本研究主要目的在探討銀行業人力資源發展服務品質的議題，包括探討人力資源發展之服務品質差距及其對人力資源發展服務品質現況之影響、人力資源發展之服務品質構面及其對人力資源發展服務品質現況之影響、人力資源發展內部顧客人口統計變項是否會影響其對人力資源發展服務品質的認知程度等三部份。本研究之研究範圍，以Mafi 和 Jacobs(1998)所提的人力資源發展服務品質管理模式做為調查研究人力資源發展服務品質之模式基礎。研究對象為本國51家銀行業。問卷對象分為：人力資源發展主管、人力資源發展專業人員及接受過人力資源發展相關教育訓練服務的內部顧客。
本研究採調查研究法進行。針對人力資源發展主管、人力資源發展專業人員及接受過人力資源發展相關教育訓練服務的內部顧客分別發出45份、174份、385份問卷，期間共回收有效問卷各為32份、65份、242份，回收率為：主管63 %、專業人員32%、內部顧客59%。據此進行實證研究。最後得到以下結論：
一、銀行業由於（１）人力資源發展服務品質標準化程度偏低，（２）人力資源發展服務品質標準達成程度偏低，（３）人力資源發展內部顧客認知的服務品質低於期望的服務品質等服務品質差距現象，而降低了人力資源發展的服務品質。
二、降低人力資源發展服務品質的主要構面為（１）有形性，（２）同理心，（３）確實性等構面。
三、人力資源發展內部顧客人口統計變項中以「最高學歷」、「年齡」、「服務年資」及「職位別」在人力資源發展服務品質認知程度上差異較大。

The purpose of this study was to explore the important issues of the service quality of human resource development (HRD) in banking. It included three parts: 1. HRD service quality gaps and their affection to HRD service quality in the current situation. 2. HRD service quality dimensions and their affection to HRD service quality in the current situation. 3. the effects of population statistics variables in HRD’s customers on the degree of their recognition in the service quality of HRD. The range of this study was based on the HRD Service Management Model made by Mafi and Jacobs (1998). The subjects of the questionnaire were HRD managers, professionals and customers in banking.
The research method in this study was survey research. The questionnaire was mailed to 45 HRD managers, 174 professionals, and 385 customers. Finally, 32 HRD managers’ valid questionnaires were obtained and led to the return rate 63%, 65 professionals’ valid questionnaires were obtained and led to the return rate 32%, and 242 customers’ valid questionnaires were obtained and led to the return rate 59%. The following conclusions were made:
1. There were three service quality gaps to reduce the service quality in HRD. (1) The degree of standardization in HRD service quality was too low. (2) The degree of reaching in HRD service quality standard was too low. (3) Customers’ recognition about the service quality of HRD was lower than their expectation.
2. The main dimensions to reduce the service quality of HRD were as follows: (1) tangibles, (2) empathy, (3) assurance.
3. The main differences among HRD customers’ population statistics variables in the service quality of HRD were as follows: (1) The educational background, (2) age, (3) working experience, (4) position.

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