THE UNIVERSITY OF DA NANG

UNIVERSITY OF ECONOMICS
BANKING DEPARTMENT

GRADUATION PAPER
Title:
DETERMINANTS OF PERSONAL CUSTOMER
SATISFACTION ON WAGE PAYMENT THROUGH
ACCOUNT SERVICE AT VIET NAM JOINT STOCK
COMMERCIAL BANK FOR INDUSTRY AND TRADE
(VIETINBANK) – THUA THIEN HUE BRANCH

Student’s name: Ton Nu My Duyen

Academic advisor: PhD. Ho Huu Tien

Class: 38K07-CLC

Da Nang, 2016
 THE UNIVERSITY OF DA NANG

UNIVERSITY OF ECONOMICS

GRADUATION PAPER

Title:

DETERMINANTS OF PERSONAL CUSTOMER SATISFACTION ON WAGE

PAYMENT THROUGH ACCOUNT SERVICE AT VIET NAM JOINT STOCK
COMMERCIAL BANK FOR INDUSTRY AND TRADE (VIETINBANK) –
THUA THIEN HUE BRANCH

By

Ton Nu My Duyen

A graduation paper submitted in partial fulfillment of the requirements for the degree of
Bachelor of Economics

Class: 38K07-CLC

Specialization: Banking

Academic advisor: PhD. Ho Huu Tien

Da Nang, 2016
 ABSTRACT
The research was conducted to identify the determinants of personal customer
satisfaction on wage payment through account service at VietinBank – Thua Thien Hue
Branch. SERVPERF model was used in this research. The findings suggested that there
was difference in assessing level of satisfaction between man and woman. People in
different level of education also proved the dissimilarity in rating level of satisfaction.

The results of this research showed that from the 6 initial components that the author
proposed, after processing data, these 6 components were transformed and grouped into 5
components which were named F1, F2, F3, F4, F5 in turn. F1 included Tangibility and
Reliability component, F2 consisted of Empathy and Prices component, F3 was the
component representing for the time and the consistence in delivering service, F4
represented for staff’s professional knowledge and F5 stood for the quality of ATMs
system. F1 was the component which had the greatest impact on personal customer
satisfaction for wage payment through account service. There were limitations in this
research: the scope of the study only carried out for individual customers of VietinBank -
Thua Thien Hue Branch, therefore, the ability to generalize is not high and the model that
I proposed in this research was only appropriate at 59.3% level. Hence, future studies are
needed to better the results.
 ACKNOWLEDGEMENT
I am using this opportunity to express my gratitude to everyone who has supported me
throughout the time of doing this graduation paper. I am thankful for their aspiring
guidance and friendly advice during the process of conducting this graduation paper.

Firstly, I would like to express my sincere gratitude to my advisor PhD. Ho Huu Tien and
Mr. Hoang Van Khoa (Head of Retail Banking Department – VietinBank Thua Thien
Hue Branch) for their continuous support of my graduation paper and related research,
for their patience, their conscientious, their advice and their immense knowledge. Their
guidance helped me a lot during the time I conduct this research. I’ve learnt a lot of worth
things from them. Once again I want to send my deepest thanks to PhD. Ho Huu Tien and
Mr. Hoang Van Khoa for helping me in the last 4 months.

Secondly, I would like to thank my uncle Phan Thanh Nhat and his wife Tran Thi Phong
Thu for their greatest care. If it hadn’t been for their help, I wouldn’t have had everything
today. They like my second father and mother. Thanks for caring me during 4 years of
studying at Da Nang University of Economics. I want to send the sincerest gratitude to
them.

My sincere thanks also go to sis Ngo Thuy Trang, sis Vo Khanh Linh, sis Cung Diem My
and sis Hoai Linh Nguyen for their precious support. Thanks for always by my side,
encouraging me whenever I felt down. Sometimes, this graduation paper made me feel
depressed; all of you appeared and gave me strength to fight with it. I really want to send
them big hug and big kisses to thank for their honest help. I love you all.

I am fortune to have many great best friends, among them are Le Quang Hong Minh,
Dang Ngoc Minh Tam, Hoang Le Bich Ngoc and Ton Nu Thuy Duyen, thanks for all the
fun they gave to me in the last four months of doing this research. Thanks for enlighting
me, making me smile all day when I feel sad. All you guys gave me great motivation,
appeared promptly whenever I need your help. Thanks for being my friends. I feel like
I’m the happiest person in the world because I have you, my best friends.

Last but not least, I want to thank my family: my parents, my brother and my sister for
supporting me spiritually during the time of writing this graduation paper. Thanks for
your sacrifices and understanding. You’re definitely, the most important people in my
life.

Once again, thank you so much!!!

 TABLE OF CONTENTS
LIST OF ABBREVIATION ................................................................................................ 9
LIST OF TABLES............................................................................................................. 10
LIST OF FIGURES ........................................................................................................... 11
INTRODUCTION ............................................................................................................. 12
1. The motivation of the research topic ....................................................................... 12
2. Objectives of the study ............................................................................................ 13
3. Research questions ..................................................................................................... 13
4. Objects and scope of research .................................................................................... 13
5. Applied methods ........................................................................................................ 13
6. The structure of the paper .......................................................................................... 14
CHAPTER 1 ...................................................................................................................... 14
LITERATURE REVIEW .................................................................................................. 14
1.1. AN OVERVIEW OF WAGE PAYMENT THROUGH ACCOUNT SERVICE 14
1.1.1. Definition of service ......................................................................................... 15
1.1.2. The characteristics of service............................................................................ 15
1.1.3. Definition and characteristics of the wage payment through account service . 16
1.2. CUSTOMER SATISFACTION ............................................................................. 17
1.2.1. Definition .......................................................................................................... 17
1.2.2. Classification of customer satisfaction ............................................................. 18
1.2.3. The relationship between service quality and customer satisfaction ................ 19
1.2.4. The difference between service quality and customer satisfaction .................. 20
1.3. SOME RESEARCH MODELS ON QUALITY SERVICE AND CUSTOMER
SATISFACTION ........................................................................................................... 20
1.3.1. SERVQUAL model (Parasuraman et al., 1988) ............................................... 20
1.3.2. SERVPERF model (Cronin and Taylor, 1992) ................................................ 21
1.3.3. FSQ and TSQ Model (Gronroos, 1984)............................................................ 21
1.4. SOME EXPERIMENTAL RESEARCHES ON CUSTOMER SATISFACTION 22
 1.4.1. Overseas studies ................................................................................................ 22
1.4.2. Domestic studies ............................................................................................... 23
CONCLUSION FOR CHAPTER 1 .................................................................................. 25
CHAPTER 2 ...................................................................................................................... 26
DATA AND METHODOLOGY ...................................................................................... 26
2.1. INTRODUCTION OF WAGE PAYMENT THROUGH ACCOUNT SERVICE
OF VIETNAM JOINT STOCK COMMERCIAL BANK FOR INDUSTRY AND
TRADE (VIETINBANK) – THUA THIEN HUE BRANCH ....................................... 26
2.1.1. Summarizing the process of formation and development of VietinBank – Thua
Thien Hue Branch ....................................................................................................... 26
2.1.2. Management structure ...................................................................................... 27
2.1.3. Operational results of Viet Nam Joint Stock Commercial Bank for Industry and
trade (VietinBank) - Thua Thien Hue Branch ............................................................ 28
2.1.4 The business situation of wage payment through account service at VietinBank
- Thua Thien Hue Branch ........................................................................................... 30
2.2. RESEARCH PROCESS.......................................................................................... 32
2.3. PROPOSED RESEARCH MODEL ....................................................................... 33
2.3.1. Proposed research model .................................................................................. 33
2.3.2. The hypotheses for research model .................................................................. 34
2.3.3. Constructing the scale ....................................................................................... 34
2.3.4. Research methods ............................................................................................. 37
2.3.5. Research methodology...................................................................................... 37
2.4. DESCRIPTIVE ANALYSIS SAMPLE SURVEY................................................. 38
2.4.1. Demographic characteristics ............................................................................. 38
2.4.2. Job characteristics ............................................................................................. 38
2.4.3 Time using service characteristic....................................................................... 39
2.4.4. Descriptive statistics of the determinants of customer satisfaction .................. 39
CONCLUSION FOR CHAPTER 2 .................................................................................. 41
CHAPTER 3 ...................................................................................................................... 42
EMPIRICAL RESULTS ................................................................................................... 42
 3.1. SCALE ANALYSIS ............................................................................................... 42
3.1.1 Assessing the reliability of scale by Cronbach's alpha ...................................... 42
3.1.2 Exploratory factor analysis (EFA) ..................................................................... 43
3.2. ADJUSTING RESEARCH MODEL AND HYPOTHESES ................................. 45
3.2.1 Research model .................................................................................................. 45
3.2.2. Hypotheses ........................................................................................................ 45
3.3. VERIFYING RESEARCH MODEL ...................................................................... 46
3.3.1. Correlation analysis .......................................................................................... 46
3.3.2. Linear regression analysis ................................................................................. 46
3.3.3. ANOVA analysis .............................................................................................. 47
3.3.4. Descriptive statistics of the mean value of the scale ........................................ 48
3.4. RESULTS DISCUSSION ....................................................................................... 48
CONCLUSION FOR CHAPTER 3 .................................................................................. 50
CHAPTER 4 ...................................................................................................................... 51
CONCLUSIONS AND RECOMMENDATIONS ............................................................ 51
4.1. CONCLUSIONS ..................................................................................................... 51
4.2. RECOMMENDATIONS ........................................................................................ 52
4.2.1. For Viet Nam Joint Stock Commercial Bank for Industry and trade
(VietinBank) - Thua Thien Hue Branch ..................................................................... 52
4.2.2. For Head of Viet Nam Joint Stock Commercial Bank for Industry and trade
(VietinBank) ............................................................................................................... 54
4.2.3. For Government ................................................................................................ 54
4.3. RESEARCH LIMITATIONS AND DIRECTIONS FOR RESEARCH IN THE
FUTURE ........................................................................................................................ 55
CONCLUSION ................................................................................................................. 56
REFERENCES .................................................................................................................. 57
APPENDIX 1: QUESTIONNAIRE .................................................................................. 59
APPENDIX 2: DESCRIPTIVE STATISTICS RESULTS ............................................... 64
APPENDIX 3: THE RESULTS OF ASSESSING THE RELIABILITY OF SCALES
USING CRONBACH’S ALPHA ...................................................................................... 67
APPENDIX 4: THE RESULTS OF EXPLORATORY FACTOR ANALYSIS (EFA) ... 73
APPENDIX 5: REGRESSION ANALYSIS ..................................................................... 89
APPENDIX 6: THE RESULTS OF VERIFYING T-TEST AND ANOVA .................... 91
APPENDIX 7: STATISTICS OF MEAN VALUE OF FACTORS IN EACH SCALES 94
APPENDIX 8: STATISTICS OF SCALES’ MEAN VALUE ......................................... 98
APPENDIX 9: MEAN VALUE OF EACH SCALE IN THE MODEL ......................... 102
 LIST OF ABBREVIATION
VietinBank Viet Nam Joint Stock Commercial Bank For Industry and
Trade
Vietcombank Viet Nam Joint Stock Commercial Bank For Foreign Trade
Agribank Viet Nam Bank For Agriculture and Rural Development
BIDV Bank For Investment and Development of Viet Nam
HSBC Hong Kong and Shanghai Banking Corporation
ATM Automatic Teller Machine
POS Point of Sale
 LIST OF TABLES
Table 2.1 .......................................................................................................... 28
Table 2.1 .......................................................................................................... 29
Table 2.2 .......................................................................................................... 30
Table 2.3 .......................................................................................................... 35
 LIST OF FIGURES
Diagram 1.1 ..................................................................................................... 19
Diagram 1.2 ..................................................................................................... 21
Diagram 1.3 ..................................................................................................... 22
Diagram 2.1 ..................................................................................................... 32
Diagram 3.1 ..................................................................................................... 45
 INTRODUCTION
1. The motivation of the research topic
The process of regional and international economic integration has created many growth
opportunities for Viet Nam banks. However, we must also keep our eyes peeled for the
ever-increasing penetration of typical foreign banks such as: The Hong Kong - Shanghai
Banking Corporation (HSBC), Australia and New Zealand Banking Group Limited (ANZ
Bank), Citi Bank, etc… The infiltration of these foreign banks has put great pressure on
the market share of these domestic banks. Because, these foreign banks are large banks,
having strong financial potential, having the time of operation which is double than the
one of those banks in Vietnam and, above all, they have strong capacities of providing
customers with the convenience, based on their strength that is their technology systems
which are very modern and experienced. In order to survive and develop more in such
competitive environment, all the banks of Viet Nam are forced to devise appropriate
policies to attract customers.
In the capital structure of banks, mobilized capital plays a very important, strategic role
and decides the operational scale of banks. This leads to the banks’ attention on the
mobilized capital activities. Realizing the importance, the 20th directions of the Prime
Minister was released asking the Ministries, Ministry-level bodies, government agencies,
People's Committees and municipalities in collaboration with The State Bank of Vietnam
to implement and expand the wage payment through account service. This contributes to
create a potential market of mobilizing capital for commercial banks.
Wage payment through account service brings many benefits to the organizations in
general and employees of these organizations in private. In terms of organizations, wage
payment through account services helps them save time, count and check cash, operate
management cost, human resources. Simultaneously, organizations are no longer at risk
from the wage payment by cash as lacking wage of staff, counterfeit money, stolen or lost
during transporting. In terms of individual customers, wage payment through account
service helps customers save time, being safer than holding cash. In addition, customers
can also enjoy prescribed non-term interest rates by the banks providing services if
customers keep the money in the account.
In terms of society, wage payment through account service is a useful tool to restrict the
situation of corruption, limit the cash flow which helps the State Bank controls the
amount of cash in circulation to enforce the financial and monetary policies effectively.
Banks through the service of wage payment through account, indirectly, can attract a
large number of potential customers who can use the services they provide thereby,
giving a hand to increase their profits. Banks doesn’t directly distribute the wage payment
services to each individuals working for a certain organization, banks only work directly
with organizations, business and through this, banks will provide wage payment through
account to employees who work for this unit. However, the banks always want to
encourage customers, who already use the wage payment through account service, to
keep using this service so that the study of personal customer satisfaction is necessary
and consistent with the business strategy towards customers. How to bring the best
satisfaction to customers when using banking services in general and wage payment
through account service in particular is an urgent problem that the banks always want to
solve.
From these statements, along with the discover about the wage payment through account
service at the bank, I chose the topic "Determinants of personal customer satisfaction on
wage payment through account service at Viet Nam Joint Stock Commercial Bank for
Industry and Trade (VietinBank) - Thua Thien Hue Branch. "

2. Objectives of the study

• Systemizing the basic theories of the factors affecting customer satisfaction for the
wage payment through account service of commercial banks.
• Measuring personal customer satisfaction for the service of wage payment through
account at VietinBank - Thua Thien Hue Branch by the appropriate model.
• Determining the extent of influence of each factor on the satisfaction of individual
customer for wage payment through account service at VietinBank - Thua Thien Hue
Branch.

3. Research questions
• What is the level of personal customer satisfaction for the wage payment through
account service at VietinBank- Thua Thien Hue Branch?
• What are the factors affecting the satisfaction of individual customer for wage payment
through account service at VietinBank - Thua Thien Hue Branch?
• What is the extent of influence of each factor to the satisfaction of individual customers
for wage payment through account service at VietinBank - Thua Thien Hue Branch?

4. Objects and scope of research

• The object of the research is the factors that affect individual customer satisfaction
when using the service of wage payment through account at VietinBank - Thua Thien
Hue Branch.
• The scope of the study is personal customers who have been using wage payment
through account service at VietinBank - Thua Thien Hue Branch.

5. Applied methods
The methods used in the process of implementing the study include:
- Method of history: from the material sources, information the author described the
process of formation and development of the wage payment through account service.
- Method of investigation: the author conducted the survey on individuals who are using
wage payment through account service at VietinBank - Thua Thien Hue Branch to get the
necessary inputs so that the author can start processing data and building the model.
- Method of descriptive statistics: the author reckons the input data, thereby, bringing out
the analysis and summarizing data.
- Method of quantitative research method: used to serve for shaping the model of
personal customer satisfaction for wage payment through account service at VietinBank -
Thua Thien Hue Branch.

6. The structure of the paper

Except for the introduction and conclusion, the paper is divided into 4 chapters, as
follows:
Chapter 1: Literature review
Chapter 2: Data and methodology
Chapter 3: Empirical results
Chapter 4: Conclusion and recommendations

CHAPTER 1

LITERATURE REVIEW
1.1. AN OVERVIEW OF WAGE PAYMENT THROUGH ACCOUNT
SERVICE
1.1.1. Definition of service
Service is a popular concept in marketing and business. At the moment, there are many
different definitions of service. Some scholars defined service from service
characteristics. Famous marketing scholar Philip Kotler defined service as follows, “A
service is any act or performance that one party can offer to another that is essentially
intangible and does not result in the ownership of anything. Its production may or may
not be tied to a physical product”. According to Valarie Zeithaml and Mary J A Bitner
(2000) "service is the act, process, and the way that a certain task is performed in order to
create value for customers to use to satisfy their needs and expectations".

1.1.2. The characteristics of service

Service is a "special product" which has many characteristics being different from other
ordinary commodities. There are 5 basic characteristics that distinguish goods from
service. These characteristics make the service become difficult to quantify and can not
be identified by the naked eyes.
a. Tangibility
Physical products in the store are widely displayed for customers to see, feel, touch,
weigh or sniff at before deciding whether or not to buy.
Comparing this with the choice of the service, for example, an insurance policy, you
cannot touch, see or smell the products before choosing, although clearly you can make
some assessment based on past experience, word of mouth, or even the location and
decor of the insurance office. The intangible nature of most services gives rise to special
problems both for suppliers and consumers.
b. Inseparability
For service, inseparability shown in the process of production and consumption can not
be divided clearly. These two processes usually together take place at the same time. In
the other words, the association of these two processes makes the service become
complete.
c. Variability
In the production and marketing of physical products, companies have increasingly paid
special attention to ensure consistency in quality, feature, packaging, and so on.
However, not all customers can be sure that every bottle of Coke he/she buys even in a
life-time of purchase, will not vary. The provision of services, however, invariably
includes a large measure of the “human element”.
Indeed, with many services, we are purchasing nothing else but the skills of the suppliers.
Because of this, it is often very difficult for both supplier and consumer to ensure a
consistent “product” or quality of service.
d. Unpreservable characteristic
Service exists only during the period in which it is provided and ends shortly after.
Therefore, the service can not be mass-produced to be stored, when there arises demands,
it can’t be sold like other physical products.
e. Non-ownership
The final distinguish feature of a service is that, unlike a physical product, the consumer
does not secure ownership of the service. Rather the customer pays only to secure access
to or use of the service. With banking services, although the customer may be given a
cheque book, credit card, etc, they serve only to allow customer to make use of what he
or she is actually buying, namely, bank services.

1.1.3. Definition and characteristics of the wage payment through account

service
Wage payment through account service is a service that wage is paid automatically for
the workers and employees from the account of the unit which cooperates with the bank
to the account of each employee opened at this bank.

In Vietnam, on 24/8/2007, the Prime Minister issued the Direction No. 20/2007 / CT-TTg
about the wage payment through account for the officials who get paid from the state
budget, requested the Ministries and Ministerial-level agencies, agencies directly under
the government, People's Committees of provinces and cities directly under the central
government implement the wage payment through account for the people who received
wage from the State budget. The content of the 20th direction of the government is as
follows:
The subjects whose wage are paid through account including: Officials, public servants
and employees who get paid from the State budget; officers, noncommissioned officers,
professional soldiers, national Defense workers and employees and contractual labors of
the Ministry of National Defense and Ministry of Public Security and other entities get
paid from the State budget.

The wage payment through account was conducted through two steps: from 01/01/2008,
Ministries, ministerial-level agencies, Government agencies, People's Committees of
provinces and cities directly under the central government actively cooperate with the
organizations providing payment services, continue to implement and expand the wage
payment through account for the subjects mentioned above who work in the central
offices, agencies, units of the People's Committees at all levels in Hanoi, Ho Chi Minh
city and a number of provinces, cities, towns, export processing zones, industrial parks
have been also implementing this service.

Next, from 1/1/2009, continuing to expand the wage payment through account for the
subjects mentioned above of the units which have not been implemented on a national
scope yet, where the organizations providing payment services have ability to respond the
wage payment through account.
 The advantages of wage payment through account service:
- Ensuring the wage payment to employees are quick, safe and be on time.
- The information on wages and incomes of workers are kept confidentially.
- Saving time, human resources and minimizing the risks posed by the circulation
of money
 - Creating the image of a modern and professional enterprise.
- Opening bank account and making cards are free.
- People who keep wage remain in account can have chance to receive interest.
- Creating the convenience of withdrawing and purchasing goods of customers as
well as business enterprises with the support of ATM and POS systems of the
wide bank union in Vietnam.
 Subjects enjoyed the service:
- The subjects are businesses, organizations and other entities that use the service of
wage payment through account for employees.
 Procedure for using the service:
- Enterprises contracted with the bank to use the wage payment service,
simultaneously, send the list of employees along with their personal information
(as stipulated by the Bank) required to open accounts and issue cards to be paid.
- Based on the table listed salary paid to staff provided by the customer and in
accordance with the authorization of customers, the bank will deduct the
customer's account and transfer it to the accounts of cadres and workers.
 Features of the wage payment through account service:
- Wage payment through account service has close relationships with additional
services, especially card services.
- The nature of wage payment through account service would not make sense if
such an individual gets paid through account and then withdrawals the salary from
the account immediately thereafter. Therefore, along with the current trend, the
bank recognized quickly the intangible benefits that the wage payment through
account service brings in. Hence, the bank took the wage payment through account
service as the basis for the development of value-added services helping the
individuals who use the service have more options when using the services of the
bank, at the same time, encourage individuals using service to realize the huge
benefits when using this service.

1.2. CUSTOMER SATISFACTION

1.2.1. Definition
Customer satisfaction is a measure used to measure the expectations of customers
regarding products or services provided by the company. Customer satisfaction is an
abstract concept and related to some factors such as product quality, the quality of
services provided, the atmosphere of the place where the product or service is purchased,
and the price of the product or service. Businesses often conduct the surveys to assess
customer satisfaction.
According to Philip Kotler (2000), customer satisfaction is the degree of satisfaction or
state of frustration stems from the comparison between the actual consumption of
products/services and their expectations. Satisfaction levels depend on the difference
between the getting results and the expectations:
+ If actual results are lower than the expectations, it means that customers are not
satisfied.
+ If the actual results are the same with the expectations, it means the customer will be
satisfied.
+ If the actual results are higher than the expectations, it means that customers are
extremely satisfied.
Hoyer and MacInnis (2001) suggested that satisfaction may be associated with the
feelings of acceptance, happiness, relief, excitement and joyfulness. There are many
factors that affect customer satisfaction. According to Hokanson (1995), these factors
include the friendly staff, courteous staff, knowledgeable staff, helpful staff, the accuracy
of invoices and timely payments, competitive prices, service quality, good value, clear
payment and the promptness during the process of providing service. According
Hansemark and Albinsson (2004), "Satisfaction is the overall attitude of the customer for
the service provider, or the emotional response to the difference between what customers
anticipated and what they received, which involves in meeting some needs, goals or
desires. "

1.2.2. Classification of customer satisfaction

According to some researchers, customer satisfaction can be classified into three types
and each one has different impact on the service provider.
 Positive satisfaction
This is the satisfaction which has positive nature and is responded through the rapidly
increasing demands for using services of suppliers. For those customers who have
positive satisfaction, they and the service providers will have a good relationship, mutual
trust and the customers will feel satisfied when making transactions. Moreover, they also
hope that the service providers will have the ability to meet their growing needs.
Therefore, it is a group of customers which easily become loyal customers, as long as
they find the service providers also have many improvements in providing services to
them. Positive factors also show that, it’s from the increasing requirements of customers
that service providers always make efforts to improve the service quality which help
them become more complete.
 Stable satisfaction
For those customers with stable satisfaction, they will feel comfortable and happy with
what is going on and do not want to change the way of providing services. Accordingly,
these customers feel pleasant, have high confidence and have willingness to continue
using the provider's services.
 Passive Satisfaction
Those customers who have passive satisfaction, usually doesn’t put so much faith in the
service provider and they think that it is really difficult to improve the quality of services
and change toward their requirements. They feel satisfied not that because the suppliers
fully meet their needs, but because they think they could not ask suppliers for further
improvements. As a result, they will not actively contribute their ideas or seem to be
neglectful of the efforts to improve of service providers.
When conducting the research on customer satisfaction, the researchers must note that the
level of satisfaction also has a significant impact on the behavior of customers. With a
customer belongs to the stable satisfaction group, even if they still have positive
satisfaction of the bank, they will still have a chance of using other banking services and
does not continue using the services of the current bank. So, only those who belong to the
positive satisfaction group or in other words, their satisfaction is at the highest level, then,
they are the loyal clients of the bank. Therefore, to improve the quality of service
effectively, banks need to seize this fact and adjust for different customer groups.

1.2.3. The relationship between service quality and customer satisfaction

Service quality and customer satisfaction have tight supporting relationship, quality of
service was created first and then decide the customer satisfaction. However, the quality
of service is not the only factor affecting customer satisfaction, there still have other
factors such as performance, expectations, wishes and prices affecting customer
awareness and the satisfaction levels overall. (Mohr, 1982).
In the relationship between customer satisfaction and service quality, the researchers have
obtained a more accurate view about the meaning and measurements of satisfaction and
service quality. Satisfaction and quality of service have showed many things in common,
but generally, satisfaction is a broader concept, while the quality of services only focused
on specific aspects of the service. (Wilson et al., 2008, p. 79). Although it was claimed
that other factors such as prices and product quality can also affect customer satisfaction,
but perceived service quality is still a component of customer satisfaction (Zeithaml et al.
2006, p. 106-107). This theory is consistent with the idea of Wilson et al. (2008) and was
confirmed by the definition of customer satisfaction presented by other researchers.

Reliability Situational factor

Responsiveness Service quality
Assurance
Empathy Product quality Customer Customer
Intangibility Satisfaction loyalty
Prices

Personal factor

Diagram 1.1: The awareness about service quality and customer satisfaction
(Wilson et al., 2008, p.19)

The diagram above shows the relationship between customer satisfaction and service
quality. The author has given a situation which the quality of service is a centralized
assessment reflects the awareness of customers for reliability, assurance, responsiveness,
empathy and tangible while the satisfaction is more comprehensive and has been
influenced by the perception of quality of service quality, product quality and prices, as
well as the situational factors and personal factors (Wilson, 2008, p. 78 ).
The documents related to quality of service and satisfaction has stressed that customers
compare the performance of the products and services with a number of certain criteria
(Spreng and Mackoy, 1996). Besides, the service quality perceived by the customer is
considered to be an important factor that affects the level of satisfaction. Because of its
relative importance in the context of services, the study of service quality and customer
satisfaction has become a broadly controversial topic and the research focus of many
scholars.
1.2.4. The difference between service quality and customer satisfaction
Some researchers such as Hurley and Estelami (1998), stated that the quality of service
and satisfaction are two different concepts, but there still a relationship exits between
these two concepts. Impression of the quality of services also influences the emotions
related to customer satisfaction, accordingly, affects the purchase behavior in the future.
Besides, customer satisfaction is viewed as an overall rating for service providers
(Anderson et al., 1997).
According to Oliver (1993), although there exits a relationship between them, but the
quality of service and customer satisfaction are still have certain differences. These
differences are reflected in these following aspects:
- The service measurement criteria is specific while customer satisfaction is related
to many other factors, excepts for quality of service such as prices, customer relations,
time of using the service ...
- The service quality assessment depends on how the services are performed but
customer satisfaction is a comparison between the expected value before using the
service and value received when using such services.
Determining the differences between service quality and customer satisfaction will help
avoid the confusion in identifying the factors that determine the service quality and the
determinants affecting customer satisfaction.
1.3. SOME RESEARCH MODELS ON QUALITY SERVICE AND
CUSTOMER SATISFACTION
1.3.1. SERVQUAL model (Parasuraman et al., 1988)
Service quality has always been a factor which is primarily concerned in the process of
business operations of the firms. For a long time, researchers have tried to find the
definition, the determinants as well as the scale measuring the quality of service
measurement. Grönroos (1984) suggested that three components determining the service
quality are the technical quality, functional quality and image. In particular, the technical
quality is known to be the true value that service provider gives customers (what is the
thing that customers received?)
Functional quality shows the way which services are provided to consumers (How do
clients absorb the services?) and the image is considered to be a very important factor for
service providers and this factor is built primarily based on two factors which are the
technical quality and functional quality.
 Tangibility

Reliability
Service quality
Responsiveness

Assurance

Empathy
Diagram 1.2: Service quality model of Parasuraman et al., (1988)
SERVQUAL was shaped based on the view point that perceived service quality is the
comparison between the expected values, expectations and the values that the customers
feel. It is also the drawback of this model because it leads to the complexity of the
measure.

1.3.2. SERVPERF model (Cronin and Taylor, 1992)

SERVPERF model was built and developed based on overcoming the difficulties while
using SERVQUAL model. The components of the SERVPERF scale are still retained as
the ones of SERVQUAL model. However, the SERVPERF model measure service
quality measures the service quality based on assessing performance-based service
quality instead of measuring both the perceived quality and expectations as SERVQUAL.
The two men said that service quality is best reflected by the perceived quality without
the expected quality.
Specifically: Expected quality = Perceived Quality
1.3.3. FSQ and TSQ Model (Gronroos, 1984)
According to Grönroos, service quality is judged by two criteria that are functional
quality (FSQ: Functional Quality Service) and technical quality (TSQ: Technical Service
Quality) and service quality is strongly affected by corporate image.
“Gronroos suggests that FSQ is more important than TSQ in most products market, the
reason being that technical competence is an entry-level qualification for being a service
provider in these markets.
The significance of this model is that it stresses the importance of understanding
customer expectations and of developing a service delivery system that performs well in
meeting customers’ TSQ and FSQ expectations.”
(Customer Relationship Management, Francis Buttle)
 Expected Perceived
Perceived
quality quality
service

- Marketing activities
(PR, selling discounted Corporate
products, image
advertising….).
- Outside impacts: life-
style, words of mouth,
cultural habits…

Technical quality Functional quality

What customers How the service is delivered?

receive?

Diagram 1.3: Service quality model of Gronroos, 1984

1.4. SOME EXPERIMENTAL RESEARCHES ON CUSTOMER
SATISFACTION

1.4.1. Overseas studies

Afroza Parvin, Rumana Perveen, Jobayra Afsana, 2014. Evaluation of Individual
Depositors' Satisfaction from the Deposit Management Services of Commercial Banks of
Bangladesh. European Journal of Business and Management, ISNN 2222-2839 (Online)
Vol.6, No.31, 2014.
Research results showed that components Reliability, Assurance, Responsiveness,
Empathy and Tangibility have direct relationship with the customer satisfaction. Study
gave some contributions of customers such as deposit and withdrawal procedure should
be done more quickly, fees related to the account should be reduced, resolving customer
issues must be emphasized, banks should maintain a suggestion box, maintain and
improve the internal environment, provide a wide range of deposit products and safe
services and banks should provide better support for their customers.

1.4.2. Domestic studies

The research of author Huynh Thuy Phuong, "Improving customer satisfaction on
Connect24 of Viet Nam Joint Stock Commercial Bank for Foreign Trade - Ho Chi Minh
Branch" evaluated the level of customer satisfaction for Vietcombank Connect 24 card,
pointed out the factors affecting the level of customer satisfaction and offered solutions to
improve customer satisfaction for the Bank's Connect 24 card. The results of verifying
scales showed that they achieved the reliability and allowed value. However, from the
initial six components, there are only four components that have significant impact on the
satisfaction, in particular, two elements: tangibility and accessibility were merged into a
single scale. The four factors are: (1) skills of employees, (2) reliability, (3) tangible
assets and accessibility and (4) secure when making transaction at the ATM.
Do Tien Hoa, 2007. A research on individual customer satisfaction for products and
services of HSBC bank - Ho Chi Minh Branch. Master thesis. Ho Chi Minh University of
Economics.
The author pointed out the factors affecting customer satisfaction that include: service
quality , competitiveness in prices and corporate image with specific scale: the comfort,
the tangibility, serving style of staff, catalog of service provided, getting in touch with
customers, competitiveness in prices, corporate image. The results of study showed that
the service quality is the first condition bring the satisfaction to the customers, next, if
this service quality meets the needs customers at the maximum level, they will be more
satisfied and will use bank’s services longer. The research results are reliable input data
source for marketing policy so they can help banks better understand customer needs,
evaluation of customers for service quality to identify "What are their position in the
eyes of the customers?", which is the basis of improving the operational quality and
improve customer satisfaction.
Truong Ba Thanh, Le Van Huy, 2010. Constructing the service quality scale in the
banking sector. Journal of Economic Development. No. 236, pages 65-71.
Research built service quality scale in the banking sector consisting of 6 components with
25 observed variables: tangibility, assurance, reliability of the supply process, trust in the
promises to customers, empathy, responsiveness, the network of branch and ATM. Scale
is the basis of measuring the service quality being provided at the moment at commercial
banks, contributing to the measurement activities, analysis, defining competitive strategy
in the service sector.
Vu Thi Duong Ba, Tran Bao An, Tran Duc Tri and Huynh Anh Thuan, 2013. Relationship
Between Banking Service Quality and Customer Satisfaction in Commercial Banks in
Thua Thien Hue Province - Viet Nam: the test on Structure Equation Modeline (SEM).
Submitted paper in Viet Nam Economists Annual Meeting in 2013.
The paper studied the relationship between service quality and satisfaction for
commercial banks in the area of Thua Thien Hue province - Vietnam. Author constructed
the research model based on the SERPERF scale of Cronnin and Taylor (1992). Research
results showed that satisfaction for the commercial banks in Hue is affected by
determinants such as the reliability of the providing service process, the assurance, the
tangibility, the empathy, the reliability to customers. Especially, the reliability of the
providing service process had the greatest impact on the level of customer satisfaction.
Limitations of the study:
- Only conducted survey on 9 banks in Hue.
- Research only explored the relationship between service quality and customer
satisfaction, but didn’t have a specific assessment of each component decided the quality
of service and customer satisfaction.
- The study did not mention the prices (interest rates, service charges) affect customer
satisfaction.
Le Minh Trang, 2014. The study of customer satisfaction on deposits service quality at
Bank for Agriculture and Rural Development Viet Nam in the area of Ho Chi Minh City.
Master thesis. Ho Chi Minh University of Economics,
Research built 7 scales measuring deposit service quality which include: reliability,
serving ability, responsiveness, empathy, service catalog, competitiveness in prices and
tangibility. The results showed that the reliability was the component being rated the
highest, the second component which was also highly appreciated was the ability to
serve. The next two components had the same assessment were the assurance and
empathy. The three components remaining which were medium rated were prices, service
portfolio and tangibility. In general, the scales measuring deposit service quality at
Agribank were rated at a high level, but this level is not enough to make customer
satisfied with the service quality of banks.
 CONCLUSION FOR CHAPTER 1
Chapter 1 of the research mentioned the theoretical basis, the basic content of the
theoretical concepts, such as service, customer satisfaction, the relationship between
service quality and customer satisfaction....Besides, chapter 1 also provides some models
measuring customer satisfaction, thereby, building and giving appropriate solutions to
expand and develop this service to enhance customer satisfaction in this competitive
environment today.
 CHAPTER 2

DATA AND METHODOLOGY

2.1. INTRODUCTION OF WAGE PAYMENT THROUGH ACCOUNT
SERVICE OF VIETNAM JOINT STOCK COMMERCIAL BANK FOR
INDUSTRY AND TRADE (VIETINBANK) – THUA THIEN HUE BRANCH

2.1.1. Summarizing the process of formation and development of VietinBank –

Thua Thien Hue Branch
In August 1988, implementing the Resolution of the sixth National Party Congress
on the implementation of economic transformation from the subsidy system to the market
mechanism under oriented management of the Government, commercial banks were
separated from the State Bank of Vietnam (SBV) in terms of functionality and
operational tasks. Bank for Industry and trade - Binh Tri Thien was born in this situation
and the headquarter was located in Hue, it also had 02 branches in Dong Ha city and
Dong Hoi city. All the business activities are under the direction of the state bank of
province and Bank for Industry and trade - Vietnam.
In July 1989, Bank for Industry and trade -Thua Thien Hue was separated from
Bank for Industry and Trade - Binh Tri Thien followed the Decision No. 217/42 of the
Council of Ministers.
In 2008, Bank for Industry and trade Vietnam officially approved equitization and
make a transition into a joint-stock enterprise, renamed the Joint Stock Commercial Bank
for Industry and Trade of Vietnam. Accordingly, Thua Thien Hue Branch was renamed
Vietnam Joint Stock Commercial Bank for Industry and Trade - Thua Thien Hue Branch.
VietinBank - Thua Thien Hue Branch do business activities according to state-
owned commercial banks system directly under the direction of VietinBank - Vietnam,
currency trading and other forms of services, implementing accounting mode according
to ordinances of bank, credit cooperatives and financial companies. VietinBank – Thua
Thien Hue Branch is operating under the direction of VietinBank – Viet Nam through the
documents, and implementing the regulations of reporting on business operations
periodically, regularly. Along with the renewal process of the country and the province,
VietinBank - Thua Thien Hue Branch has confirmed the role and position as a big
commercial bank in the area, often providing a full range of products and services in the
field of monetary, credit, payments, foreign business contributing to complete the
economic and social goals of the Communist Party and the Government and to promote
the economic development of the province.
2.1.2. Management structure
Vietinbank – Thua Thien Hue Branch are organized by direct-functional model, not only
ensuring the flexibility in the management but also saving the time in management and
running the business. Organizational structure, including: the Board of Directors and 16
Divisions, teams.
Board of Directors: Consisting of one director and two deputy directors. Director is the
highest leader and in charge of the general operation of the branch, at the same time,
controls the General Division, Organization Administrative Division, Accounting,
treasury budget and a number of important customers of Corporate Banking Division. 01
Deputy Director who have responsibility of these division: Corporate Banking Division,
Gia Hoi Transaction Office, Huong Tra Transaction Office, Tay Loc Transaction Office.
01 Deputy Director is responsible for the division: Retail Banking division,Thuan An
Transaction Office, Thuan Thanh Transaction Office, Duy Tan Transaction Office,
Nguyen Hoang Transaction Office, Dong Da Transaction Office and Nguyen Hue
Transaction Office.
Corporate Banking Division: This is the key division in operating business of the bank.
Retail Banking Division: This is the specialist skill department which making
transactions directly with individual clients to raise capital in VND and foreign currencies
at the same time carrying out activities related to credit and management of credit
products which are commensurate with the model, the current rules and guidelines of
VietinBank – Viet Nam: direct advertising, marketing, introducing and offering all the
products and services to individual customers, conducting market research and deploying
all the retail products, marketing to customers.
Accounting Division: The specialist skill department has the function of implementing
the accounting work in order to determine the amount of capital which is needed to move
or come and pay through residential deposits, loans of economic organizations, make sure
the implementation of non-cash payments are safety. At the same time, the Accounting
Division cooperate with other Divisions specializing in asset management, closely
monitoring debt maturities, calculating and collecting interest on schedule.
General Division: Acting as an advisor for the Board of leaders of Branch about the
elaboration, construction, handing over plans, generalizing reports at the banks, handling
problematic debt; managing operational risk at the bank
Organization Administrative Division: The specialist skill department which organize
officials, labor wages, training, emulation of the branch in accordance with the policies of
the Government and the regulations of VietinBank – Viet Nam, implementing the task of
administrating office serving for business operations, the work of basic construction,
ensuring security, safety properties throughout the branch.
Information Technology Team: The specialized department implementing the
management and maintenance information systems, computers, links to ensure smooth
operations. Timely repair failures and arising incidents.
Monetary and Treasury Funds Division: The specialist skill department implementing
safety management for treasury funds followed the regulations: making sure all cash are
kept safe, valuable papers, important printed papers and collateral records... of bank
where the transaction is made, storage and during transportation process. Managing and
operating cash according to savings-oriented, efficient and meet customer demand.
The Transaction Offices: With an extensive operating network in the area of Hue city,
districts and towns, the transaction offices are retail banking points of branch. In
particular, there has some transaction offices which implement the functions sufficiently
including Thuan An, Nguyen Hue and Nguyen Hoang, Tay Loc, Gia Hoi, Huong Tra.

2.1.3. Operational results of Viet Nam Joint Stock Commercial Bank for
Industry and trade (VietinBank) - Thua Thien Hue Branch
Table 2.1 Operational results of VietinBank – Thua Thien Hue Branch during the
period 2013-2015
(Unit: Million VND)

Criteria 2013 2014 2015

I Total Liabilities 2,894,000 3,069,000 3,791,550
1 Classified by kind of money -
- VND 2,605,000 2,902,000 3,459,750
- Foreign currency converted into VND 289,000 167,000 168,000
2 Classified by sources of mobilizing -
- From enterprises 1,109,000 1,035,000 1,293,600
- From residents 1,785,000 2,034,000 2,344,650
II Lending 1,772,000 2,031,000 2,376,150
1 Classified by kind of money -
- VNĐ 1,277,000 1,641,000 1,989,750
- Foreign currency 495,000 390,000 386,400
2 Classified by kind of money -
- Short term 877,000 1,000,000 1,093,050
- Medium term 68,000 103,000 238,350
- Long term 827,000 913,000 1,044,750
3 Debt groups -
 - Group 2 - - -
- Group 3 71,500 - -
- Group 4 - 28 -
- Group 5 - 942 7,473
III Profit 34,145 43,830 51,098
(Source: Reports of operational business from 2013 to 2015)
The mobilized capital of Vietinbank - Thua Thien Hue Branch has always had a
relatively high growth in scale in recent years. This gives banks more opportunities in
granting credit and other business activities positively.
In the period from 2013 to 2015, the total of average annual mobilized capital of the
branch reached 3,791,550 million. Bank has maintained a high growth rate over the
years, namely: mobilized capital in 2014 increased by 6.05% compared to 2013, and by
23.54% in 2015 compared to 2014.
Mobilized capital structure classified by subjects
According to Table 2.1, we can see that mobilized capital from the residents accounted
for the highest proportion in total of mobilized capital of branch, accounted for over 60%
of the total mobilized capital. Mobilized capital from corporates also contributes a large
proportion (over 30%) of the total mobilized capital.
Lending activity
Looking at Table 2.1 we can clearly see that medium and long term loans over the years
are higher than short-term loans, but the difference is not significant. This is a reasonable
thing because mobilized capital of VietinBank - Thua Thien Hue Branch, more than 40%
coming from short-term deposits. Total lending increases year by year, increasing by
14.62% in 2014 compared to 2013, in 2015 increased by 17% compared to 2014 reaching
2,376,150 million. Bad debt is always a serious problem affecting the safety and
reputation of the bank. Along with the growth in outstanding loans, the bad debt at
VietinBank - Thua Thien Hue Branch has had a declining tendency. In 2015, bad debt
was 7,473 million accounted for 0.3% of total outstanding loans of the branch.
Financial Results
Total income of the VietinBank - Thua Thien Hue Branch in the period 2013 - 2015 with
had an upward trend, rising by 28.36% in 2014 compared to 2013, increased by 16.58%
in 2015 compared to 2014. It can prove that the business operations of the branch have
been quite bright in recent years despite the unfavorable conditions of Viet Nam
economy in private and the world economy in general.
2.1.4 The business situation of wage payment through account service at
VietinBank - Thua Thien Hue Branch
Currently, VietinBank - Thua Thien Hue Branch are combined with nearly 250 units
(administrative offices, income-generating agencies, business units, universities, high
schools ... ) in the area of Thua Thien Hue province, providing wage payment through
account service for more than 16,000 employees of these units.
Thua Thien-Hue province has a total of 24 commercial banks, and these banks have been
providing wage payment through account service for a lot of units in the area of province.
However, more than 70% market share of service providers falls into four major banks
that are VietinBank, Vietcombank, Agribank and BIDV and in the figure of 70%,
VietinBanl accounted for 30% in private. This suggests that, VietinBank is a leader unit
in providing wage payment through account service for units and enterprises in the area
of Thua Thien Hue province.
Table 2.2 Analyzing of the number of cards issued by branch during 3 years from
2013 to 2015
(Unit: cards)
Increase Increase
Year 2013 2014 2015
(Decrease) % (Decrease) %
The total issued cards
of VietinBank – Thua 20050 8% 21654 8% 23386
Thien Hue Branch
The number of cards
14030 7,3% 15060 6,57% 16200
used to get paid
Other kind of cards 6020 9,5% 6594 9% 7186
(Source: Retail Banking Division of VietinBank – Thua Thien Hue Branch)
The total number of issued cards in 2013 were 20 050 cards; increased by 8% compared
with 2012, in particular, the number of cards used to receive salary is 14 030 cards;
respectively rose by 7.3% compared to 2012 and the number of other cards;
corresponding increase by 9.5% compared to 2012. But in 2015, the number of cards
used to receive salary increases but the level of increase wasn’t higher than in 2013 and
2014, This shows that the market are being narrowed. Narrow market does not only take
place at VietinBank - Thua Thien Hue Branch, but also for all banks. So that prposing
policies to retain customers is essential and must be focused in the foreseeable future.
Along with card services which is value-added service associated with wage payment
through account service, VietinBank - Thua Thien Hue Branch has been also
implementing a number of other value-added services in order to encourage individual
customers to use. Some of the value-added services are:
- With POS system, customers may use the card issued to get paid to purchase at
Big C without carrying cash along, the amount of purchase will be deducted from the
account of the clients.
- Personal consumption lending service: customers do not have to deal with the
anxiety of coming to the bank every month to pay the principal and interest when
borrowing as before. Nowadays, with wage payment through account service, provided
that the customers keep the money in their account, if customers use personal
consumption lending service, every month, the bank will automatically deduct an amount
of money from the account which customers used to receive salary. This helps customers
save time, cost and even the effort in the case the clients live far away from the bank.
- Periodic payment services: electricity bill, water bill ... .. With this service, each
month, the household will no longer have to worry about not submitting the fees on time
leading to temporarily cutting services (electricity, water). Customers just register, each
month the bank will automatically deduct the correct amount in the accounts of
customers using the service.
- The service of transferring money from card: Customers will no longer feel tired
when carrying a large amount of cash to the transaction office to transfer, today, with the
amount available in the account used to receive wage, customers simply just follow the
step in accordance with instructions, then they will easily transfer money to other
accounts that customers want to transfer. At the moment, VietinBank - Thua Thien Hue
Branch also implements E-pay service, a form of special transfer money services,
namely, the recipients who don’t have a bank card of VietinBank Thua Thien Hue
Branch can still get the money.
- Savings from the card service: Savings is a regular activity for the workers and
officials ... However, if as before, after receiving wages, customers will withdraw all the
money and then bring this amount of money to the transaction office to make a deposit, it
was a waste of time and effort. Instead of this, savings can be performed right in the
account of the client which used to receive salary. The minimum amount that can be used
to be save is 1 million, and bank have an incentive of adding 0.15% savings rate
compared to interest that customers can receive at the counters.
2.2. RESEARCH PROCESS

Basis theory Preliminary research

Research
model and
scales

Official Adjusting the model

Quantitative research
research and scale
model and
scale

Verifying the scale Using Cronbach’s Alpha

Verifying the variance

Factor analysis Eliminating the variables which have small
factor loadings.

Checking actual factors that were extracted

Verifying the appropriateness of the model

Adjusting
the model Searching for the infringement of regression
assumption

Verifying the hypotheses

Regression analysis

Diagram 2.1:The process of studying customer satisfaction about wage

payment through account service.
The process of conducting the research on customer satisfaction using wage payment
through account service is as follows:
- Based on the theory, the authors brought out proposed research model and the scale.
Firstly, conducting the preliminary study to determine the key determinants affecting
customer satisfaction and then adjust the scale and releasing the scale and the model
which are official.
- Secondly, conducting quantitative research based on Cronbach's Alpha reliability
analysis, factor analysis (through inspecting variance, eliminating the variables which
have small factor loadings…). After extracting factors, the author made research model
adjustment. Finally, carrying out the regression analysis to determine the appropriateness
of the model, searching for the beach of regression assumptions and verifying the
hypotheses.

2.3. PROPOSED RESEARCH MODEL

2.3.1. Proposed research model

Nowadays, in the world, the researchers applied a lot of models in the study of service
quality and customer satisfaction. Among them, we may mention some popular models
such as SERVQUAL (Parasuraman et al., 1988), SERVPERF (Cronin and Taylor, 1992)
and FSQ and TSQ model (Grönroos, 1984) ...
This study used the SERVPERF model due to these following reasons:
- From the empirical evidences when making a comparative study among four sectors:
banking, pest control, drying and fast food, the studies by Cronin and Taylor as well as
Parasuraman showed that SERVPERF model is better than SERVQUAL model.
- According to the results of the study "SERVQUAL or SERVPERF - A comparative
study in the retail supermarket sector of Vietnam" (Phong and Thuy, 2007) the two
authors came up with these following conclusions: Firstly, use SERVPERF model will
give better results than SERVQUAL model. Secondly, the questionnaire of SERVPERF
model is doubled shorter compared with SERVQUAL, not boring and time consuming
for the respondents. Besides, the concept of expectations is also quite vague to the
respondents.
- The expectation of customers in the SERVQUAL model doesn’t provide any additional
information from the customer's perception (Babakus and BOLLER, 1992).
- In some marketing researches, SERVQUAL model was used very popular. However,
this model still exists many drawbacks that Parasuraman et al (1988) also showed that
one of the defects of SERVQUAL model was due to the desire of looking for a model
that can represent all the types of service quality so the researchers only retained the most
common components and suitable for all types of services. Therefore, a number of factors
are necessary and commensurate with some of services but by because they didn’t fit the
majority so they were removed. (A research on determinants of service quality affecting
customer satisfaction for cable TV service of Song Thu Company, Truong Dinh Quoc
Bao, 2012).
2.3.2. The hypotheses for research model
H1: Tangibility has positive correlation with customer satisfaction
H2: Reliability has positive correlation with customer satisfaction
H3: Responsiveness has positive correlation with customer satisfaction
H4: Assurance has positive correlation with customer satisfaction
H5: Empathy has positive correlation with customer satisfaction
H6: Prices has positive correlation with customer satisfaction

2.3.3. Constructing the scale

Scale is built based on the theoretical basis of customer satisfaction for service and
consulting other research scale from both domestic and abroad. Scale of customer
satisfaction for wage payment through account service in this model was proposed by the
author including 6 components:
- Tangibility: Presenting by equipment, facilities, uniform of staff and appearance of the
ATM.
- Reliability: demonstrating the ability of performing services precisely and reliably.
Research built the scale of reliability including variables to measure customer perception
through the components about the implementation of commitments to customers
including: securing customer information, carrying out the service consistently and
exactly.
- Responsiveness: expressed through the willingness to help of staff and the ability to
perform the service right at the first time. Researching to build the responsiveness scale
including variables which measure the willingness of staff to help customers, the ATMs
system operates 24/24 which meets the customer’s need every time and every where...
- Assurance: demonstrating the specialized qualifications, the compliance of
commitments and the attitude of staff when serving customers. Researching to build the
assurance scale including variables which measure the customer perception on
professional qualifications, the initial commitments, the technical elements are always
guaranteed to create the convenience for customers.
Table 2.3: Proposed research model
Research model includes 6 independent factors and a dependent factor with 31 observed
variables:
Components Encode Content Authors
Tangibility (T) T1 Bank has modern facilities and state-of- Luu Thi Kim
the-art equipment. Dung (2014)
 T2 Bank’s material facilities are convenient Luu Thi Kim
and spacious. Dung (2014)
T3 The uniform of bank’s employees is tidy Luu Thi Kim
and courteous. Dung (2014)
T4 The interface of VietinBank-TTH’s ATM Luu Thi Kim
shows the necessary buttons sufficiently. Dung (2014)
Responsiveness R1 VietinBank-TTH’s employees are always Niveen El
(R) willing to help customers. Saghier, Demyana
Nathan (2013)
R2 VietinBank-TTH has employees who are Luu Thi Kim
responsible for the work or hot line Dung (2014)
operating 24/7 which is convenient for
your transaction.
R3 VietinBank-TTH performs the wage Niveen El
payment service right at the first time.. Saghier, Demyana
Nathan (2013)
R4 Employees of VietinBank-TTH provide Niveen El
services accurately at the promised time. Saghier, Demyana
Nathan (2013)
R5 Employees of VietinBank-TTH perform Afroza Parvin,
customers’ needs quickly. Rumana Perveen,
Jobayra
R6 When having change on account balance, Luu Thi Kim
VietinBank-TTH promptly inform you. Dung (2014)
R7 VietinBank-TTH is associated with other Luu Thi Kim
banks so you can make transactions Dung (2014)
easily at any place having ATM.
R8 Wage payment through account at
VietinBank-TTH helps you control your
expenditure and purchase easily.
R9 Wage payment through account at
VietinBank-TTH helps you use joint
services more conveniently.
Reliability RELI1 VietinBank-TTH is famous for serving
(RELI) ability.
RELI2 VietinBank-TTH provides services Niveen El
through account (wage payment, Saghier, Demyana
withdrawal, remittance…) with the Nathan (2013)
guarantee of error free.
RELI3 You feel safe when making transactions Mei Mei Lau
with VietinBank-TTH. (2013)
RELI4 VietinBank-TTH secures your Dinh Phi Ho
 transaction account’s information well. (2009)
RELI5 Receipts, invoices are clearly and fully Luu Thi Kim
provided. Dung (2014)
Assurance A1 VietinBank-TTH’s employees have deep Luu Thi Kim
(A) specialized knowledge to solve your Dung (2014)
queries and complaints.
A2 VietinBank-TTH’s employees handle
your transaction proficiently.
A3 VietinBank-TTH’s employees have Niveen El
courteous and gentle attitude. Saghier, Demyana
Nathan (2013)
A4 VietinBank-TTH always provides Mei Mei Lau
services like the commitment. (2013)
A5 VietinBank-TTH’s ATMs operate 24/24 Luu Thi Kim
hours which is convenient for your Dung (2014)
transaction.
A6 VietinBank-TTH’s ATMs always have
enough cash, different kind of value and
is rarely broken down.
Empathy E1 When you have a problem, VietinBank- Niveen El
(E) TTH’s employees show sincere interest Saghier, Demyana
in solving. Nathan (2013)
E2 VietinBank-TTH’s employees
understand customers’ needs well and
care about customers’ aspiration.
Prices P1 Fee for wage transferring that bank
(P) applied is moderate.
P2 Fees for card services that bank provides
is reasonable.

Satisfaction S1 You are satisfied when using wage Lassar et al.

(S) payment through account service of (2000)
VietinBank-TTH.
S2 You will keep using this service of Nguyen Quoc Dat
VietinBank-TTH in the future. (2015)
S3 You are willing to introduce or Nguyen Quoc Dat
recommend your friends, your relatives (2015)
use wage payment through account
service of VietinBank-TTH.
2.3.4. Research methods
a. Method of collecting information and identifying the sample size
Data is collected through conducting surveys on bank’s customers in the area of Thua
Thien Hue province by means of direct interview.
Research model includes 6 independent factors and one dependent factor with 31
observed variables. According to Hair et al (1998), the condition to conduct exploratory
factor analysis data must be collected with a sample size of at least 5 samples above 1
observed variable, thereby, the number of samples required is at least n = 31 x 5 = 155.
To meet the requirements of the analysis, the author decided to send the 215
questionnaires to clients.
The subjects for surveying and interviewing are mainly individual customers in the area
of Thua Thien Hue province who are using wage payment through account service at
VietinBank – Thua Thien Hue Branch.
b. Preliminary study
The objective of this study was to establish the draft scale, adjust and supplement the
observed variables, consult the individual customers’ opinion who use the services of
bank on research problem, thereby completing the scale and then applying the scale in the
research model, establishing an appropriate questionnaire which is commensurate with
the research.
c. Formal study
This step is to test the scale in research model again, through detailed analysis of data
collected from the questionnaire sent to clients to determine the logic, correlation among
factors by SPSS software and thereby drawing specific conclusions for research topic.
- Data which were received from customers
215 survey forms were taken back at a rate of 97.72%, among them, 15 forms were
invalid. Therefore the remaining number of samples to be analyzed was 200.

2.3.5. Research methodology

After collecting all the necessary data, the author used SPSS 20 software to statistic and
analyze surveyed data through some tools such as descriptive statistics, testing the
reliability Cronbach's Alpha, exploratory factor analysis EFA, correlation analysis,
regression and ANOVA analysis ...
In order to test the suitability of the research model, estimate the influence of the
independent variables on the dependent variable. Expected linear regression model given
by the author is as follows (5% significance level):
Satisfaction = B0 + B1 * Tangibility + B2 * Responsiveness + B3 * Reliability + B4 *
Assurance + B5 * Empathy + B6 * Price
2.4. DESCRIPTIVE ANALYSIS SAMPLE SURVEY
Total emitted survey is 215, 200 surveys were collected (corresponding to a response rate
is 97.72%) because of having15 invalid surveys. 200 surveys were used as data for the
study. After gathering all the necessary information sufficiently, the data will be encoded,
entered into SPSS 20 software for analyzing.

2.4.1. Demographic characteristics

- About gender:
(Table 1, Appendix 2)
Statistical results by gender shows that in 200 questionnaires answered by customers, in
particular, the number of women using wage payment through account service is higher
than men, but the difference is not significant: 95 men accounts for 47.5%, 105 women
have proportion of 52.5%.
- About age:
(Table 2, Appendix 2)
Looking at the table, we can see that group of customers from 23 to under 30 years old
accounted for 42.5% this is the age range which have the highest number of customers
using the wage payment service, therefore this is the group of potential customers that the
bank must approach. Next is the group from 30 to under 40 (accounts for 24.5%).
- About education level:
(Table 3, Appendix 2)
According to the figures, we can see that 72.5% of customers using the wage payment
through account service have education level is university. Following by intermediate and
colleges accounts for 15%.

2.4.2. Job characteristics

- About Agency, Unit which they are working
(Table 4, Appendix 2)
Following the table we can see, the amount of customers using the wage payment
through account mainly working in income-generating agencies (accounts for 46%) and
enterprises (accounts for 44%).
- About position
(Table 5, Appendix 2)
Through the statistics, with 200 emitted surveys, 151 surveys (representing 75.5%) were
answered by the staff and the remaining 24.5% falls in executive (8%), Head of
department (14%) and leaders (2.5%).
- About income:
(Table 6, Appendix 2)
According to the monthly income criteria, the majority is sample whose income from 3 to
less than 6 millions at the rate of 50.5%. Next, the client whose income in group from 6
to less than 10 millions accounts for 25%. This is the two groups that have the highest
number of customers using wage payment through account service

2.4.3 Time using service characteristic

- About time of using the service:
(Table 7, Appendix 2)
About time of using the service, through statistical table we can see that, most of the time
using wage payment through account service of customers falls into the range of 3 and
less than 4 years (accounts for 48%) and then is the group: less than 2 years (accounts for
24%). This suggests that the use of wage payment through account service has just
recently become popular from 3-4 years.

2.4.4. Descriptive statistics of the determinants of customer satisfaction

(Appendix 8)
According to the statistical table for the factors affecting the quality of wage payment
through account, using 5-point Likert scale to assess, the result showed that customers
evaluated the quality of wage payment through account service at VietinBank - Thua
Thien Hue Branch is at normal level with mean value ranging from 2.57 to 3.78. This
proves that the wage payment through account at VietinBank hasn’t made customer
satisfied yet. Therefore, banks need to have some solutions to improve service quality,
enhance the level of customer satisfaction.
In the study, three factors which are most underrated by customers are "ATM always
have enough money, different kind of money, no failure", "ATMs system operate 24 / 24
hours which facilitates customer transactions "" Employees understand and care about
desire and aspirations of the customers. " This suggested that elements of bank’s
responsiveness was not good, especially the ATMs system haven’t been working well to
meet the customer needs at all times. Besides, the bank hasn’t really understood and
cared about wishes and aspirations of its customers.
These factors which were highly appreciated are "Customers feel secure when making
transactions with the bank", "Bank secures customers’ information about transaction
account well" and "When there is a change in the balance account, bank notifies
customers promptly." After considering these analyses, we can say that Reliability is the
determinant which was concerned the most when using wage payment through account
service.
 CONCLUSION FOR CHAPTER 2
Chapter 2 presents the designed content which researched the factors that affect personal
customer satisfaction for wage payment through account service. On the basis of the
theory, some the research models on customer satisfaction for wage payment through
account service were presented in Chapter 1, the author released the research process and
conducted the research on determinants affecting personal customer satisfaction about
wage payment through account service. The study was conducted through two main
phases: preliminary research and formal research. Having preliminary research in order to
build scale for each component in the research model. On the basis of preliminary
research, the author built scale of factors affecting customer satisfaction about wage
payment through account service with 6 factors (including 28 indicators measured by
Likert scale of 5 levels). The scale after being adjusted through preliminary research
would be further evaluated through formal research. The author has presented in details
about the plan of sample, designing questionnaire, method of surveying to collect data,
gave the proposed research model on the individual customer satisfaction for wage
payment through account service, then the author will conduct the verification on scale’s
value using Cronbach's alpha and regression analysis in Chapter 3.
 CHAPTER 3

EMPIRICAL RESULTS
3.1. SCALE ANALYSIS

3.1.1 Assessing the reliability of scale by Cronbach's alpha

Assessing the reliability of scale through Cronbach's alpha coefficient allows authors to
eliminate inconsistent variables and limit junk variables in the research process. The
observed variables have a item-total correlation which is less than 0.3 will be disqualified
and the scale will be selected when Cronbach's alpha coefficient is larger than 0.7 or 0.8.
- Tangibility Component
(Table 1, Appendix 3)
Tangibility has Cronbach's alpha coefficient is 0.734 and the correlation coefficients of
the variables among variables measuring the component is qualified > 0.3). Thus, the
observed variables of this component are included in the exploratory factor analysis EFA.
- Responsiveness Component
(Table 2, Appendix 3)
Responsiveness has Cronbach's alpha coefficient is 0.758 and the correlation coefficients
of the variables among variables measuring the component is qualified > 0.3). Thus, the
observed variables of this component are included in the exploratory factor analysis EFA.
- Reliability Component
(Table 3, Appendix 3)
Responsiveness has Cronbach's alpha coefficient is 0.776 and the correlation coefficients
of the variables among variables measuring the component is qualified > 0.3). Thus, the
observed variables of this component are included in the exploratory factor analysis EFA.
- Assurance Component
(Table 4, Appendix 3)
Assurance has Cronbach's alpha coefficient is 0.721 and the correlation coefficients of
the variables among variables measuring the component is qualified > 0.3). Thus, the
observed variables of this component are included in the exploratory factor analysis EFA.
- Empathy Component
(Table 5, Appendix 3)
Assurance has Cronbach's alpha coefficient is 0.747 and the correlation coefficients of
the variables among variables measuring the component is qualified > 0.3). Thus, the
observed variables of this component are included in the exploratory factor analysis EFA.
- Prices Component
(Table 6, Appendix 3)
Prices has Cronbach's alpha coefficient is 0.729 and the correlation coefficients of the
variables among variables measuring the component is qualified > 0.3). Thus, the
observed variables of this component are included in the exploratory factor analysis EFA.
- Customer Satisfaction Component
(Table 7, Appendix 3)
Customer satisfaction has Cronbach's alpha coefficient is 0.867 and the correlation
coefficients of the variables among variables measuring the component is qualified >
0.3). Thus, the observed variables of this component are included in the exploratory
factor analysis EFA.
Conclusion: The results of analyzing reliability of scale using Cronbach's Alpha for 7
components (Tangibility, Responsiveness, Reliability, Assurance, Empathy, Price and
Satisfaction) were achieved scales reliability. This proved that the measurement of scale
research concepts achieved reliability and data collected through this scale achieved
internal reliability for the next analysis (exploratory factor analysis EFA, regression
analysis).
3.1.2 Exploratory factor analysis (EFA)
Exploratory factor analysis (EFA) is one of the statistical analysis methods used to
shorten observations together into a set of variables (factors) to make them more
significant but still contains most of the original information of the initial set of variables
(Hair, 1988). The variables of the same factors will be calculated the average value
representing for that factor to perform other analysis such as correlation analysis,
regression, ANOVA....
Standards applied for factor analysis:
- Testing of "KMO and Bartlett's Test": to test the appropriateness of data (sample and
the input observed variables have appropriate correlation) for exploratory factor analysis
EFA (KMO> 0.50, and Sig. <0.05) (Trong and Ngoc, 2008).
- Factor loadings greater than 0.5 is considered to have practical significance and ensure
the convergence of observed variables to measure factors. Variance extracted must reach
50% or higher, eigenvalues value must be greater than 1 (Trong and Ngoc, 2008).
- The difference of factor loadings a variable among these factors must be ≥ 0.3 to create
distinguished value among these factors (Trong and Ngoc, 2008).
a. Exploratory factor analysis for the scale of satisfaction components about wage
payment through account service
Factor analysis explored 28 observed variables of 6 independent variables: Tangibility,
Responsiveness, Reliability, Assurance, Empathy and Prices.
- The first results of exploratory factor analysis
(Table 1, Appendix 4)
KMO coefficient = 0.867 meeting the conditions (> 0.5) it means that data ensure enough
sample for exploratory factor analysis EFA. Bartlett's Test has statistical significance (Sig
= 0.000 <0.05), so the observed variables are correlated with each other in the overall.
According to the total variance extracted, in the value of eigenvalues greater than 1, the
analysis results extracted 6 new factors from the initial 28 observed variables and the
total variance extracted is 57.479% (greater than 50%) which is satisfactory . Based on
the analysis of the rotated component matrix, the variables: R1, and A3 R8 removed.
Thus, the factor analysis is performed the second time with the elimination of the
variables R1, R8 and A3.
After 4 times of performing exploratory factor analysis, respectively the variables
RELLI2, R9, RELI4, T4, A4, and R5, R7 are removed from the model.
- Conclusion for the 4th exploratory factor analysis
(Table 4, Appendix 4)
KMO coefficient = 0.826 meeting the condition (> 0.5), so the data are consistent with
exploratory factor analysis EFA. Bartlett's Test has statistical significance (Sig. <0.05), so
the observed variables are correlated with each other in the overall.
Factor analysis extracted 5 factors from 18 observed variables with the total variance
extracted is 63.406% (greater than 50%), which is satisfactory (Table 2, Appendix 5).
Based on the results of the rotated component matrix, the results showed that 5 factors
were extracted from the 18 observed variables, these 18 observed variables were grouped
into 5 factors with the order Transform / Compute Variable in SPSS 20 software as
follows:
- The first component consisting of 7 observed variables (T1, T2, T3, RELI1, RELI3,
RELI5, R2) was named F1.
- The second component consisting of 4 observed variables (E1, E2, P1, P2) was named
F2.
- The third component consisting of 3 observed variables (R3, R4, R6) was named F3.
- The fourth component consisting of 2 observed variables (A1, A2) was named F4.
- The fifth component consisting of 2 observed variables (A5, A6) was named F5.
b. Exploratory factor analysis of the satisfaction component about wage payment
through account service
(Table 5, Appendix 4)
KMO coefficient = 0.715 meeting the condition (> 0.5), so the data are consistent with
exploratory factor analysis EFA. Bartlett's Test has statistical significance (Sig. <0.05), so
the observed variables are correlated with each other in the overall.
3.2. ADJUSTING RESEARCH MODEL AND HYPOTHESES
3.2.1 Research model
At the value of eigenvalues = 2.383 (Table 5, Appendix 4), analysis extracted one factor
from three observed variables with the variance extracted is 79.448% (> 50%)
unsatisfactory.
Based on the analysis of the component matrix (Table 5, Appendix 4), the order
Transform / Compute Variable was used to group 3 satisfactory variables (S1, S2, S3)
and was named F6.
Research model had a small change compared to the initial theoretical model, 5
independent components affecting personal customer satisfaction using wage payment
through account service.

TANGIBILITY AND
RELIABILITY

EMPATHY AND PRICES

THE TIME AND THE CUSTOMER

CONSISTENCE SATISFACTION

STAFF’S PROFESSIONAL
KNOWLEDGE

THE QUALITY OF ATMS

SYSTEM

Diagram 3.1: Adjusted research model

3.2.2. Hypotheses
H1: Tangibility has positive correlation with customer satisfaction.
H2: Responsiveness has positive correlation with customer satisfaction.
H3: Reliability has positive correlation with customer satisfaction.
H4: Assurance has positive correlation with customer satisfaction.
H5: Empathy has positive correlation with customer satisfaction.
H6: Prices have positive correlation with customer satisfaction.
3.3. VERIFYING RESEARCH MODEL

3.3.1. Correlation analysis

(Table 1, Appendix 5)
From the result of correlation analysis, we can see the correlation between the dependent
variable: Satisfaction (F6) with five independent variables (F1, F2, F3, F4, F5) is high
and statistically significant (Sig. <0.05). Therefore, we can conclude that five
independent variables (F1, F2, F3, F4, F5) can be applied in the model to explain the
dependent variable: Satisfaction (F6).

3.3.2. Linear regression analysis

(Table 4, Appendix 5)
a. Checking the appropriateness of the model and the phenomenon of multicollinearity
- Checking the appropriateness of the model
(Table 2, Appendix 5)
Results of regression analysis showed that R2 = 0.593, meaning that the relevance of the
model is 59.3%.
The result from ANOVAb analysis (Table 3, Appendix 5) showed that the statistical F =
52.046 and Sig. value was very small (Sig. = 0.000b <0.05) which proves that model has
statistical significance. Thus, we can conclude that the multiple regression model
satisfied the conditions for drawing the research results.
- The phenomenon of multicollinearity
Multi-collinear measurement was performed, the results showed the exaggerated
coefficient of variance (VIF) with value ranging from 1.181 to 1.852 (Table 4, Appendix
5) which is satisfactory (VIF less than 10). So the multiple linear regression model
doesn’t have the phenomenon of multicollinearity, the relationship between the
independent variables does not affect the explained results of the model.
b. Checking the regression assumptions
- Assuming no correlation between the residuals
Durbin-Watson statistic quantity was used to test the first-order serial correlation. Results
obtained from Table 2, Appendix 5 shows the quantity Durbin-Watson statistic has the
value 2,049 lying on the interval 1-3 so we accept the assumption that there is no
correlation between the residuals or no phenomenon of autocorrelation.
- Multiples linear regression equation
Based on the results of multiple linear regression (Table 4, Appendix 5), linear
regression equation represents the factors affecting personal customer satisfaction for
wage payment through account service is as follows:
S = 0.638*F1 + 0.250*F2 + 0.149*F3 + 0.140*F4 + 0.356*ĐC + 0.111*F5 – 0.982
Conclusion: When enhancing such factors: tangibility, reliability, empathy along with
prices, staff’s professional knowledge and the quality of ATMs system the level of
individual customer satisfaction for wage payment through account service at VietinBank
- Thua Thien Hue Branch will increase.

3.3.3. ANOVA analysis

- Analyzing the differences of gender in assessing satisfaction about wage payment
through account service.
From the results of Table 1, Appendix 7 we see that testing the equality of variance
(Levene's Test for Equality of Variances) has Sig. = 0.000 (less than 0.05) showing that
the variance of the average on the level of satisfaction between two genders has
differences. Continuing using the results of the T-test (testing the equality of average) of
equal variances assumption with Sig. = 0.03 (less than 0.05), so we conclude that there is
a significant difference in the mean level of satisfaction between two genders.
Conclusion: With the reliability of 95%, there is a difference in the level of satisfaction
by gender.
- Analyzing the differences of age in assessing satisfaction about wage payment
through account service.
The results of variance oneway ANOVA analysis (Table 2, Appendix 7) showed that
there has no difference in assessing level of satisfaction among different ages because of
Sig. = 0.672 (greater than 0.05).
Conclusion: With the reliability of 95%, there is no difference in the level of satisfaction
by age.
- Analyzing the differences of education level in assessing satisfaction about wage
payment through account service.
The results of variance oneway ANOVA analysis (Table 3, Appendix 7) showed that
there is a difference in assessing level of satisfaction among different education level
because of Sig. = 0.009 (smaller than 0.05).
Conclusion: With the reliability of 95%, there is a difference in the level of satisfaction
by education level.
- Analyzing the differences of place of work in assessing satisfaction about wage
payment through account service.
The results of variance oneway ANOVA analysis (Table 4, Appendix 7) showed that
there is no difference in assessing level of satisfaction among different places of work
because of Sig. = 0.091 (greater than 0.05).
Conclusion: With the reliability of 95%, there is no difference in the level of satisfaction
by places of work.
- Analyzing the differences of position in assessing satisfaction about wage payment
through account service.
The results of variance oneway ANOVA analysis (Table 5, Appendix 7) showed that
there is no difference in assessing level of satisfaction among different places of work
because of Sig. = 0.564 (greater than 0.05).
Conclusion: With the reliability of 95%, there is no difference in the level of satisfaction
by position.
- Analyzing the differences of income in assessing satisfaction about wage payment
through account service.
The results of variance oneway ANOVA analysis (Table 6, Appendix 7) showed that
there is no difference in assessing level of satisfaction among different places of work
because of Sig. = 0.112 (greater than 0.05).
Conclusion: With the reliability of 95%, there is no difference in the level of satisfaction
by income.
- Analyzing the differences of time of using the service in assessing satisfaction about
wage payment through account service.
The results of variance oneway ANOVA analysis (Table 7, Appendix 7) showed that
there is no difference in assessing level of satisfaction among different places of work
because of Sig. = 0.612 (greater than 0.05).
Conclusion: With the reliability of 95%, there is no difference in the level of satisfaction
by time of using the service.

3.3.4. Descriptive statistics of the mean value of the scale

(Appendix 9)
Statistics description of the mean value of the scale after removing insignificant variables
in the model will help assess the mean value of each component, thereby determining the
level of customer satisfaction for wage payment through account service VietinBank -
Thua Thien Hue Branch
Tangibility is the component which are highest rated by customer (mean value reached
3.63), Reliability is the second high rated component with the mean value reached 3.55.
Responsiveness has the mean value reached 3.50. Assurance is the component which is
lowest rated with the mean value was only 2.98. Satisfaction component isn’t appreciated
(the mean value reached 3.32).

3.4. RESULTS DISCUSSION

Customer satisfaction is influenced by five components: tangibility and reliability,
empathy and prices, staff’s professional knowledge, the time and the consistence in
providing service and the quality of ATMs system. The study results discovered that it
had difference on the level of satisfaction for gender and education level, and no
differences for age, places of work, position, income and time of using the service.
Tangibility components, customers rated highest for the uniform of employee (mean
value reached 3.67). Followed by bank has modern machines, equipment reached 3.62
and the facilities of the bank are spacious, modern average value reached 3.61. (Table 1,
Appendix 7).
In responsiveness component, with the mean value reached 3.73, comments on the timely
notification when there is a change in the accounts and wage payment through account
service easily help customers manage spending, shopping are 2 comments which
customers appreciate the most. Meanwhile, comment about the bank has employee who
are responsible for the job or hotline operates 24/7 were undervalued (mean value
reached 3.06). (Table 2, Appendix 7).
In reliability component, customers appreciate the secure feeling when making
transactions with banks (the mean value reached 3.78) and underestimated for bill
transaction, documents are provided sufficiently. (Table 3, Appendix 7).
The assurance component, most of the reviews are not appreciated by customers
especially for “ATM operates 24 / 24h which creates the convenience for customers
(mean value reached 2.80) and “ATM always has enough money, different kind of
money, no failure (mean value reached 2.57). (Table 4, Appendix 7).
The Empathy component, the ideas about employee understand and care about the
aspiration clients and staff showed sincere feeling when solving customer problems are
evaluated at a normal level by customers (The mean value reached 3.00 and 3.09
respectively). (Table 5, Appendix 7).
 CONCLUSION FOR CHAPTER 3
In Chapter 3, the author conducted data analysis using SPSS 20 software, using reliability
coefficient Cronbach's alpha and exploratory factor analysis EFA. Researching on
multiple regression analysis and testing hypotheses of the model. At the same time,
Chapter 3 also examined the impact of qualitative variables (gender, age, places of work,
education level, income and time of using the service) on the satisfaction of customers
through T-Test, ANOVA methods.The results showed that there were differences in
satisfaction evaluated by genders and education levels. These results will be the
foundation for the proposed recommendations to enhance individual customer
satisfaction for wage payment through account service at VietinBank - Thua Thien Hue
Branch.
 CHAPTER 4

CONCLUSIONS AND RECOMMENDATIONS

4.1. CONCLUSIONS
From research results presented above we can see: Results of reliability scale assessment
can confirm the existence of five factors affecting the satisfaction of individual customers
using the wage payment through account service of VietinBank - Thua Thien Hue
Branch. These factors include:
- Tangibility and Reliability Component (F1): T1, T2, T3, RELI1, RELI3, RELI 5, R2.
- Empathy and prices Component (F2): E1, E2, P1, P2.
- Time and consistence Component (F3): R3, R4, R6.
- Staff’s professional knowledge Component (F4): A1, A2.
- The quality of ATMs system Component (F5): A5, A6.
After the process of factor regression analysis, we have the final regression model
includes 6 variables including one dependent variable and 5 independent variables
corresponding to the value of regression as follows:
F1 = 0.638, F2 = 0.250, F3 = 0.149, F4 = 0.140, F5 = 0.111.
Thus, the results showed that there are 5 factors: Tangibility and Reliability, Empathy
and Prices, Time and consistence in providing service, Staff’s professional knowledge
and The quality of ATMs system affecting personal customer satisfaction using wage
payment through account service at VietinBank - Thua Thien Hue Branch.
Today, with the fast development of the market with the most demanding requirements of
customers, the regular monitoring on customer satisfaction is really necessary and
important because of the increasing needs of customer bringing about to the rigorous in
assessing the quality of services.
The results of this study help us to know which determinants of customer satisfaction for
wage payment through account service at VietinBank – Thua Thien Hue Branch. This
really makes sense for the bank because it helps them follow and adjust the factors that
have impact on satisfaction. These are the factors that customers consider when using the
service, so naturally we have to focus on controlling and adjusting to improve these
factors. However, there is a fact that, traders can not simultaneously focus all resources to
improve these factors at the same time. Therefore, they need to give priority for
improving factors which have the heaviest impact on customer satisfaction to ensure
having effective improvement.
4.2. RECOMMENDATIONS

4.2.1. For Viet Nam Joint Stock Commercial Bank for Industry and trade
(VietinBank) - Thua Thien Hue Branch
a. Upgrading equipment systems and bank’s facilities
 Currently, the facilities of branch are at a medium level. ATMs system of the bank
needs to be upgraded more regularly.
 Banks should have a policy in order to improve infrastructure and information
technology process to ensure security closely and to make the operation of the bank
more stable and safer. Since it will shorten the time for processing transactions
helping customers feel satisfied with the professional from the bank.
b. Perfecting reliability factor for customers
 Banks need to perform the services correctly, create prestige, keeping the promise
with customers to ensure a complete trust from the customers. Especially, banks
should focus on the implementation of accurate and consistent transaction right from
the first time and at the promised time with the customers.
 In the process of delivering service, related bills and documents should be provided to
the customer adequately and making sure that there are no errors.
 Tellers should note that during consulting, they must ensure information are
communicated correctly, avoid ambiguity, especially the information about the
promotion policy, interest rate policy, must be exactly.
c. Emphasis on the development of empathy factor for customers
 Because Empathy is one of the factors that has most influences on personal customer
satisfaction using wage payment through account service at VietinBank – Thua Thien
Hue Branch so the recommendation here is that bank employees should put priority
for the benefit of clients. Therefore, when customers encounter problems during the
time of using the service, employees need to show sincerity in solving customer
problems. The problem must be addressed thoroughly to ensure customers feel
satisfied.
 Each employee needs to catch the aspirations of customers correctly so that they can
help clients understand themselves what they want to find out the foundation to
provide information and recommend suitable products .
d. Enhancing the professional knowledge of employees
 Bank should regularly organize training courses to improve professional
qualifications for their employees as well as skills in welcoming customers,
understanding feelings and aspirations of customers, how to build relationships, skills
 of capturing information, ... in order to create peace of mind and gain the trust of
customers.
e. Having solutions to improve ATMs system
 Banks should carry out maintenance and repair of the ATM system regularly to
ensure ATMs system operates 24/24, which can meet customer needs whenever,
wherever. Bank also needs to provide money in all denominations at ATMs system to
ensure that ATMs system doesn’t lack money or money are only in some
denominations.
 Renovating the ATM system, according to current figures of VietinBank- Thua Thien
Hue Branch, there is only 33 ATM machines from a total of 320 ATMs of all banks in
the area of Thua Thien Hue province, with this number of ATM, it will be difficult to
ensure to meet the needs of customers in different regions. Therefore, upgrading of
ATMs system is an essential task at present.
 Focusing on developing Auto Banking system with at least 2 ATM machines in 1
station to ensure customers can make transactions with one another, in case one ATM
machine has problem or it doesn’t have enough money for transaction .
 Nowadays, with the trend of social development, the needs customer are increasing
day by day, therefor, enhancing customer responsiveness is an essential and important
task for VietinBank - Thua Thien Hue Branch.
 Banks need to strengthen links with other local banks to meet the needs of customers.
At some locations, the branch hasn’t had transaction office yet. The ATM system is
not distributed appropriately.
 Employees are required to always show willingness to serve customers, meet
customer needs quickly and accurately.
 Increasing, reinforcing and improving the knowledge of employee is one of the
problems which is concerned in the context of the diversity in the increasing needs of
customers. Tellers need to understand customer requirements and advise clients about
the services and suitable products, bring economic benefits to the customers. Tellers
should have sufficient knowledge and skills to adequately handle the incident
occurred and must always pay attention to the interests of customers. Regularly
updated information, new regulation of bank and the State Bank on the computer
system of the tellers.
f. Other recommendations
 Paying more attention to the corporates which are now very potential customers and
haven’t been exploited yet.
 As the market share becomes narrowed, this forces staff at the branch to be more
dynamic, catch information quickly about subjects who haven’t used wage payment
through account service yet, then bringing out accessing policies rapidly to these
customers.
 Banks should strengthen training activities and update knowledge for staff. By short-
term training courses at the branch or cooperating with training institutions within
 country or abroad to ensure that bank staff has skills and qualifications required to
complete the assigned work.
 Strengthening the promotional activities, the promotion policies, offering gifts to
attract interest and to enhance the prestige of the bank.
 Strengthening market research activities to find out the market spaces to propose the
solutions in order to initially exploit these market spaces effectively.

4.2.2. For Head of Viet Nam Joint Stock Commercial Bank for Industry and
trade (VietinBank)
 Regularly updating the directions and policies that are given by the State bank to
ensure branches timely capture these changes which could bring the most accurate
information to customers.
 Being flexible in the implementation of monetary policy and fiscal policy
management which the government gave to help control inflation, stabilize the
exchange rate and foreign exchange reserves.
 Modernizing information network to catch up with the technology of other countries
in the region and all over the world.
 Focusing all resources to perfect ATMs system gradually and transaction offices of
the bank’s branches, reinforcing the training mission and retraining all the employees
in order to improve his ability to serve customers and meet customers’ needs.
 Strengthening the promotional activities, the promotions, offering gift which attract
customers’ interest and reinforce bank’s reputation.
 Regularly organizing the of experience exchange meeting among employees and
executives from the other bank’s branches to help employees have more experience in
solving problems as well as strengthen the leadership for senior officials.
 Internal audits of the bank’s branches must be held more frequently to help banks
review errors in operational processes as well as the process of operating staff at the
bank’s branch.

4.2.3. For Government

 Wage payment through account service brings many intangible benefits in terms of
individual customers using the service as well as social aspect. But the government
only issued a direction requiring people who get paid from the state budget use wage
payment through account service, the government should aim to encourage
enterprises to gradually proceed to use this service following the trend of limiting use
of cash in the future.
 Completing the legal regime, stabilize macroeconomic environment. Once the
elements of political, social, economic and cultural stability, people will feel secure
and put their faith in banks and feel safe as well as be more confident when using the
services provided by the bank.
 Encouraging the periodic payment like electricity, water, paying taxes, trade,.... to be
paid through the banking system in order to save money, time, energy and managing
money effectively.

4.3. RESEARCH LIMITATIONS AND DIRECTIONS FOR RESEARCH IN

THE FUTURE
The first limitation: The study used the method of collecting sample, respondents have
not been distributed evenly within the sample so the reliability with presentative character
is low. Having short time for doing research, the scope of the study only carried out for
individual customers of VietinBank - Thua Thien Hue Branch, therefore, the ability to
generalize is not high.
The second restriction: research model only explains research issues at the level of 59.3%
if duplicated for the overall. Because there are a number of factors due to limited research
have not been included in the research model, the sample is low, respondents were not
allocated evenly. This is the basis to fix for the next research in the future.
The third limitation: Interviewed and Surveyed subjects were only within the individual
clients using wage payment through account at VietinBank - Thua Thien Hue Branch, so
the results of this study can not be applied for corporates customers and give an overall
assessment of individual customers in the local or other banks.
 CONCLUSION
In the economic situations integrate gradually, increasing competition not only for
domestic banks, but also for foreign banks with strong technological capabilities of
financial and resources. The key to success in the competition among the banks now is
how to get customer satisfaction at the highest level. Banks now are trying to give many
policies and programs to enhance the level of customer satisfaction in order to retain old
customers and simultaneously attract new potential customers.
With the desire to help banks identify the factors that affect customer satisfaction, the
author has conducted research on the factors of customer satisfaction for wage payment
through account service. From the theoretical basis, author selected the factors and at the
same time gave the proposed model for measuring customer satisfaction. After building
the scale, the authors started surveying, collecting data for processing. Through the
process of inspecting reliability by Cronbach's alpha coefficient, exploratory factor
analysis and EFA and checking elements which are extracted, the author had the adjusted
model from the proposed original model. From the adjusted model, we can see that for
wage payment through account service, tangibility and reliability, empathy and prices,
time and the consistence in the process of delivering service, staff’s professional
knowledge and the quality of ATMs system have the impact on customer satisfaction.
Among them, tangibility together with reliability are factors that have greater level of
impact than the remaining factors.
The results of this study help us know which determinants have an impact on customer
satisfaction for wage payment through account service. Since then, making appropriate
recommendations to help improve the quality of banking services, to help customers
achieve the highest satisfaction when using the service. The paper still exist many
limitations, so the author hopes to be able to overcome these limitations in the next
studies. Besides, during the process of researching and completing the topic, mistakes are
inevitable, so I look forward to receiving the comments, corrections from lectures,
siblings and friends.
 REFERENCES
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commercial banking system", Journal of Economic Management, Number 25, pages 7-
12.
Do Tien Hoa (2007), A study on the individual customer satisfaction for products and
services of HSBC branches in Ho Chi Minh City, Master thesis, Ho Chi Minh University
of Economics.
Hoang Trong, Chu Nguyen Mong Ngoc (2008), "Analyzing research data with SPSS" -
Episode 1 and 2, Hong Duc Publishing House.
Le Minh Trang, (2014), "A research on customer satisfaction about service quality of
deposit service at Vietnam Bank for Agriculture and Rural Development in the area of
Ho Chi Minh city", Master thesis. Ho Chi Minh University of Economics.
Nguyen Huy Phong, Pham Ngoc Thuy (2007), "SERVQUAL or Servperf - a comparative
research in retail banking of Viet Nam", Journal of Science and Technology
development, Volume 10 No. 8, pages 22-32.
Nguyen Thi Phuong Tram (2008), the study "Service quality of internet banking – a
comparison between GRONROSS model and SERQUAL model"
Nguyen Quoc Dat (2015), "A research on personal customer satisfaction about the
deposit service at Vietnam Bank for Agriculture and Rural Development - Quang Ngai
branch".
Philip Kotler (2002), Basic Marketing, Statistics publisher, Ho Chi Minh.
Truong Ba Thanh, Le Van Huy (2010), "Building scale of service quality in the banking
sector", Journal of Economic Development, No. 236, pages 65-71.
Truong Dinh Quoc Bao (2012), " A study on the determinants of service quality affecting
customer satisfaction for cable TV services of Song Thu company ".Luu Thi Kim Dung
(2014), "A research on personal customer satisfaction for e-banking service at Viet Nam
Joint Stock Commercial Bank for Industry and trade - Da Nang Branch".
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Afroza Parvin, Rumana Perveen, Jobayra Afsana, (2014),” Evaluation of Individual
Depositors’ Satisfaction from the Deposit Management Services of Commercial Banks of
Bangladesh”, European Journal of Business and Management, ISNN 2222-2839 (Online)
Vol.6, No.31, 2014.
Babakus và Boller, (1992), “An emperical assessment of the Servqual scale”.

Cronin, J.J.Jr and Taylor, S.A., (1992), “Measuring service quality: A re-examination
and extension”, Journal of Marketing, Vol. 56, p55-68.
Gi-Du Kang and Jeffrey James,(2004). “Service quality dimension: an examination of
Gronroos’s service quality model”,Managing Service Quality Volume 14, Number 4,
pp.266-277.
Gronroos, C., (1984), “A service quality model and its marketing implications”,
European Journal of Marketing, Vol.18, No.4, p.36-44.
Hoyer and MacInnis (2001), “Consumer behavior”.
Hansemark and Albinsson (2004), “Customer Satisfaction and Retention: the
experiences of individual employees.”.
Lassar, W.M., Manolis, C. and Winor, R.D., (2000), “Service Quality Perspectives and
satisfaction in private banking”, International Journal of Banking, Vol.18, No.4, p181-
199.
Mei Mei Lau (2013), “Measuring Service Quality in the Banking Industry: A Hong
Kong Based Study”.

Niveen El Saghier, Demyana Nathan (2013), “ Service Quality Dimensions and

Customers’ Satisfactions of Banks in Egypt”.

Oliver, R. L. (1993), “Conginitive, Affective, and Attribute Bases of the Satisfaction

Response”, Journal of Consumer Research, 20, p418-430.
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Quality and Its Implications for future research”, Journal of Marketing, 49 (1985), p.41-
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for measuring consumer perception of service quality”, Journal of Retailing.
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“Relationship Between Banking Service Quality and Customer Satisfaction in
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 APPENDIX 1: QUESTIONNAIRE
A SURVEY ON PERSONAL CUSTOMER SATISFACTION ABOUT WAGE
PAYMENT THROUGH ACCOUNT SERVICE AT VIET NAM JOINT STOCK
COMMERCIAL BANK FOR INDUSTRY AND TRADE (VIETINBANK) - THUA
THIEN HUE BRANCH
Hello everyone!
I’m Ton Nu My Duyen, currently, I’m a student at Da Nang University of Economics. At
present, I’m conducting a research on “ Personal customer satisfaction on wage payment
through account service at Viet Nam Joint Stock Commercial Bank For Industry and
Trade (VietinBank)-Thua Thien Hue Branch” with the aim of assessing accurately the
satisfaction of personal customers using this service. Therefore, some solutions would be
drawn to meets the demands of customers on wage payment through account service.
I promise that all the information which you provide in this questionnaire just be used for
the purpose of researching, not for any other purposes. I will be very grateful if you help
me to complete this research well. Sincere thanks.
Please mark X where your answer located:
SECTION I: GENERAL INFORMATION
1. Full name: ........................................................................................................
2. Your gender:
Male Female
3. Your age’s range:
From 23 to 30 From 41 to 49
From 31 to 40 Above 50
4. Your education level:
High school Post graduate
College, vocational school Others
University
5. Place of work or organization which you are working:
Enterprise
Administrative body (people’s committee, departments…..)
Income-generating agency(hospital, school, institution…..)
6. Position
Employee Head of department
Executive Leader
7. Your monthly income:
Under 3 millions From 6 millions- under 10 millions
From 3 – under 6 millions Above 6 millions
8. How long have you used this service?
 Under 2 years From 4 – 6 years
From 3 – under 4 years Above 6 years
SECTION II: Research on personal customer satisfaction about wage payment through
account at Viet Nam Joint Stock Commercial Bank for Industry and Trade (VietinBank)
– Thua Thien Hue Branch.
Please let me know your level of agreement for the service of paying wage through
account at VietinBank-TTH with different criteria below by marking X in the relevant
square:
[1]: Absolutely disagree [4]: Agree
[2]: Disagree [5]: Absolutely agree
[3]: Medium

STT COMPONENT 1 2 3 4 5

TANGIBILITY

1 Bank has modern facilities and state-of-the-art ☐ ☐ ☐ ☐ ☐

equipment.

2 Bank’s material facilities are convenient and ☐ ☐ ☐ ☐ ☐

spacious.

3 The uniform of bank’s employees is tidy and ☐ ☐ ☐ ☐ ☐

courteous.

4 The interface of VietinBank-TTH’s ATM shows ☐ ☐ ☐ ☐ ☐

the necessary buttons sufficiently.

RESPONSIVENESS

5 VietinBank-TTH’s employees are always willing ☐ ☐ ☐ ☐ ☐

to help customers.

6 VietinBank-TTH has employees who are ☐ ☐ ☐ ☐ ☐

responsible for the work or hot line operating
24/7 which is convenient for your transaction.

7 VietinBank-TTH performs the wage payment ☐ ☐ ☐ ☐ ☐

service right at the first time.
8 Employees of VietinBank-TTH provide services ☐ ☐ ☐ ☐ ☐
accurately at the promised time.

9 Employees of VietinBank-TTH perform ☐ ☐ ☐ ☐ ☐

customers’ needs quickly.

10 When having change on account balance, ☐ ☐ ☐ ☐ ☐

VietinBank-TTH promptly informs you.

11 VietinBank-TTH is associated with other banks ☐ ☐ ☐ ☐ ☐

so you can make transactions easily at any place
having ATM.

12 Wage payment through account at VietinBank- ☐ ☐ ☐ ☐ ☐

TTH helps you control your expenditure and
purchase easily.

13 Wage payment through account at VietinBank- ☐ ☐ ☐ ☐ ☐

TTH helps you use joint services more
conveniently.

RELIABILITY

14 VietinBank-TTH is famous for serving ability. ☐ ☐ ☐ ☐ ☐

15 VietinBank-TTH provides services through ☐ ☐ ☐ ☐ ☐

account (wage payment, withdrawal,
remittance…) with the guarantee of error free.

16 You feel safe when making transactions with ☐ ☐ ☐ ☐ ☐

VietinBank-TTH.

17 VietinBank-TTH secures your transaction ☐ ☐ ☐ ☐ ☐

account’s information well.

18 Receipts, invoices are clearly and fully provided. ☐ ☐ ☐ ☐ ☐

ASSURANCE
19 VietinBank-TTH’s employees have deep ☐ ☐ ☐ ☐ ☐
specialized knowledge to solve your queries and
complaints.

20 VietinBank-TTH’s employees handle your ☐ ☐ ☐ ☐ ☐

transaction proficiently.

21 VietinBank-TTH’s employees have courteous ☐ ☐ ☐ ☐ ☐

and gentle attitude.

22 VietinBank-TTH always provides services like ☐ ☐ ☐ ☐ ☐

the commitment.

23 VietinBank-TTH’s ATMs operate 24/24 hours ☐ ☐ ☐ ☐ ☐

which is convenient for your transaction.

24 VietinBank-TTH’s ATMs always have enough ☐ ☐ ☐ ☐ ☐

cash, different kind of value and is rarely broken
down.

EMPATHY

25 When you have a problem, VietinBank-TTH’s ☐ ☐ ☐ ☐ ☐

employees show sincere interest in solving.

26 VietinBank-TTH’s employees understand ☐ ☐ ☐ ☐ ☐

customers’ needs well and care about customers’
aspiration.

PRICES

27 Fee for wage transferring that bank applied is ☐ ☐ ☐ ☐ ☐

moderate.

28 Fees for card services that bank provides is ☐ ☐ ☐ ☐ ☐

reasonable.

SATISFACTION
29 You are satisfied when using wage payment ☐ ☐ ☐ ☐ ☐
through account service of VietinBank-TTH.

30 You will keep using this service of VietinBank- ☐ ☐ ☐ ☐ ☐

TTH in the future.

31 You are willing to introduce or recommend your ☐ ☐ ☐ ☐ ☐

friends, your relatives use wage payment through
account service of VietinBank-TTH.

Thank you for your enthusiasm for contributing opinion which helps me
complete this survey!
 APPENDIX 2: DESCRIPTIVE STATISTICS RESULTS
Table 1: Gender
Gender
Frequency Percent Valid Percent Cumulative
Percent
Male 95 47.5 47.5 47.5
Valid Female 105 52.5 52.5 100.0
Total 200 100.0 100.0

Table 2: Age
Age
Frequency Percent Valid Percent Cumulative
Percent
23-30 85 42.5 42.5 42.5
30-40 49 24.5 24.5 67.0
Valid 40-50 32 16.0 16.0 83.0
>50 34 17.0 17.0 100.0
Total 200 100.0 100.0

Table 3: Education level

Education level
Frequency Percent Valid Percent Cumulative
Percent
High school 14 7.0 7.0 7.0
College, vocational
30 15.0 15.0 22.0
school
Valid
University 145 72.5 72.5 94.5
Post graduate 11 5.5 5.5 100.0
Total 200 100.0 100.0

Table 4: Place of work

Place of work
 Frequency Percent Valid Percent Cumulative
Percent
Enterprise 88 44.0 44.0 44.0
Administrative body 20 10.0 10.0 54.0
Valid Income-generating
92 46.0 46.0 100.0
agency
Total 200 100.0 100.0

Table 5: Position
Position
Frequency Percent Valid Percent Cumulative
Percent
Employee 151 75.5 75.5 75.5
Executive 16 8.0 8.0 83.5
Valid Head of department 28 14.0 14.0 97.5
Leader 5 2.5 2.5 100.0
Total 200 100.0 100.0

Table 6: Monthly income

Income
Frequency Percent Valid Percent Cumulative
Percent
< 3 millions 27 13.5 13.5 13.5
3- < 6
101 50.5 50.5 64.0
millions
6-10
Valid 50 25.0 25.0 89.0
millions
> 10
22 11.0 11.0 100.0
millions
Total 200 100.0 100.0

Table 7: Time of using this service

Time of using this service
Frequency Percent Valid Percent Cumulative
Percent
Valid < 2 years 48 24.0 24.0 24.0
3 - < 4 years 96 48.0 48.0 72.0
4 - 6 years 29 14.5 14.5 86.5
> 6 years 27 13.5 13.5 100.0
Total 200 100.0 100.0
 APPENDIX 3: THE RESULTS OF ASSESSING THE
RELIABILITY OF SCALES USING CRONBACH’S ALPHA
Table 1: Cronbach’s Alpha of Tangibility
Reliability Statistics
Cronbach's Alpha N of Items
.734 4

Item-Total Statistics
Scale Mean if Scale Corrected Cronbach's
Item Deleted Variance if Item-Total Alpha if Item
Item Deleted Correlation Deleted
Bank has modern
facilities and state-of- 10.78 1.901 .612 .619
the-art equipment.
Bank’s material
facilities are convenient 10.79 2.049 .545 .662
and spacious.
The uniform of bank’s
employees is tidy and 10.73 2.088 .525 .673
courteous.
The interface of
VietinBank-TTH’s
ATM shows the 10.89 2.380 .420 .729
necessary buttons
sufficiently.
Table 2: Cronbach’s Alpha of Responsiveness
Reliability Statistics
Cronbach's Alpha N of Items
.758 9

Item-Total Statistics
Scale Mean Scale Corrected Cronbach's
if Item Variance if Item-Total Alpha if Item
Deleted Item Deleted Correlation Deleted
VietinBank-TTH’s
employees are always 27.79 9.895 .480 .728
willing to help customers.
VietinBank-TTH has
employees who are
responsible for the work
28.03 9.487 .540 .717
or hot line operating 24/7
which is convenient for
your transaction.
VietinBank-TTH performs
the wage payment service 27.46 10.370 .475 .730
right at the first time.
Employees of VietinBank-
TTH provide services
27.53 10.853 .399 .741
accurately at the promised
time.
Employees of VietinBank-
TTH perform customers’ 27.86 11.039 .332 .750
needs quickly.
When having change on
account balance,
27.36 10.734 .371 .745
VietinBank-TTH promptly
informs you.
VietinBank-TTH is
associated with other
banks so you can make 27.73 10.462 .384 .744
transactions easily at any
place having ATM.
Wage payment through
account at VietinBank-
TTH helps you control 27.37 10.454 .471 .731
your expenditure and
purchase easily.
Wage payment through
account at VietinBank-
TTH helps you use joint 27.61 10.380 .474 .730
services more
conveniently.
Table 3: Cronbach’s Alpha of Reliability

Reliability Statistics
Cronbach's Alpha N of Items
.776 5

Item-Total Statistics
Scale Mean if Scale Corrected Cronbach's
Item Deleted Variance if Item-Total Alpha if Item
Item Deleted Correlation Deleted
VietinBank-TTH is
famous for serving 14.50 4.060 .585 .722
ability.
VietinBank-TTH
provides services
through account (wage
14.40 4.029 .576 .725
payment, withdrawal,
remittance…) with the
guarantee of error free.
You feel safe when
making transactions 14.06 4.288 .558 .732
with VietinBank-TTH.
VietinBank-TTH
secures your transaction
14.09 4.480 .492 .753
account’s information
well.
Receipts, invoices are
clearly and fully 14.32 4.147 .534 .740
provided.

Table 4: Cronbach’s Alpha of Assurance

Reliability Statistics
Cronbach's Alpha N of Items
.721 6
 Item-Total Statistics
Scale Mean if Scale Corrected Cronbach's
Item Deleted Variance if Item-Total Alpha if Item
Item Deleted Correlation Deleted
VietinBank-TTH’s
employees have deep
specialized knowledge 15.46 6.069 .452 .684
to solve your queries
and complaints.
VietinBank-TTH’s
employees handle your 15.61 5.959 .452 .684
transaction proficiently.
VietinBank-TTH’s
employees have
15.40 5.748 .451 .684
courteous and gentle
attitude.
VietinBank-TTH always
provides services like 15.36 5.647 .531 .660
the commitment.
VietinBank-TTH’s
ATMs operate 24/24
hours which is 16.02 5.693 .432 .691
convenient for your
transaction.
VietinBank-TTH’s
ATMs always have
enough cash, different 16.25 6.035 .414 .695
kind of value and is
rarely broken down.

Table 5: Cronbach’s Alpha of Empathy

Reliability Statistics
Cronbach's Alpha N of Items
.747 2

Item-Total Statistics
 Scale Mean if Scale Corrected Cronbach's
Item Deleted Variance if Item-Total Alpha if Item
Item Deleted Correlation Deleted
When you have a
problem, VietinBank-
TTH’s employees show 3.00 .503 .599 .
sincere interest in
solving.
VietinBank-TTH’s
employees understand
customers’ needs well 3.09 .424 .599 .
and care about
customers’ aspiration.

Table 6: Cronbach’s Alpha of Prices

Reliability Statistics
Cronbach's Alpha N of Items
.729 2

Item-Total Statistics
Scale Mean if Scale Corrected Cronbach's
Item Deleted Variance if Item-Total Alpha if Item
Item Deleted Correlation Deleted
Fee for wage
transferring that bank 3.03 .471 .576 .
applied is moderate.
Fees for card services
that bank provides is 3.18 .386 .576 .
reasonable.

Table 7: Cronbach’s Alpha of Customer Satisfaction

Reliability Statistics
Cronbach's Alpha N of Items
.867 3
 Item-Total Statistics
Scale Mean if Scale Corrected Cronbach's
Item Deleted Variance if Item-Total Alpha if Item
Item Deleted Correlation Deleted
You are satisfied when
using wage payment
6.56 2.217 .708 .857
through account service
of VietinBank-TTH.
You will keep using this
service of VietinBank- 6.74 1.781 .748 .812
TTH in the future.
You are willing to
introduce or recommend
your friends, your
relatives use wage 6.65 1.597 .812 .752
payment through
account service of
VietinBank-TTH.
 APPENDIX 4: THE RESULTS OF EXPLORATORY FACTOR
ANALYSIS (EFA)
Table 1: Factor analysis with 6 independent variables (the first time)
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .867
Approx. Chi-Square 2187.098
Bartlett's Test of Sphericity df 378
Sig. .000

Total Variance Explained

Compone Initial Eigenvalues Extraction Sums of Rotation Sums of
nt Squared Loadings Squared Loadings
Tota % of Cumulati Tota % of Cumulati Tota % of Cumulati
l Varian ve % l Varian ve % l Varian ve %
ce ce ce
8.36 8.36 4.34
1 29.870 29.870 29.870 29.870 15.516 15.516
4 4 5
1.93 1.93 3.03
2 6.908 36.778 6.908 36.778 10.836 26.352
4 4 4
1.79 1.79 2.41
3 6.418 43.197 6.418 43.197 8.607 34.960
7 7 0
1.54 1.54 2.15
4 5.529 48.726 5.529 48.726 7.683 42.643
8 8 1
1.43 1.43 2.09
5 5.125 53.851 5.125 53.851 7.492 50.135
5 5 8
1.01 1.01 2.05
6 3.628 57.479 3.628 57.479 7.344 57.479
6 6 6
7 .999 3.567 61.046
8 .940 3.356 64.403
9 .841 3.004 67.407
10 .780 2.785 70.192
11 .744 2.657 72.849
12 .697 2.488 75.337
13 .680 2.430 77.767
14 .626 2.237 80.003
15 .611 2.183 82.187
16 .559 1.995 84.181
17 .542 1.936 86.118
18 .522 1.863 87.981
19 .470 1.677 89.658
20 .434 1.550 91.208
21 .395 1.412 92.620
22 .375 1.339 93.959
23 .351 1.254 95.213
24 .340 1.216 96.429
25 .308 1.102 97.531
26 .297 1.060 98.591
27 .276 .985 99.576
28 .119 .424 100.000
Extraction Method: Principal Component Analysis.

Rotated Component Matrixa

Component
1 2 3 4 5 6
Receipts, invoices are
clearly and fully .750
provided.
Bank’s material
facilities are convenient .667
and spacious.
Bank has modern
facilities and state-of- .647
the-art equipment.
You feel safe when
making transactions .638
with VietinBank-TTH.
The uniform of bank’s
employees is tidy and .546
courteous.
VietinBank-TTH has
employees who are
responsible for the work
or hot line operating .526
24/7 which is
convenient for your
transaction.
Employees of
VietinBank-TTH
.521
perform customers’
needs quickly.
VietinBank-TTH is
famous for serving .516
ability.
VietinBank-TTH
provides services
through account (wage
.483
payment, withdrawal,
remittance…) with the
guarantee of error free.
VietinBank-TTH’s
employees are always
.467 .421
willing to help
customers.
VietinBank-TTH
secures your transaction
.453
account’s information
well.
Fees for card services
that bank provides is .857
reasonable.
VietinBank-TTH’s
employees understand
customers’ needs well .797
and care about
customers’ aspiration.
Fee for wage
transferring that bank .745
applied is moderate.
When you have a
problem, VietinBank-
TTH’s employees show .640
sincere interest in
solving.
Employees of
VietinBank-TTH
provide services .683
accurately at the
promised time.
When having change on
account balance,
.681
VietinBank-TTH
promptly inform you.
Wage payment through
account at VietinBank-
TTH helps you control .530 .461
your expenditure and
purchase easily.
VietinBank-TTH
performs the wage
.463
payment service right at
the first time.
VietinBank-TTH’s
employees handle your .808
transaction proficiently.
VietinBank-TTH’s
employees have deep
specialized knowledge .612
to solve your queries
and complaints.
The interface of
VietinBank-TTH’s
ATM shows the .531
necessary buttons
sufficiently.
Wage payment through
account at VietinBank-
TTH helps you use joint .709
services more
conveniently.
VietinBank-TTH is
associated with other
banks so you can make .500
transactions easily at
any place having ATM.
VietinBank-TTH’s
employees have
.500 .418
courteous and gentle
attitude.
VietinBank-TTH’s
ATMs operate 24/24
hours which is .729
convenient for your
transaction.
VietinBank-TTH’s
ATMs always have
enough cash, different .668
kind of value and is
rarely broken down.
Bank always provides
services like .606
commitment
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 8 iterations.

Table 2: Factor analysis with 6 independent variables ( the second time)

KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .856
Approx. Chi-Square 1903.129
Bartlett's Test of Sphericity df 300
Sig. .000

Total Variance Explained

Compone Initial Eigenvalues Extraction Sums of Rotation Sums of
nt Squared Loadings Squared Loadings
Tota % of Cumulati Tota % of Cumulati Tota % of Cumulati
l Varian ve % l Varian ve % l Varian ve %
ce ce ce
7.61 7.61 4.07
1 30.472 30.472 30.472 30.472 16.287 16.287
8 8 2
1.89 1.89 3.03
2 7.574 38.046 7.574 38.046 12.142 28.429
3 3 5
1.64 1.64 2.58
3 6.584 44.630 6.584 44.630 10.330 38.759
6 6 3
1.44 1.44 1.99
4 5.767 50.396 5.767 50.396 7.997 46.757
2 2 9
 1.29 1.29 1.77
5 5.164 55.560 5.164 55.560 7.080 53.836
1 1 0
1.00 1.00 1.43
6 4.019 59.579 4.019 59.579 5.742 59.579
5 5 6
7 .912 3.647 63.226
8 .887 3.550 66.776
9 .802 3.210 69.985
10 .707 2.829 72.814
11 .694 2.777 75.591
12 .666 2.663 78.255
13 .643 2.571 80.826
14 .589 2.355 83.181
15 .552 2.208 85.389
16 .537 2.147 87.536
17 .480 1.918 89.454
18 .467 1.866 91.320
19 .399 1.597 92.917
20 .388 1.551 94.467
21 .353 1.410 95.878
22 .319 1.276 97.154
23 .303 1.214 98.368
24 .283 1.131 99.498
25 .125 .502 100.000
Extraction Method: Principal Component Analysis.

Rotated Component Matrix

Component
1 2 3 4 5 6
Receipts, invoices are
.750
clearly and fully provided.
Bank’s material facilities
are convenient and .684
spacious.
Bank has modern facilities
and state-of-the-art .681
equipment.
You feel safe when
making transactions with .643
VietinBank-TTH.
The uniform of bank’s
employees is tidy and .565
courteous.
VietinBank-TTH has
employees who are
responsible for the work
.509
or hot line operating 24/7
which is convenient for
your transaction.
VietinBank-TTH provides
services through account
(wage payment,
.506 .403
withdrawal, remittance…)
with the guarantee of error
free.
VietinBank-TTH is
.499
famous for serving ability.
Employees of VietinBank-
TTH perform customers’ .493
needs quickly.
Fees for card services that
bank provides is .861
reasonable.
VietinBank-TTH’s
employees understand
customers’ needs well and .800
care about customers’
aspiration.
Fee for wage transferring
that bank applied is .751
moderate.
When you have a problem,
VietinBank-TTH’s
.648
employees show sincere
interest in solving.
Employees of VietinBank-
TTH provide services
.694
accurately at the promised
time.
When having change on
account balance,
.608
VietinBank-TTH promptly
inform you.
VietinBank-TTH performs
the wage payment service .566
right at the first time.
Wage payment through
account at VietinBank-
TTH helps you use joint .506 .460
services more
conveniently.
VietinBank-TTH secures
your transaction account’s .432 .436
information well.
VietinBank-TTH’s
employees handle your .827
transaction proficiently.
VietinBank-TTH’s
employees have deep
specialized knowledge to .638
solve your queries and
complaints.
The interface of
VietinBank-TTH’s ATM
.502
shows the necessary
buttons sufficiently.
VietinBank-TTH’s ATMs
operate 24/24 hours which
.822
is convenient for your
transaction.
VietinBank-TTH’s ATMs
always have enough cash,
.607 .421
different kind of value and
is rarely broken down.
VietinBank-TTH always
provides services like the .414 .591
commitment.
VietinBank-TTH is
associated with other
banks so you can make .735
transactions easily at any
place having ATM.
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 10 iterations.
Table 3: Factor analysis with 6 independent variables ( the third time)

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .829
Approx. Chi-Square 1462.955
Bartlett's Test of Sphericity df 190
Sig. .000

Total Variance Explained

Compo Initial Eigenvalues Extraction Sums of Rotation Sums of
nent Squared Loadings Squared Loadings
Tota % of Cumula Total % of Cumula Total % of Cumula
l Varianc tive % Varianc tive % Varianc tive %
e e e
6.29
1 31.448 31.448 6.290 31.448 31.448 3.473 17.367 17.367
0
1.77
2 8.891 40.339 1.778 8.891 40.339 2.951 14.753 32.120
8
1.54
3 7.736 48.075 1.547 7.736 48.075 2.052 10.262 42.382
7
1.21
4 6.093 54.168 1.219 6.093 54.168 1.820 9.099 51.481
9
1.14
5 5.722 59.889 1.144 5.722 59.889 1.682 8.409 59.889
4
6 .936 4.682 64.571
7 .829 4.143 68.715
8 .724 3.619 72.334
9 .694 3.469 75.803
10 .677 3.384 79.187
11 .622 3.108 82.295
12 .589 2.943 85.238
13 .505 2.526 87.763
14 .477 2.383 90.146
15 .439 2.196 92.342
16 .395 1.973 94.315
17 .366 1.830 96.145
18 .339 1.693 97.838
19 .298 1.492 99.331
100.00
20 .134 .669
0
Extraction Method: Principal Component Analysis.
 Rotated Component Matrixa

Component
1 2 3 4 5
Receipts, invoices are
.769
clearly and fully provided.
Bank has modern facilities
and state-of-the-art .687
equipment.
Bank’s material facilities
are convenient and .670
spacious.
You feel safe when
making transactions with .613
VietinBank-TTH.
The uniform of bank’s
employees is tidy and .566
courteous.
VietinBank-TTH has
employees who are
responsible for the work
.552
or hot line operating 24/7
which is convenient for
your transaction.
VietinBank-TTH is
.534
famous for serving ability.
Fees for card services that
bank provides is .854
reasonable.
VietinBank-TTH’s
employees understand
customers’ needs well and .809
care about customers’
aspiration.
Fee for wage transferring
that bank applied is .757
moderate.
When you have a
problem, VietinBank-
.659
TTH’s employees show
sincere interest in solving.
When having change on
account balance,
.704
VietinBank-TTH
promptly inform you.
Employees of VietinBank-
TTH provide services
.684
accurately at the promised
time.
VietinBank-TTH
performs the wage
.617
payment service right at
the first time.
VietinBank-TTH is
associated with other
banks so you can make
transactions easily at any
place having ATM.
VietinBank-TTH’s
employees handle your .841
transaction proficiently.
VietinBank-TTH’s
employees have deep
specialized knowledge to .754
solve your queries and
complaints.
VietinBank-TTH’s ATMs
always have enough cash,
.784
different kind of value and
is rarely broken down.
VietinBank-TTH’s ATMs
operate 24/24 hours which
.696
is convenient for your
transaction.
Employees of VietinBank-
TTH perform customers’ .442 .483
needs quickly.
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 7 iterations.
Table 4: Factor analysis with 6 independent variables (the last time)
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .826
Approx. Chi-Square 1330.570
Bartlett's Test of Sphericity df 153
Sig. .000

Total Variance Explained

Compone Initial Eigenvalues Extraction Sums of Rotation Sums of
nt Squared Loadings Squared Loadings
Tota % of Cumulati Tota % of Cumulati Tota % of Cumulati
l Varian ve % l Varian ve % l Varian ve %
ce ce ce
5.89 5.89 3.45
1 32.756 32.756 32.756 32.756 19.171 19.171
6 6 1
1.73 1.73 2.88
2 9.653 42.409 9.653 42.409 16.043 35.214
8 8 8
1.52 1.52 1.90
3 8.469 50.878 8.469 50.878 10.571 45.785
4 4 3
1.16 1.16 1.71
4 6.475 57.353 6.475 57.353 9.528 55.313
6 6 5
1.09 1.09 1.45
5 6.053 63.406 6.053 63.406 8.093 63.406
0 0 7
6 .779 4.326 67.732
7 .708 3.934 71.666
8 .696 3.866 75.532
9 .657 3.652 79.184
10 .614 3.410 82.595
11 .550 3.057 85.652
12 .502 2.790 88.443
13 .459 2.552 90.995
14 .440 2.445 93.440
15 .383 2.131 95.570
16 .346 1.923 97.493
17 .313 1.741 99.234
18 .138 .766 100.000
Extraction Method: Principal Component Analysis.
 Rotated Component Matrixa
Component
1 2 3 4 5
Receipts, invoices are
.781
clearly and fully provided.
Bank has modern facilities
and state-of-the-art .673
equipment.
Bank’s material facilities
are convenient and .668
spacious.
You feel safe when making
transactions with .666
VietinBank-TTH.
VietinBank-TTH has
employees who are
responsible for the work or
.595
hot line operating 24/7
which is convenient for
your transaction.
The uniform of bank’s
employees is tidy and .588
courteous.
VietinBank-TTH is famous
.553
for serving ability.
Fees for card services that
bank provides is .847
reasonable.
VietinBank-TTH’s
employees understand
customers’ needs well and .793
care about customers’
aspiration.
Fee for wage transferring
that bank applied is .771
moderate.
When you have a problem,
VietinBank-TTH’s
.664
employees show sincere
interest in solving.
Employees of VietinBank-
TTH provide services
.732
accurately at the promised
time.
When having change on
account balance,
.691
VietinBank-TTH promptly
informs you.
VietinBank-TTH performs
the wage payment service .650
right at the first time.
VietinBank-TTH’s
employees handle your .850
transaction proficiently.
VietinBank-TTH’s
employees have deep
specialized knowledge to .756
solve your queries and
complaints.
VietinBank-TTH’s ATMs
always have enough cash,
.785
different kind of value and
is rarely broken down.
VietinBank-TTH’s ATMs
operate 24/24 hours which
.770
is convenient for your
transaction.
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 6 iterations.

Table 5: Factor analysis of Customer Satisfaction

KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .715
Approx. Chi-Square 306.359
Bartlett's Test of Sphericity df 3
Sig. .000
 Total Variance Explained
Component Initial Eigenvalues Extraction Sums of Squared
Loadings
Total % of Cumulative Total % of Cumulative
Variance % Variance %
1 2.383 79.448 79.448 2.383 79.448 79.448
2 .388 12.926 92.374
3 .229 7.626 100.000
Extraction Method: Principal Component Analysis.

Component Matrixa
Component
1
You are willing to introduce or recommend your friends,
your relatives use wage payment through account service .922
of VietinBank-TTH.
You will keep using this service of VietinBank-TTH in
.885
the future.
You are satisfied when using wage payment through
.865
account service of VietinBank-TTH.
Extraction Method: Principal Component Analysis.
a. 1 components extracted.
 APPENDIX 5: REGRESSION ANALYSIS
Table 1: The matrix of Pearson Correlation Coefficients
Correlations
F1 F2 F3 F4 F5 F6
Pearson
1 .519** .484** .413** .298** .717**
Correlation
F1
Sig. (2-tailed) .000 .000 .000 .000 .000
N 200 200 200 200 200 200
Pearson
.519** 1 .289** .299** .298** .554**
Correlation
F2
Sig. (2-tailed) .000 .000 .000 .000 .000
N 200 200 200 200 200 200
Pearson
.484** .289** 1 .128 .153* .427**
Correlation
F3
Sig. (2-tailed) .000 .000 .071 .031 .000
N 200 200 200 200 200 200
Pearson
.413** .299** .128 1 .310** .430**
Correlation
F4
Sig. (2-tailed) .000 .000 .071 .000 .000
N 200 200 200 200 200 200
Pearson
.298** .298** .153* .310** 1 .364**
Correlation
F5
Sig. (2-tailed) .000 .000 .031 .000 .000
N 200 200 200 200 200 200
Pearson
.717** .554** .427** .430** .364** 1
Correlation
F6
Sig. (2-tailed) .000 .000 .000 .000 .000
N 200 200 200 200 200 200
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

Table 2: Model summary

Model Summaryb
Model R R Square Adjusted R Std. Error of the Durbin-Watson
Square Estimate
a
1 .770 .593 .582 .427 2.049
a. Predictors: (Constant), F5, F3, F4, F2, F1
b. Dependent Variable: F6
Table 3: The result of assessing model’s correspondence
ANOVAa
Model Sum of df Mean Square F Sig.
Squares
Regression 51.577 5 10.315 56.516 .000b
1 Residual 35.409 194 .183
Total 86.986 199
a. Dependent Variable: F6
b. Predictors: (Constant), F5, F3, F4, F2, F1
Table 4:
Coefficientsa
Model Unstandardized Standardized t Sig. Collinearity
Coefficients Coefficients Statistics
B Std. Beta Tolerance VIF
Error
(Constant) -.982 .290 -3.392 .001
F1 .638 .084 .475 7.614 .000 .540 1.852
F2 .250 .066 .208 3.801 .000 .702 1.425
1
F3 .149 .074 .105 1.995 .047 .756 1.322
F4 .140 .058 .126 2.426 .016 .779 1.283
F5 .111 .052 .106 2.122 .035 .847 1.181
a. Dependent Variable: F6
 APPENDIX 6: THE RESULTS OF VERIFYING T-TEST AND
ANOVA
Table 1: Mean verifying on Gender to Satisfaction
Group Statistics
Gender N Mean Std. Std. Error Mean
Dethroughtion
Male 95 3.19 .754 .077
F7
Female 105 3.47 .516 .050

Independent Samples Test

Levene's t-test for Equality of Means
Test for
Equality of
Variances
F Sig. t df Sig. Mean Std. Error 95%
(2- Differenc Differenc Confidence
tailed e e Interval of
) the
Difference
Lowe Uppe
r r
Equal
-
variance 17.38 .00
3.01 198 .003 -.274 .091 -.452 -.095
s 4 0
9
F assumed
7 Equal
-
variance 163.91
2.96 .003 -.274 .092 -.456 -.091
s not 1
5
assumed

Table 2: Mean verifying on Age to Satisfaction

ANOVA
F7
Sum of Squares df Mean Square F Sig.
Between Groups .665 3 .222 .516 .672
Within Groups 84.222 196 .430
Total 84.887 199
Table 3: Mean verifying on Education level to Satisfaction
ANOVA
F7
Sum of Squares df Mean Square F Sig.
Between Groups 4.834 3 1.611 3.946 .009
Within Groups 80.052 196 .408
Total 84.887 199

Table 4: Mean verifying on Place of work to Satisfaction

ANOVA
F7
Sum of Squares df Mean Square F Sig.
Between Groups 2.036 2 1.018 2.421 .091
Within Groups 82.850 197 .421
Total 84.887 199

Table 5: Mean verifying on Position to Satisfaction

ANOVA
F7
Sum of Squares df Mean Square F Sig.
Between Groups .877 3 .292 .682 .564
Within Groups 84.009 196 .429
Total 84.887 199

Table 6: Mean verifying on Monthly income to Satisfaction

ANOVA
F7
Sum of Squares df Mean Square F Sig.
Between Groups 2.552 3 .851 2.025 .112
Within Groups 82.335 196 .420
Total 84.887 199
Table 7: Mean verifying on Time of using service to Satisfaction
ANOVA
F7
Sum of Squares df Mean Square F Sig.
Between Groups .780 3 .260 .606 .612
Within Groups 84.107 196 .429
Total 84.887 199
APPENDIX 7: STATISTICS OF MEAN VALUE OF FACTORS IN
EACH SCALES
Table 1: Statistics of mean value of factors in Tangibility
Descriptive Statistics
N Minimum Maximum Mean Std.
Dethroughtion
The uniform of bank’s
employees is tidy and 200 2 5 3.67 .628
courteous.
Bank has modern
facilities and state-of-the- 200 2 5 3.62 .655
art equipment.
Bank’s material facilities
are convenient and 200 2 5 3.61 .632
spacious.
The interface of
VietinBank-TTH’s ATM
200 2 5 3.51 .567
shows the necessary
buttons sufficiently.
Valid N (listwise) 200

Table 2: Statistics of mean value of factors in Responsiveness

Descriptive Statistics
N Minimum Maximum Mean Std.
Dethroughtion
When having change on
account balance,
200 2 5 3.73 .663
VietinBank-TTH
promptly inform you.
Wage payment through
account at VietinBank-
TTH helps you control 200 2 5 3.73 .634
your expenditure and
purchase easily.
VietinBank-TTH
performs the wage
200 2 5 3.64 .651
payment service right at
the first time.
Employees of
VietinBank-TTH provide
200 2 5 3.56 .598
services accurately at the
promised time.
Wage payment through
account at VietinBank-
TTH helps you use joint 200 1 5 3.48 .649
services more
conveniently.
VietinBank-TTH is
associated with other
banks so you can make 200 1 5 3.36 .724
transactions easily at any
place having ATM.
VietinBank-TTH’s
employees are always
200 1 5 3.30 .763
willing to help
customers.
Employees of
VietinBank-TTH
200 2 5 3.23 .618
perform customers’
needs quickly.
VietinBank-TTH has
employees who are
responsible for the work
200 1 5 3.06 .800
or hot line operating 24/7
which is convenient for
your transaction.
Valid N (listwise) 200

Table 3: Statistics of mean value of factors in Reliability

Descriptive Statistics
N Minimum Maximum Mean Std.
Dethroughtion
You feel safe when
making transactions with 200 2 5 3.78 .651
VietinBank-TTH.
VietinBank-TTH secures
your transaction
200 2 5 3.75 .638
account’s information
well.
Receipts, invoices are
clearly and fully 200 1 5 3.52 .715
provided.
VietinBank-TTH
provides services through
account (wage payment,
200 1 5 3.44 .721
withdrawal,
remittance…) with the
guarantee of error free.
VietinBank-TTH is
famous for serving 200 1 5 3.33 .704
ability.
Valid N (listwise) 200

Table 4: Statistics of mean value of factors in Assurance

Descriptive Statistics
N Minimum Maximum Mean Std.
Dethroughtion
VietinBank-TTH always
provides services like the 200 1 5 3.46 .722
commitment.
VietinBank-TTH’s
employees have
200 1 5 3.42 .766
courteous and gentle
attitude.
VietinBank-TTH’s
employees have deep
specialized knowledge to 200 1 5 3.36 .664
solve your queries and
complaints.
VietinBank-TTH’s
employees handle your 200 1 5 3.21 .699
transaction proficiently.
VietinBank-TTH’s
ATMs operate 24/24
hours which is 200 1 5 2.80 .802
convenient for your
transaction.
VietinBank-TTH’s
ATMs always have
enough cash, different 200 1 4 2.57 .712
kind of value and is
rarely broken down.
Valid N (listwise) 200

Table 5: Statistics of mean value of factors in Sympathy

Descriptive Statistics
N Minimum Maximum Mean Std.
Dethroughtion
When you have a
problem, VietinBank-
TTH’s employees show 200 1 5 3.09 .651
sincere interest in
solving.
VietinBank-TTH’s
employees understand
customers’ needs well 200 1 5 3.00 .709
and care about
customers’ aspiration.
Valid N (listwise) 200
Table 6: Statistics of mean value of factors in Prices
Descriptive Statistics
N Minimum Maximum Mean Std.
Dethroughtion
Fee for wage transferring
that bank applied is 200 2 5 3.18 .622
moderate.
Fees for card services
that bank provides is 200 2 5 3.03 .687
reasonable.
Valid N (listwise) 200
 APPENDIX 8: STATISTICS OF SCALES’ MEAN VALUE
Descriptive Statistics
N Minimum Maximum Mean Std.
Dethroughtion
You feel safe when
making transactions with 200 2 5 3.78 .651
VietinBank-TTH.
VietinBank-TTH secures
your transaction
200 2 5 3.75 .638
account’s information
well.
When having change on
account balance,
200 2 5 3.73 .663
VietinBank-TTH
promptly inform you.
Wage payment through
account at VietinBank-
TTH helps you control 200 2 5 3.73 .634
your expenditure and
purchase easily.
The uniform of bank’s
employees is tidy and 200 2 5 3.67 .628
courteous.
VietinBank-TTH
performs the wage
200 2 5 3.64 .651
payment service right at
the first time.
Bank has modern
facilities and state-of-the- 200 2 5 3.62 .655
art equipment.
Bank’s material facilities
are convenient and 200 2 5 3.61 .632
spacious.
Employees of
VietinBank-TTH provide
200 2 5 3.56 .598
services accurately at the
promised time.
Receipts, invoices are
clearly and fully 200 1 5 3.52 .715
provided.
The interface of
VietinBank-TTH’s ATM
200 2 5 3.51 .567
shows the necessary
buttons sufficiently.
Wage payment through
account at VietinBank-
TTH helps you use joint 200 1 5 3.48 .649
services more
conveniently.
VietinBank-TTH always
provides services like the 200 1 5 3.46 .722
commitment.
VietinBank-TTH
provides services through
account (wage payment,
200 1 5 3.44 .721
withdrawal,
remittance…) with the
guarantee of error free.
VietinBank-TTH’s
employees have
200 1 5 3.42 .766
courteous and gentle
attitude.
You are satisfied when
using wage payment
200 2 5 3.41 .628
through account service
of VietinBank-TTH.
VietinBank-TTH is
associated with other
banks so you can make 200 1 5 3.36 .724
transactions easily at any
place having ATM.
VietinBank-TTH’s
employees have deep
specialized knowledge to 200 1 5 3.36 .664
solve your queries and
complaints.
VietinBank-TTH is
famous for serving 200 1 5 3.33 .704
ability.
You are willing to
introduce or recommend
your friends, your
relatives use wage 200 2 5 3.33 .815
payment through account
service of VietinBank-
TTH.
VietinBank-TTH’s
employees are always
200 1 5 3.30 .763
willing to help
customers.
You will keep using this
service of VietinBank- 200 2 5 3.24 .776
TTH in the future.
Employees of
VietinBank-TTH
200 2 5 3.23 .618
perform customers’
needs quickly.
VietinBank-TTH’s
employees handle your 200 1 5 3.21 .699
transaction proficiently.
Fee for wage transferring
that bank applied is 200 2 5 3.18 .622
moderate.
When you have a
problem, VietinBank-
TTH’s employees show 200 1 5 3.09 .651
sincere interest in
solving.
VietinBank-TTH has
employees who are
responsible for the work
200 1 5 3.06 .800
or hot line operating 24/7
which is convenient for
your transaction.
Fees for card services
that bank provides is 200 2 5 3.03 .687
reasonable.
VietinBank-TTH’s
employees understand
customers’ needs well 200 1 5 3.00 .709
and care about
customers’ aspiration.
VietinBank-TTH’s
ATMs operate 24/24
hours which is 200 1 5 2.80 .802
convenient for your
transaction.
VietinBank-TTH’s
ATMs always have
enough cash, different 200 1 4 2.57 .712
kind of value and is
rarely broken down.
Valid N (listwise) 200
 APPENDIX 9: MEAN VALUE OF EACH SCALE IN THE
MODEL

Descriptive Statistics
N Minimum Maximum Mean Std.
Dethroughtion
F1 200 2 5 3.63 .514
F3 200 2 5 3.55 .548
F2 200 2 5 3.50 .464
F6 200 2 5 3.10 .581
F5 200 1 5 3.05 .608
F4 200 1 4 2.98 .495
Valid N (listwise) 200