed that switching cost affects on customers' satisfaction, and
this study is compatible with the study of (Lee, 2013). The study results show that there is a statistically
significant impact of switching cost on the customers' satisfaction.
The study has shown that service failure affects on customers' satisfaction, and this study is compatible with the
study of (Chuang et al., 2012). The study results show that there is a statistically significant impact of service
failure on the customer’s satisfaction.
The study has shown that service guarantee affects on customers' satisfaction, and this study is compatible with
the study of (Kerr, 2004). The study results show that there is a statistically significant impact of service
guarantee on the customer’s satisfaction.
And finally the study has shown that perceived value affects on customers' satisfaction, and this study is
compatible with the study of (Yang & Peterson, 2004). The study results show that there is a statistically
significant impact of perceived value on the customer’s satisfaction.
6.2 Recommendations
Since all independent variables which are considered to be subsets of the main independent domain have positive
significant impact on customers' satisfaction, and based on the study's findings and results as well discussion and
implications in regards to the attitudes of customers toward their banks, the researcher suggest the following
recommendations for the commercial banks in Jordan to pay more attention to the seriousness of the above
variables or factors effect, and try to enhance all practices and related activities of which may decrease
customers' complaints and strengthening the relationship with their customers through leveling up the quality of
services provided to customers, and handling complaints in more effective way. In precise, many list the
additional following recommendations:
1) The researcher recommends commercial banks in Jordan to respond effectively to banking services' failure
which would reflect the service quality positively and therefore customers' satisfaction.
2) The researcher recommends commercial banks in Jordan to provide high service quality to their customers.
3) Commercial banks in Jordan are recommended to adopt more effective ways to enhance receiving
complaints reliably.
4) Commercial banks in Jordan are recommended to open a special department for handling customers'
complaints in order to increase customers' satisfaction.
5) And finally, the researcher recommend that some other related or of the same nature to be conducted on
other businesses in the service industry in Jordan.
7. Limitation of the Study
The researcher has faced some limits classified as follows:
1) Human limits: represented by the clients of the commercial banks in Jordan.
2) Time limit: the academic year of 2013-2014.
218
3) Place limits: commercial banks in Amman.

This research has only main limitation:
The difficulty which the researcher faced to seek the customers that faced problems with banking services
provided by commercial banks in Jordan.
References
Aburoub, A. S., Hersh, A. M., & Aladwan, K. (2011). Relationship between Internal Marketing and Service
Quality with Customers' Satisfaction. International Journal of Marketing Studies, 3(2).
Allerd, A. T. (2001). Employee’s Evaluations of Service Quality at Banks and Credit Unions. The International
Journal of Banking, 19(4), 179–185.
Alshurideh, M., Masa'deh, R., & Alkurdi, B. (2012). The Effect of Customer Satisfaction upon Customer
Retention in the Jordanian Mobile Market: An Empirical Investigation. European Journal of Economics,
Finance and Administrative Sciences, 47, 69–78.
Alvarez, I., Casielles, R., & Martin, A. (2011). Analysis of The Role of Complaint Management in The Context
of Relationship Marketing. Journal of Marketing Management, 27(1–2).
Berry, L. L., Valerie, A. Z., & Parasuraman, A. (1990). Five Imperatives for Improving Service Quality. Sloan
Management Review, Summer, 29–38.
Boshoff, C. (2012). Can Service Firms Overdo Service Recovery? An Assessment of Non-linearity in Service
Recovery Satisfaction. S. Afr. J. Bus. Manage. 43.
Burnham, T. A., Frels, J. K., & Mahajan, V. (2003). Consumer Switching Costs: A Typology, Antecedents, and
Consequences. Journal of the Academy of Marketing Science, 31(2), 109–126.
http://dx.doi.org/10.1177/0092070302250897
Chuang, S., Cheng, Y., Chang, C., & Yang, W. (2012). The Effect of Service Failure Types and Service Recovery
on Customer Satisfaction: A Mental Accounting Perspective. The Service Industries Journal, 32(2),
257–271. http://dx.doi.org/10.1080/02642069.2010.529435
Grewal, D., Monroe, K., & Krishnan, R. (1998). The Effects of Price-comparison Advertising on Buyers’
Perceptions of Acquisition Value. Journal of Marketing, 62(April), 46–59.
http://dx.doi.org/10.2307/1252160
Gronroos, C. (1988). Service Quality: The Six Criteria of Good Perceived Service Quality. Review of Business,
9(1), 10–13.
Hasan, S., Raheem, S., & Subhani, M. (2011). Measuring Customer Delight: A Model for Banking Industry.
European Journal of Social Sciences, 22(4), 510–518.
Hays, J., & Hills, A. (2006). An Extended Longitudinal Study of the Effects of a Service Guarantee. Production
and Operations Management Society, 15(1).
Holbrook, M. B. (1994). The Nature of Customer Value: an Anthology of Services in the Consumption
Experience. Service quality: new directions in theory and practice (pp. 21–71). Thousand Oaks, CA.
Johnson, R. (1995). Service Failure and Recovery: Impact, Attributes and Processes. Advances in Services
Marketing and Management: Research and Practice, (4), 211–228.
http://dx.doi.org/10.1016/S1067-5671(95)04025-0
Johnston, R. (2001). Linking Complaint Management to Profit. International Journal of Service Industry
Management, 12(1), 60–69. http://dx.doi.org/10.1108/09564230110382772
Jones, M. A., Reynolds, K. E., Mothersbaugh, D. L., & Beatty, S. E. (2007). The Positive and Negative Effects
of Switching Costs on Relational Outcomes. Journal of Service Research, 9(4), 335–355.
http://dx.doi.org/10.1177/1094670507299382
Kantamneni, S., & Coulson, K. (1996). Measuring Perceived Value: Scale Development and Research Findings
from a Consumer Survey. Journal of Marketing Management, 6(2), 72–86.
Kotler, P. (2000). Marketing Management (10th ed.). New Jersey: Prentice-Hall.
Kozub, K. A. (2008). The Effects of Service Recovery Satisfaction on Customer Loyalty and Future Behavioral
Intentions. Unpublished dissertation, Auburn University.
Lee, H. (2013). Major Moderators Influencing the Relationships of Service Quality, Customer Satisfaction and
219
Customer Loyalty. Asian Social Science, 9(2). http://dx.doi.org/10.5539/ass.v9n2p1

Lovelock, C., & Wirtz, J. (2011). Services Marketing (7th ed.). Boston: Prentice Hall.
Malhotra, N. K. (2010). Marketing Research (6th ed.). New Jersey: Prentice Hall.
McCollough, M. (2009). The Recovery Paradox: The Effect of Recovery Performance and Service Failure
Severity on Post-Recovery Customer Satisfaction. Academy of Marketing Studies Journal, 13(1).
McCollough, M. A., Berry, L. L., & Yadav, M. S. (2000). An Empirical Investigation of Customer Satisfaction
after Service Failure and Recovery. Journal of Service Research, 3(2), 121–137.
http://dx.doi.org/10.1177/109467050032002
Meng, J., & Elliott, K. (2007). Investigating Structural Relationships Between Service Quality, Switching Costs,
and Customer Satisfaction. Journal of Applied Business and Economics.
Naser, K., Jamal, M., & Al-Khatib, K. (1999). Islamic banking: a Study of Customer Satisfaction and
Preferences in Jordan. International Journal of Bank Marketing, 17, 135–151.
http://dx.doi.org/10.1108/02652329910269275
Parasuraman, A., Leonard, L. B., & Valarie, A. Z. (1991). Understanding Customer Expectations of Service.
Sloan Management Review, Spring, 39–48.
Rahman, M., Khan, A., & Haque, M. (2012). A Conceptual Study on the Relationship between Service Quality
towards Customer Satisfaction: Servqual and Gronroos’s Model Perspective. Asian Social Science, 8(13).
http://dx.doi.org/10.5539/ass.v8n13p201
Rothenberger, S., Grewal, D., & Iyer, G. (2008). Understanding the Role of Complaint Handling on Consumer
Loyalty In Service Relationships. Journal of Relationship Marketing, 7.
http://dx.doi.org/10.1080/15332660802516029
Sadeh, E., Mousavi, L., Gargaz, M., & Sadeh, S. (2011). The Structural Model of E-service Quality, E-customer
Satisfaction, Trust, Customer Perceived Value and E-loyalty. Australian Journal of Basic and Applied
Sciences, 5(3), 532–538.
Schiffman, L. G., & Kanuk, L. L. (2007). Consumer behavior (9th ed.). New Jersey: Prentice Hall.
Sekaran, U., & Bougie, R. (2009). Research Methods for Business A Skill-Building Approach (5th ed.). John
Wiley and Sons.
Sheth, J. N., Newman, B. I., & Gross, B. L. (1991). Why We Buy What We Buy: a Theory of Consumption
Values. Journal of Business Research, 22(2), 159–170. http://dx.doi.org/10.1016/0148-2963(91)90050-8
Sunayana. (2013). Service Quality versus Customer Satisfaction in Banking Sector: A Literature Review.
Journal of Marketing Management, 13(4).
Tax, S. S., Brawn, S., & Chandrashekaran, M. (1998). Customer Evaluation of Service Complain Experiences:
Implications For Relationship Marketing. Journal of Marketing, 62, 60–76.
http://dx.doi.org/10.2307/1252161
Wu, K. (2011). Customer Loyalty Explained by Electronic Recovery Service Quality: Implications of the
Customer Relationship Re-Establishment for Consumer Electronics E-Tailers. Contemporary Management
Research, 7(1).
Yang, Z., & Peterson, R. (2004). Customer Perceived Value, Satisfaction and Loyalty: The Role of Switching
Cost. Psychology & Marketing, 21, 99–822. http://dx.doi.org/10.1002/mar.20030
Copyrights
Copyright for this article is retained by the author(s), with first publication rights granted to the journal.
This is an open-access article distributed under the terms and conditions of the Creative Commons Attribution
license (http://creativecommons.org/licenses/by/3.0/).
220

1 SM PDF

Uploaded by

Copyright:

Available Formats

1 SM PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

1 SM PDF

Uploaded by

Copyright:

Available Formats

International Business Research; Vol. 7, No.

The Impact of Complaints' Handling on Customers' Satisfaction:

Independent Variable Dependent Variable

switching cost Customer Satisfaction

2.1.3 Switching Costs

Table 1. No. of branches by the banks

The Housing Bank for Trade & Finance 601

Source (Abj, 2011).

Table 2. Distribution of the clients by the banks

The Housing Bank for Trade & finance 111

*Number of clients calculated based on the Formula:

4.2 Data Collection

Table 4. Supported literature for measurement scale

4.3 Validity of the Study

Table 5. Reliability analysis for the study domains

Over all dimensions 0.860

Source: This table was developed based on SPSS analysis.

4.5 Data Analysis Tools

Level of Education Frequency Percent

Bachelor Degree 264 68.8

Bank Name Frequency Percent

Jordan bank 70 18.2

Source: This table was developed based on the SPSS analysis.

5.1 Description of Study Variables

Figure 2. Response scale

Table 7. Response scale

1 - 1.8 Very Low

1.81 - 2.61 Low

3.43 - 4.23 High

Complaints' handling 3.30 .66607 Moderate

Table 9. The impact of overall complaints' handling on customers' satisfaction

Source: this table was developed based on the SPSS analysis.

Table 10. The impact of Service recovery on customers' satisfaction

Table 11. The impact of service quality on customers' satisfaction

Source: this table was developed based on the SPSS analysis.

H0.1.3: there is no statistically significant impact of switching cost on customers' satisfaction.

Table 12. The impact of switching cost on customers' satisfaction

Switching cost .238 4.779 .000 Reject

(R= .238; R .056; F= 22.839); * significant level of P ≤ 0.05

Source: this table was developed based on the SPSS analysis.

Table 13. The impact of service failure on customers' satisfaction

Table 14. The impact of service guarantee on customers' satisfaction

Service guarantee .749 22.065 .000 reject

Source: this table was developed based on the SPSS analysis.

Table 15. The impact of perceived value on customers' satisfaction

Source: this table was developed based on the SPSS analysis.

3) Place limits: commercial banks in Amman.

Customer Loyalty. Asian Social Science, 9(2). http://dx.doi.org/10.5539/ass.v9n2p1

You might also like