Introduction Customer satisfaction in the banking industry revolves around receiving a positive feedback regarding aspects such as staff conduct, credibility, communication and access to banking services whether through online banking or teller services. These factors represent the final dimensions of service quality that satisfy the customers. There are also the intangible aspects of the staff-customer interface. These intangible aspects include the implementation of a helpful, caring, and friendly and a committed approach among the members of the bank staff. Indeed, a positive experience in the area staff-customer interaction was the key to maintaining a high level of customer satisfaction. In a way, the bank customers respond positively to the customer-oriented, high-touch, and an intangible service quality criteria in an age of increased automation. The Chase Bank acknowledges that the critical dimensions of bank service quality and their implementation in practical business terms varies as the customer profiles and customer experiences evolve. Some studies have found that bank service quality expectations vary by segments and by countries (Arasli et al., 2005), and by time. It is possible that the saliency of bank service quality dimensions may be situational and may also adapt as the context changes. The ‘speed of service’ reflects differences resulting from both customer characteristics and exposure to high-tech banking practices. For example, a customer-Oriented service expectation is affected by the variation depending on the characteristics of the customers, culture, and the business context. Generally speaking, customers expect to be attended by the service personnel with promptness, attention and respect (Arasli, et. al., 2005).
Other studies noted that the factors of ‘speed of service’ and a ‘friendly’ service staff support the over-all