View of Relationships between Contemporary Service Standard Orientation and Performance of Branch of Government Savings Bank in the Northeast

! "# $

Relationships between Contemporary Service Standard Orientation and Performance of Branch of Government Savings Bank in the Northeast

^{2 3}

Nutthawat Tanasatchawat* Sumittra Jirawuttinunt² and Peerawat Chailom³ Received: May 16,2018, Revised: October 10,2018, Accepted : October 17,2018

&

! "#! $%&'()+!+!$-(+

(.'/$!4!459$;!$)% ++!$#<.='4 59$;!$)% / 130 >'5(((" "&55$)4= '+

$))(()= $)"'"(()=? .(+ +!$

-(+>' '$>>& '!$45 '() (= .($!((.'/$! '! .='4 5)/@(-(&!4B >'+!$=#((-5)(&

$#<% D955)(+!$#<=#-4B $%&5)=

$'B!5=!'!"$(>+#'+!&!%

'()

-(+ .'/$!

___________________________________________

* '(#@@> )=())(?E ?(@' ))

* Master Student, Master of Business Administration, Mahasarakham Business School, Mahasarakham University

2 .=+D ?(@' ))

2 Assistant Professor, Mahasarakham Business School, Mahasarakham University

3 ?(@' ))

3 Lecturer, Mahasarakham Business School, Mahasarakham University

+,-&% # ()*

»‚·Õè 11 ©ºÑº·Õè 2 àÁ.Â.-ÁÔ.Â. 62

Abstract

The purpose of this study is to test the relationships between contemporary service standards and the performance of different government savings bank branches in the Northeast region.

The questionnaires were used for collecting data from 130 branch managers of the government savings bank. The data were analyzed by multiple correlation analysis and multiple regression analysis.

The results showed that the overall contemporary service standard orientation, the contemporary service standard orientation in the dimensions of modern technology, understanding, and customer relationship management positively related and affected on the overall performance. In this way, therefore, branch managers of the government saving bank should emphasize on the service standards for

increasing professionalism and service capacity. The improvements will maximize consumer satisfaction and contribute to the sustainable growth of the organization.

Keywords :

Contemporary Service Standard, Performance, Government Saving Bank

1. &

59$DK- ! $>>5)+&$#&#!=+'$

/5)'/$Q(Q4B ++$#<(&)) !5' 4!?9 /5)!4!.=(>9$'4B =+' '/$#($#&4+!4 '5)/@(!?+5)(=$&4B '! (B!$#<$%&!%/@&

/554+!4 >')!&/5)=$'D&' (5(Q/ $'!9'4B QB&!5!)B&!)=$'D&+'+)%(+!.+!!+! %#V$

(4!! (+#!=%& /5)=)#5%& &"(

B!5'+$' ! !"B!W5)(++$#<) +! (9&

'!54?5)($#<+/@&+5)=$'B!5$+ (>9? 9=$, 2557: 8) '! -(B!$#<&!/@((/)(( 5#('&.+

($#<$%)4!!&!#(5(4!=&'(( !$#<+!'

#($&?+>'/-(5)+[ '(D9(4! 5)(&

(! $%&5)"4+!4(%&' !5=5 (\ >9, 2560:

$<#Q] /)'4 ! (/!5!$#<++5)('$

$#<-4B &!$)+ +$#<&!&-/)'5=+4B =+(.=()

"/#(55)'!(! ( %&(='+!#9$!5' QB&!$#<++5)!"4+!4(!%&' /5).'/$!&'"#(

/$< !5#( ( !, 2556: 37)

^Government Savings Bank) $#<"($!5=#((-)&=+95 /('=4!!! /)&$#<%&!)+!.=(.=!5$! >'5)(.+!

(34 +,-&% #

!$! ! $!` $!= %&[ #(4+!44!"($!&=!++$#<5

=#(($#<$K?4!+"( -( W5)(&+!/5)"(

$!B!!#($#&5)(&$=()(=4B &$#&#

$%&$&D95)! !'$#(54+!4 !5#( ! B!!()-(+>'D.=' !54$#<5(5)

$'#9$#<#-&!'/)' QB&!+!.+'/$! !5#(

(, 2559: $<#Q)

+!$-(+ ^Contemporary Service Standard Orientation) $#<5) /@$&((#V(!(5)$4(/5)(("B!(()&

#V(+=&'!(>(4!! !W#V(+=&$#&#!

=+'$ (\ >9, 2557: $<#Q) 5+4!! .='QB&!$#<.=&'=-

#V(! /)&+! [ 4!(+!5' +("B!5)/@(-

#V(! &/55/!)%()! $+ 5)(= ='(= 5

$>>5! 5+%&&.(+! >'4=&'.+('(#V(!

'(!"B!.='+>4!"=! '$=! +$%&"%' (, 2559: $<#Q] QB&!-(+ "''(/!4!! #(' 1] $>>& ^Modern Technology) 2] !(9&' ^Good Personality) 3] !$45 (Understanding) 4] ()(= ^Customer Relationship) (\ >9, 2557: 90) -5($#<++!?9!(5)$)%+=+4+! >'D=

K #(? #V(!&' $%&5)(+='+!#9 (@|= )@@(=?, 2556: 60) '! .='!5)/@(-(+ $%&$&D95(&

'!($#&#!&$#<#( /5)"$&= $&'4 $&'$!` %&[

&+!.+.'/$!4!!5)#(/$<'

.'/$! ^Performance) $#<.&'/$!4!!&/$<($#) .!&'/)' !5'4!$!+5+$!&(+!("B!!5()/!

4!! QB&!''#??94!.'/$! >'5+!$<D9

"'.4!!)%/$<$#)4!! .'/$!&/5 '!

!#( 4 ' % 1] '$! ^Financial Perspective) 2] '= ^Customer Perspective) 3] '(95 ^Internal Process Perspective) 4] '$= ^Learning and Growth Perspective) ( $, 2555: 273-285] !&!/$<!!.

(/! ()!&$#<-5)'!(9'&$.@=+ $%&5)"

4+!4("(%& [ ' QB&!'QB&!/$< !!'$&(-(+

$%&5)$4("?+! [ &$#&#!=+'$ !5#( (\ >9, 2557: $<#Q]

$).&+4! .=B!5DBK )+!+!$- (+(.'/$!4!459$;!$)% >'"#!

+,-&% # (3(

57#-8 (( 9#-8 : ;;<;; 3:

$%&'(++!$-(+(.'/$!4!4 59$;!$)%)%+ +! QB&!$<((4=.='459

$;!$)% .&' "5$#<!()! !.

'/$!&#94!459$;!$)% $%&$#<4=4$D"B!

5)/@5(!4!! "+5'54!.='4()!'+!

(( ((. +!.5)!#(/$<($#)&!$(>'+!&!

2. *&#+#+, *

5 ! +!$-(+'"=/)'$#<#

(.'/$! "#!4!"#('5''!

-/!/ 1

0 ,

2.1 (Contemporary Service Standard Orientation) 5)/@$&((5#V(!(4!! &=#(($#<-

$' /5)!("B!#V(!(5+"? ($45"B!(()&

#V( "B!W(&#V(+= )%.=5(&$4($#<#( QB&!/

5)=$'B!5#(' (\ >9, 2557 90)

2.1.1 '$>>& (Modern Technology) )"B! (5/&!/

'&#(55! $%&4#@)5)(='+!)%+'$/

'5)+! 5+! [ 5)'$<+!&!4B

2.1.2 '!(9&' ^Good Personality) )"B! (5!?K?

&$#<$K?(4!! >''!.+W5)(4!!&"#(

+9'&$.@=+5)?K?&' +$%&"%$#<&(

2.1.3 '!$45 ^Understanding) )"B! ("+'4= 4+&

+$%&"%!)%!#!.=5( >'+!$5)!.=5($45"B!$% ))%

4=++!"=!'!("?

(CON) 1. $>>& (MOD)

2. !(9&' (GOP) 3. !$45 (UND)

4. ()(= ^CRM)

(PER) 1. $! (FIN)

2 = (CUS)

3 (95 (INT) 4 $= ^LEA)

(3: +,-&% #

2.1.4 '()(= ^Customer Relationship Management) )"B!

()%5)+[ &!/(= >'!B!5 5(5)(='+!+$%&! K= !$+5)+ $%&5)=$'

!9'5 !&'+!5 2.2 (Performance)

.'/$! ^Performance) )"B! .&$''/$#V(!

>'')%#$.$#($(('+!))%$#)$%&5)$'.'+!) "#!

&! #(#' ^ $, 2555: 273-285)

2.2.1 '$! ^Financial Perspectives) )"B! .5'/$!&

$&4!($! >''/$!()4!!++5#(#!!5)'4B '+ '!)%$&4B 4! $&4B 4!/ ("#!!$!

2.2.2 '= ^Customer Perspectives) )"B! .5'/$!&$&4!(=

5'(!!4!=5)$'B!5 $%&$&+(+!!'5'K

=$' !)=5)+ /$(&?9$%&!=&

+!.(>'!+/$<5()!4!!

2.2.3 '(95 ^Internal Process Perspectives) )"B! .5'/$!&

$&4!(('/$!954!! &+5)!"/4$+! [ +5!

?+$%&'B!'='K= >'!''/$!&'$< (&?9 #"B!

()!&?9#9

2.2.4 '$= ^Learning and Growth Perspectives) )"B! .5 '/$! &$&4!((&/4#@)!5$%&!4! ' )%=#((5)+[ '+ `B(! !'$>>$D&' #(#!((

#V(! K!&?9

(?&$&4! @ >' ^2557: ('+] (+ ( 5)+ '(94!.=5)( .($!((.'/$! '$=

'!)%%&4!.=5)(&'$#<+/@&/5)=$'B!5 '!(!4! !? / ^2557: ('+] (+ ()(5)+

'!'( .($!((/$<4!!>' '$!

'= '( 95 !'!(!4! 9? ( ^2558: ('+]

(+ -(&' ''$<5(! .($!((.

'/$!>' '(95'$= /)'>'/$>>

#55(=5)$)/#=+(+=&#9#.

$)<'++!$-(+(.'/$! B! !$#<- ''!

-& 1  +!$-(+ '$>>&

.((.'/$!

+,-&% # (3=

»‚·Õè 11 ©ºÑº·Õè 2 àÁ.Â.-ÁÔ.Â. 62

-& 2  +!$-(+ '!(9&' .((.'/$!

-& 3  +!$-(+ '!$45 .((.'/$!

-& 4  +!$-(+ '()(=

.((.'/$!

3. # *

3.1 ,#$

#++! (Population Simple] &55 '+ .='45 9$;!$)% / 251 (, 2560 $<(Q] $%&!%&55$<((4=

$#<(((" .=''/$+!((("!#K?5)(++!>'+!((("&

1 $K 2561 / 251 ;(( 4+%)+!5$<((((("$#<$

15 ('(((("

$%&(/)' ((=?4!((("&'((( ! 130 ;(( QB&!

((("&((=?/ 130 ;(( '$#<(( 51.8 $%&$#($((/

((("&+!#!++! QB&!'!( Aaker, Kumar Day (2004) '$+ +!

((("! ((+! 20 B!"%+('+/$!&/#$) 4=+#

3.2 676,/

+!$-(+$#<# QB&!"/'$#< 4 ' '!

1] '$>>& / 5 4 >'(5)/@('4 /! ' .''&$'! '$<(4=4!= $%&+5)$'&)4!4= 2) '!(9

&' / 5 4 >'('!W4!!5)$#<&( 3] '!$45 / 4 4 >'(%&4=#!=5)"=!'!("? 4] '() (= / 5 4 >'(5)/@('!4!= +!$

$(5)=+!+$%&!

.'/$! QB&!"/$#< 4 ' '! 1] '$! / 5 4 >'(

$&4B 4!' / = +(+!!' '!4!+5+ 2] '= / 4 4

>'(K=$' !)=5)+ B!54!=$&((?9 4!+"(!!4!=5[ ' '5)$DK+![ +!("

3] '(95 / 5 4 >'(5$>>5)+[ $&D9/!

#(#!(#V(!/)'>(+!$5)!#V(!$#< $%&$&#9

?94! 4] '$= / 5 4 >'(`B(= $&@

+! "5)$!4!! `BK5)$#<(((%

(3> +,-&% #

3.3 6!$+$

.='($&!! >'.+?$% )4/".=$&@ 2 + )+//$#<4 ^Discriminant Power] >'5$ Item total Correlation +!$- (+ '+// ^r] =+)+! 0.427 – 0.657 .'/$! '+// ^r]

=+)+! 0.510 – 0.972 QB&!'!( Nunnally (1978] '/$+ '(+//$+ 0.4 )+ $%&!%?9"/#5$<((4=' )+$%&&4!((("

^Reliability test) >'5#\„ ^Alpha coefficient] 4!( ^Cronbach] QB&!+!$

-(+ +#„ =+)+! 0.792 – 0.894 .'/$! +#\

„ =+)+! 0.901 – 0.922 QB&!'!( Nunnally & Bernstein ^1994] '/$+ $?E?

+$%&&4!$%&!%=+5$?E&('+ 0.70 )+ $%&!%?9"

/#5$<((4=' 3.4 9&#+ ;*

! .='5$)"'")=?$%&'(.(

4!+!$-(+(.'/$!4!459$;!$)%

QB&!$4''!

PER =ɴ_Ͳ+ɴ_ͳ+ɴ_ʹ+ɴ_͵+ɴ_Ͷ+ɸ

$%& PER .'/$! >'

MOD +!$-(+ '$>>&

GOP +!$-(+ '!(9&'

UND +!$-(+ '!$45

CRM +!$-(+ '()(=

4. *,!/

(1 $))4!+!$-(+(.'/$!>'

4!459$;!$)%

ǰ

,/ PER MOD GOP UND CRM VIF

S

܆ഥ 4.44 4.66 4.73 4.68 4.63 S.D. 0.45 0.41 0.41 0.43 0.44 PER - 0.658* 0.672* 0.739* 0.713*

MOD - 0.712* 0.637* 0.585* 2.135 GOP - 0.777* 0.666* 3.165

UND - 0.799* 3.958

CRM - 2.846

* /@!"&'( 0.05

+,-&% # (3)

»‚·Õè 11 ©ºÑº·Õè 2 àÁ.Â.-ÁÔ.Â. 62

! 1 (+ #+' QB&!$'#@) Multicollinearity '!

.=/'( Multicollinearity >'5+ VIFs #V+ + VIFs 4!# +!$- (+ + !+ 2.135 – 3.958 QB&!++ 10 '!+ # ++

#@) Multicollinearity (Black, 2006  585)

(2 '(4!#\"'"(.'/$!4!4

59$;!$)%

ǰ

0

t p-value /&=

99

$+

+!& ( ) 0.074 0.314 -0.235 0.815

'$>>& (MOD) 0.276 0.087 3.179* 0.002 '!(9&' (GOP) 0.087 0.107 0.808 0.421 '!$45 (UND) 0.320 0.115 2.797* 0.006 '()

(= ^CRM)

0.285 0.095 3.001* 0.003 F = 72.412 p = < 0.0001 Adj R²= 0.623

/@!"&'( 0.05

! 2 (+ +!$-(+ 1] '$>>&

.($!((.'/$! $%&!5)/@($>>5)+[ $#<-&5 +(( +5)!"'4 5/! 5)('$<4B $&

+!!5%&(=$%&5)"'+(='+!&"B!=+'$45( /5) '/$!(4B $%&(!!4!='$ "B!/$>>

(5)$'$=+!+$%&! +!.5)!.#(& !$#) '!(

!4!9? ( ^2558: ('+] (+ -(&'++5!.

$%&$#&#! $&(&#9/)(5)( $%&(!!4!=

5)'((&?9 '!(!4! !? / ^2557: ('+] (+ )%

'5)(5)+[ '(($>>(5)#9 "(!!

4!= /5)=$'#(5' /5)$''$#(!4+!4 $#<%5 '5)( $%&#9=!'(+# 2] '!$45 .(

$!((.'/$! $%&! %&/$4=#!=5)"=!

$#<&+$%&"% $#<#!"(' /5)=$'$454=#5D!$' (&!&!!&%& "'4.''&$'%& )+!!(=)%

!#!= '!(!4!9= D'\ (2559  ('+) (+ (5)

! /B5(&' %&&"=!4!4=4+ "!

(33 +,-&% #

'$#(!'(5)$)%+=+4+! "'4 %&&.''! +5)$'.

'/$!&"("#!4!!' 3] '()(=

.($!((.'/$! $%&! 5)/@(!)=5)+ !!

5)/@(=$'(=+# '/$!'=+!5' >'/$

(5)+[ &!!4!= (#>+![ !'$! 5)/#BK

&$#<#>+= /'$%&=5( /5)==B'(/@

! +!.5)$''(! "/5)=$'!9'+

!5&' '!(!4! Hayajneh et al. (2012: abstract] (+ ?95)(

(B!54!= +!.(+!9' B!54!=$' '(4=4+&+$%&"% !5 (&'$< #'94!4= '! (K /$&!5)(&'$<..(5)4=&$#<!+$%&"% /5)=

B!5$'!9'5&''!(!4! Petrovic and Markovic (2012: 29-39] (+

!#(/@&'/)(?9( %+!$5)!B!55/! B!

5&!(5)!$)+ !&(!!4!='+!#9

$!#=+5)(+!% '!(!4! Javadien et al. (2008: abstract]

(+ !9'4!=('?95)(&'( B!54!=

(D4!= QB&!'((&'$<+!.+/)%(+#!=%&

(5(Q/

5. , * ,/0; *

5.1 &*

! .=&5"/#DBK)+!+!$-(+

(.'/$!5++!%&&+5+( +!DBK5 ! $#<%&[ $+

# >! $4'!4'+ $#< $%&'=++!$-(+

"5'(&$&4!(( $<((++!%&&+5+

( &$&4!((&(!+' $#<&(!'+!. $+ )

$%&'=++!$-(+"5'(++( )%.

5.2 /0; *

! "/#5#>' >'/4=##5(!'$!

5)( QB&!"/4=+!$-(5'$>>& ##5

$&(/!5)'$< (&!4B '!$45 >'%&5) ("4!4= $#<&+$%&"%$45#5D!$' '()(=

>''/$+! [ .+'!4!=+!+$%&!(#>&

$)+= /##(5(!.)%(/!5)-&'$&!4B $%&5)"

#V(!'+!#9$'#.&!4B B!+5)$'.'/$!&$#<#$#)

&!

+,-&% # (3?

»‚·Õè 11 ©ºÑº·Õè 2 àÁ.Â.-ÁÔ.Â. 62

6. /*

! "#!&DBK)+!-(+(.'/$!

4!459$;!$)% >'$<((4=.='45 9$;!$)% / 130 5((("$#<$%&!% "&55$)4= '+

$))(()=? $)"'"$!)=? .(+ +!$- (+ '$>>& '!$45 '()(=

.($!((/$<5'/$!

'! .='4 B!5)/@(+!$-(+

'$>>& !'$&(-(5)&!4B >'+!$

=#((-5)(&$#<% D955)(+!$#<=#

-4B $+ 5$>>$4+55)( /5)'/$!( ' '$< "'4 5/!&$&4!' $%&5)=$'B!5=!'!"$(>

+#'+!&!%

@|= )@@(=? ^2556]  !$ #

9? ( ^2558). !"

)(?E. ))

' W\ ^2557). #$%&'$#$()%*+,' .,$',/.)#$0"'1 )(?E. ) ).

 ^2559). $#. $%& 15 Ž 2560, http://www.gsb.or.th/home1.aspx . ^2560). #. $%& 15 Ž 2560,

https://www.gsb.or.th/about-us/contact/Branches.aspx

$ ^2555). 34567896:;76;8." &'  !$ #@@

'($

9= D'\ ^2559). "&"' */.

!"< ))

\ >9. ^2557). . $%& 3 !) 2561

http://www.impressionconsult.com/web/index.php/articles/214-service-standard.html

\ >9 ^2560). '#$%&+#, $%& 22 Ž 2560,

http://www.impressionconsult.com/web/index.php/premium-article/1072-reach-your-customers- by-service-design.html

\ >9 ^2557). = >' !$ '$& 

!?  ^2557). "&'"'#$*=#&

!" )).

(3@ +,-&% #

! ^2556] %+ %1,#$$" !$ $$'

>9? 9=$. (2557). '%"?"&. !$: # !.

@ >' ^2557). #$) +#,*"$

'$ ? )(?E. )).

Aaker, D. A., Kumar, V., & Day, G. S. (2004] @;A7BC5D;797;6E (7th ed.). John Wiley & Sons.

Black, K. (2006). 3F9C57999BBC9BC69>G:;6:5B7HI:;;J876C9C:5HAC5D. John Wiley & Sons.

Hayajneh, O. M. R., Alsarayreh, M. N., Rumman, M. A. R. A., & Nsour, M. Al. (2012). Dimensions of The Quality of Service in The Jordanian Tourism Companies and Their Relations to Customer Satisfaction. KF;:I75L6C75BCGC6., 8(1).

Javadein, S. R. S., Khanlari, A., & Estiri, M. (2008). Customer Loyalty in The Sport Services Industry:

The Role of Service Quality, Customer Satisfaction, Commitment and Trust,. M5B7;5BC:54N:F;54 :GOFH5L6C75679<, P(2).

Petrovic, M. D., & Markovic, J. (2012). Researching Connection between Service Orientation and Work Satisfaction: A Study of Hotel Employees. QF;CR, 16(1), 29–39.

Nunnally, J. C., & Ira, H. B. (1978] S9J6E:H7B;C6BE7:;J. New York: McGraw-Hill.

Nunnally, J. C., & Bernstein, I. H. (1994). S9J6E:4:DC64BE7:;J. New York, NY: MacGraw-Hill.