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This study explores the linkages between quality system, employee service-quality culture, and performance excellence in the banking industry operating in a turbulent business environment. Properly conducted quality culture and strategic consensus assessment has the potential of informing a service organization of its current position and possible areas for improvement. The opinions, values, and practices of employees regarding quality are the fundamentals that define quality culture in many service organizations. Management must apply this knowledge to plan for the successful implementation of service-quality related activities. In an exploratory study the authors tested the linkages between quality system, service quality, and performance as perceived by the employees of a large banking institution in Hong Kong. Results of a detailed case study and empirical analysis show that employees perceive strong linkages between quality system, service quality, and performance measures.


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Reprinted with permission from © 2002 Quality Management Journal, American Society for Quality Control. No further distribution allowed without permission.