Customer Service and Satisfaction in Hotels A Case of Amena Resorts and Hotels

CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
One of the most effective tools in hotel Industry success is service quality. Juran (2010) defines
quality as fitness for use while in Crosby (2008) quality is defined as conformance to
requirements. Mitra (2004) views quality of a product or service as the fitness of that product or
service for meeting or exceeding its intended use as required by the customers. Considering the
hotel industry, bringing about quality has complication that differs from when tangible product is
involved. Parasuraman et al., (2007) noted that it was inappropriate to use a product-based
definition of quality when studying the service sector. They therefore developed the expression,
service quality.
Service quality refers to the difference between customers' expectations of service and their
evaluation of the services they received (Parasuraman et al., 2007). It is perceived as subjective
since it relies on the judgement of the customer. However, it is an important concept in influencing
the extent and nature of customer satisfaction experienced after service delivery. Gronroos (2008)
service quality is dependent on two variables: expected service and perceived service. Expectations
are beliefs about the level of service that will be delivered by a service provider and they are
assumed to provide standards of reference against which the delivered service is compared. If there
is congruence between the performance and the expectations, then a customer is said to be
satisfied. Various models have been proposed to measure service quality. Service quality can be
measured by its physical, corporate and interactive quality and also varieties of factors such as
responsiveness, corporate image and accessibility are some of the factors used to evaluate service
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quality. However, the most popular model for measuring service quality is the SERVQUAL model
developed by Zeithaml et al., (2010) and engenders five determinants of service quality presented
in order of importance, reliability, responsiveness, assurance, empathy and tangibles.
This study focused on customer service and satisfaction in hotels in Nigeria using a case study of
Amena Resorts and Hotels Limited, Oghara. The hotel industry is highly service oriented as
through the experiences, customers form opinions by comparing the service encounters against
their expectations. The hotel industry in Nigeria is experiencing increasing competition with major
international hotel brands increasingly setting up operations in Nigeria. This is set to increase the
competition in the hotel industry. To survive in this dynamic and highly competitive business
environment the hotel operators will be forced to critically acknowledge the importance of service
improvement in order to gain competitive advantage.
1.1.1 Service Quality
Service quality is defined as customers perception of how well a service meets or exceeds their
expectations (Parasuraman et al., 2007). Service quality is often judged by customers and not by
the organization itself. Service is characterized by attributes such as intangibility, heterogeneity,
perishability and inseparability which delineate a service from a good which further complicates
the evaluation of the performance of a service. This creates the need for an organization to develop
new models or use already existing models to measure the performance of the services and the
perceptions that customers have towards the company.
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Parasuraman et al., (2007) mention that if customers expectations are superior to the performance
of the service, the service quality is deemed to be unsatisfactory which results in dissonance on
the part of the customer. The service will be considered excellent if perceptions exceed
expectations. Zeithaml et al., (2010) developed an instrument, the SERVQUAL model, which was
among the first models used to measure service quality. The model is based on five factors
reliability, responsiveness, assurance, empathy and tangibles. The SERVQUAL model is built
around the gap that exists between the services offered vis--vis the expected service quality as
perceived by the customer.
Most writers agree that customers expectations are rarely concerned with a single aspect of the
service package but rather with many aspects. Service quality dimensions are the characteristics
which customers use to evaluate service quality. Proper understanding of customers perceptions
along these dimensions is essential for hospitality organizations professionals to recognize the
customer expectations. Aligning the services to meet customer expectations would result in
reduced gaps in perceptions of service quality. Identification of the determinants of service quality
should be a central concern for service management. Once customers requirements are clearly
identified and understood, hotel operators are in a better position to anticipate and fulfill their
customers needs and wants.
1.1.2 Customer Satisfaction
In close connection with service quality is customer satisfaction. Customer satisfaction is defined
as the consumers fulfillment response. It is a judgment that a product or service feature, or the
product or service itself, provided (or is providing) a pleasurable level of consumption-related
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fulfillment, including levels of under- or over-fulfillment. Williams (2003), customers are satisfied
when their judgment of the service they have received equals or exceed what they expected. If
performance matches, the customer is satisfied and, if it exceeds expectations, even delighted. If
the performances fall short of expectations, the customer is dissatisfied. Proper understanding of
the factors that influence customer satisfaction makes it easier for the service provider to design
and deliver service offers that correspond to customer demands.
The term service quality and customer satisfaction have been conceptualized similarly in the
literature and therefore might be considered as one evaluative construct. Zeithaml et al., (2010)
service quality is a global judgment relating to the superiority of the service, whereas satisfaction
is related to a specific transaction. He concluded that the two construct are related in that incidents
of satisfaction over time results in perception of service quality and therefore the two constructs
can be measured by the same attributes.
1.2 STATEMENT OF THE PROBLEM
For the hotel industry to achieve its objective of delivering quality service for its customers, it is
imperative to study how the hotel can conceivably meet and even exceed customers service
delivery expectations. Therefore, the management of Amena Resorts and Hotels Limited seeks to
know the level at which the customers are satisfied with their services and the kind of service
quality levels their customers would like in order to offer the exactly what would be taken
positively. Zeithaml et al., (2010) provided a list of five determinants of service quality as a result
of their focus group studies with service providers and customers: Reliability, Responsiveness,
Assurance, Empathy and Tangibles. This study enhances the understanding of customer service
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and satisfaction in Amena Resorts and Hotels Limited by answering the question: What factors
affect customer satisfaction?
1.3 RESEARCH AIM AND OBJECTIVES
The study is aimed at understanding and identifying the relationship between customer service
quality and customer satisfaction in hotels in Nigeria using a case study of Amena Resorts and
Hotels Limited, Oghara. The study is set to achieve the following objectives:
i. To determine factors influencing customer satisfaction at Amena Resorts and Hotels
Limited.
ii. To assess customer expectations and perceptions of service quality of Amena Resorts and
Hotels Limited.
iii. To meet and exceed hotel customer satisfaction to develop a business service excellence
model and strategy to improve service quality at Amena Resorts and Hotels Limited.
1.4 RESEARCH QUESTIONS
The following research questions are asked by the researcher as a guide in the choice of data.
i. What are the factors influencing customer satisfaction at Amena Resorts and Hotels
Limited?
ii. What is the general expectation and perception of customers about Amena Resorts and Hotels
Limited in terms of service quality provided?
iii. How can service quality be improved to meet and exceed hotel customer satisfaction in
order to develop an excellent business service model at Amena Resorts and Hotels
Limited?
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1.5 RESEARCH HYPOTHESIS
Hypothesis One
Alternate Hypothesis (Hi): Factors influencing customer satisfaction is a major determinant to
improving customer service and customer satisfaction.
Null hypothesis (Ho): improving customer service and customer satisfaction is not dependent on
the factors influencing customers satisfaction.
Hypothesis Two
Alternate Hypothesis (Hi): Customer expectations and perceptions of service quality in hotels is
a determinant to customer satisfaction.
Null hypothesis (Ho): Customer satisfaction is not dependent on customer expectations and
perceptions of service quality.
Hypothesis Three
Alternate Hypothesis (Hi): There is a relationship between service quality and customer
satisfaction in developing an excellent business service model.
Null hypothesis (Ho): There is no relationship between service quality and customer satisfaction
in developing an excellent business service model.
1.6 SIGNIFICANCE OF STUDY
Quality is used by customers to evaluate the service provided to them in hotels and this gives the
institutions a competitive advantage and the ability to continue to survive and make profit. Quality
is a long-term commitment to provide services to satisfy the needs and desire of customers
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continuously. This research examines how customers are satisfied with their services and the kind
of service quality levels their service providers (Hotels) provides to them using a case study of
Amena Resorts and Hotels Limited, Oghara. These findings will lead to a better understanding of
operations and quality dynamics involved in Amena Resorts and Hotels Limited and ultimately
lead to customer satisfaction. The findings made from the study are significant as they will form
basis for further research. The findings will also provide insights to the management of hotels in
re-examining their services strategy development particularly in the context of increasing
customer satisfaction and service loyalty. It will also provide an insight on the areas that need
improvement, restructuring or general overhaul of the strategies used in service delivery and
organizational performance.
1.7 SCOPE AND LIMITATIONS OF THE STUDY
This research work deals primarily with customer service and satisfaction in hotels in Nigeria with
a case study of Amena Resorts and Hotels Limited, Oghara, Delta State. During the period of
conducting this research work, the following limitations were experienced:
i. Finance: A study of the scope contemplated in this work requires commitment of resources
which is outside the reach of the researcher, in fact curtails the scope of the study.
ii. Time: The time available for the research was relatively insufficient in the sense that it was
carried out alongside with academic activities.
iii. Research Materials: Access to existing research work on this particular topic was not
easy. I had to visit different libraries to source for materials.
iv. Non response: The relevance of various individuals and stake holders to disclose
information about their operations poses a serious constraint to this work.
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1.8 DEFINITION OF TECHNICAL TERMS
Access: The physical approachability of service location, including the ease of finding ones way
around the service environment.
Aesthetics: Extent to which the components of the service package are agreeable or pleasing to
the customer, including both the appearance and the ambience of the service environment, the
appearance and presentation of service facilities, goods and staff.
Attentiveness: The extent to which the service, particularly of contact staff, either provides help
to the customer or gives the impression of interest in the customer and shows a willingness to
serve.
Availability: The availability of service facilities, staff and goods to the customer.
Care: The concern, consideration, sympathy and patience shown to the customer.
Cleanliness: The cleanliness, neat and tidy appearance of the tangible components of the service
package, including the service environment, facilities, goods and contact staff.
Comfort: The physical comfort of the service environment and facilities
Commitment: Staffs apparent commitment to their work, including the pride and satisfaction
they apparently take in their job, their diligence and thoroughness.
Communication: The ability of the service providers to communicate with the customer in a way
he or she will understand.
Competence: The skill, expertise and professionalism with which the service is executed.
Courtesy: The politeness, respect and propriety shown by the service, usually contact staff, in
dealing with the customer and his or her property.
Flexibility: A willingness and ability on the part of the service worker to amend or alter the nature
of the service or product to meet the needs of the customer.
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Functionality: The serviceability and fitness for purpose or product quality of service facilities
and goods.
Integrity: The honesty, justice, fairness and trust with which customers are treated by the service
organization
Reliability: The reliability and consistency of performance of service facilities, goods and staff.
Responsiveness: Speed and timeliness of service delivery.
Security: Personal safety of the customer and his or her possessions while participating in or
benefiting from the service process.
1.9 RESEARCH STRUCTURE AND METHODOLOGY
Chapter one of this research work gave a general introduction of the study and what service quality
and customers satisfaction are all about. The statement of the problem was given and the aim and
objectives of the research was clearly stated out as well as the research question which aided the
researcher. Hypothesis where formulated and the significance of the study were also stated. The
limitations of the study were identified and technical terms were defined. Chapter Two presents
literature review, which provides an insight to related work on this field. Chapter Three focused
on the method of carrying out the research. various stages were set out and these stages include
research design, target population, sampling design, data collection instruments, data collection
procedures and data analysis in order to complete the study. Chapter four interprets the data
collected through the distribution of questionnaires to the respondents. Findings were made and
the hypothesis were tested through the use of chi square method of analysis. Chapter five gave a
summary of the findings, conclusions were drawn and possible recommendations were given in
order to fulfil the purpose of the study.
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CHAPTER TWO
LITERATURE REVIEW
2.1 INTRODUCTION
This chapter discusses the theoretical framework and empirical studies related to service quality
and customer satisfaction. In particular, the study covers literature related to the study as studied
by other scholars. The literature is reviewed in two streams. First, literature on service quality and
its measurement is reviewed. Then, literature relating to customer satisfaction is reviewed. Finally,
literature relating to the relationship between service quality and customer satisfaction is reviewed
and a conceptual framework of the study developed.
2.2 SERVICE QUALITY
Researchers proposed different views on the definitions of service quality. Service quality is
defined as a comparative function between consumer expectations and actual service performance
(Parasuraman et al., 2007). On the other hand, Zeithaml et al., (2010) defined service quality as the
ability of an organization to meet or exceed customer expectations. Service quality is a form of
attitude representing a long-run overall evaluation of service (Cronin & Taylor, 2011). The
traditional notion of service quality by Parasuraman et al., (2007) is most commonly accepted.
2.3 DETERMINANTS OF SERVICE QUALITY
When purchasing goods, the customer employs many tangible aspects to judge quality; style,
hardness, color, label, feel and package. However, when purchasing services fewer tangible
aspects exist. In the absence of tangible evidence on which to evaluate quality, customers must
depend on other aspects. Service quality dimensions are the aspects/characteristics which
customers use to evaluate service quality.
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A research by Parasuraman et al., (2007) identifies ten determinants that influence customers
perceptions of service quality as reliability, responsiveness, tangibility, communication,
credibility, security, competence, courtesy, understanding and access. The description of the ten
determinants of service quality is given in table 2.1.
Table 2.1: Ten Dimensions of Service Quality
Dimension Description
Tangibility Physical evidence of service (facilities, tools,
equipments)
Responsiveness Willingness or readiness to provide service,
timeliness
Reliability Getting it right first time, honoring promises,
dependability.
Communication Keeping customers informed in a language
that they can understand
Credibility Honest, trustworthiness, having customers
best interest at heart
Security Physical and financial; confidentiality
Competence Possession of the skills and knowledge
required to perform the service
Courtesy Politeness, respect, friendliness, clean and
neat appearance.
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Understanding Knowing the customer, his needs and
requirements.
Access Ease of approach and contact
Source: Adapted from Parasuraman et al., (2007)
In a follow-up study, Zeithaml et al., (2010) found a high degree of correlation between, on the one
hand, communication, competence, courtesy, credibility and security, and, on the other, between
access and understanding; and so they created the two broad dimensions of assurance and empathy,
that is, five consolidated dimensions: reliability, responsiveness, tangibles, assurance and
empathy. These dimensions were then used as a basis for the development of a service quality
measurement instrument; SERVQUAL model (Zeithaml et al., 2010). Table 2.2 demonstrates the
five service dimensions customer's care about.
Table 2.2: Five Dimensions of Service Quality
Dimension Description
Tangibles Physical facilities, equipment and appearance
of personnel.
Reliability Ability to perform the promised service
dependably and accurately
Responsiveness Willingness to help customers and provide
prompt service
Assurance Knowledge and courtesy of employees and
their ability to inspire trust and confidence
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Empathy Caring, individualized attention the firm
provides its customers.
Source: Adapted from Zeithaml et al., (2010)
Johnston & Silvestro (2012) tested the comprehensiveness of Parasuraman et al., (2007) service
quality determinants using management perceptions of service and suggested a refined list of 12
determinants of service quality as access, appearance/aesthetics, availability, cleanliness/tidiness,
comfort, communication, competence, courtesy, friendliness, reliability, responsiveness and
security. The limitation of their work lay in the fact that the empirical investigation drew only on
management perception of service quality unlike Parasuraman et al., (2010) who used customer
data in order to identify the determinants of service quality.
Johnston & Silvestro (2012) included the customers perspective to the 12 service quality
dimensions and identified 5 additional dimension to create 17 dimensions as access,
appearance/aesthetics, availability, cleanliness/tidiness, comfort, communication, competence,
courtesy, friendliness, reliability, responsiveness, security, care, commitment,
attentiveness/helpfulness, functionality and integrity. Gronroos (2008) identified three dimensions
of service quality as technical quality of the service (what service is provided), which can be
assessed by the customer like the technical dimensions of a product, functional quality which
represent how the service is provided and the image of the service provider which moderates both
technical and functional quality to arrive at a perceived level of service. He argued that functional
quality is an important dimension of perceived service than technical quality because service
quality lies in improving the functional quality of a firms service process by managing the staff-
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customer interaction and transactional relationships. He observed that a favorable image is an asset
for any firm because it has an impact on customer perception of the operation of the firm.
These authors and many others who have postulated service quality dimensions appear to have
based their work on Parasuraman et al., (2007) and Zeithaml et al., (2010) well publicized work.
For the purpose of this study, the researcher adopted Zeithaml et al., (2010) dimensions of service
quality i.e. Reliability, Responsiveness, Access, Empathy and Tangibles. The five dimensions of
service quality developed by Zeithaml et al., (2010) are the most acknowledged and applied in
diversity of service industries.
2.4 MEASUREMENT OF SERVICE QUALITY
Measuring service quality is an important aspect in the quality improvement process because it
provides feedback about the type of service provided and the extent to which it meets customers
needs. A number of scholars have carried out several studies with an aim of developing models of
measurement that would help service organizations determine the extent to which their services
are effective.
2.4.1 Models for specific service settings
Different researchers have developed alternative measures of service quality for specific service
settings. Knutson et al., (2011) developed LODGSERV model to measure service quality in the
lodging industry. The model is based on the five original SERVQUAL dimensions and contains
26 items. LODGEQUAL model was also developed to measure service quality in the hotel
industry. The model identified three dimensions, namely tangibles, reliability and contact.
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DINESERV model was developed in order to measure service quality in restaurants. It contains
29 items and five SERVQUAL dimensions. Another model, DIVEPERF, was developed by to
assess perceptions of diving services. The model consists of five SERVQUAL dimensions and 27
items. All of these models represent modifications of the SERVQUAL instrument, aiming to
improve its original methodology.
2.4.2 The SERVQUAL Model
The model was developed by Zeithaml, Parasuraman and Berry (2010) as a tool of identifying
service quality shortfall. This model is based on the premise that customers can evaluate a firms
service quality by comparing their perception of its service with their own expectations. The model
measures customer expectations and perceptions of service quality. The quality gap (Q) is
calculated by subtracting the expectation (E) from the perception (P) value i.e. P - E = Q.
Summation of all the Q values provide an overall quality rating which is an indicator of relative
importance of the service quality dimensions that influence customers overall quality perceptions.
SERVQUAL is a standardized instrument that has been applied across a broad spectrum of service
industries.
The SERVQUAL scale (Questionnaire) has two sections: one to measure customer expectations
in relation to a service segment and the other to measure perception regarding the organization
whose service is being assessed. SERVQUAL comprises a 22 items (Likert-type) with five
dimensions of reliability, responsiveness, assurance, empathy and tangibles. From the 5
dimensions, 22 statements are derived, each measuring both the expectations and perceptions of
customers towards the quality of services of the organization being assessed. The customers are
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required to rate, on a 5-point Likert scale, the degree to which they feel the service provider should
deliver for an excellent service. Another identical scale is provided adjacent to the first one in
which the respondents rate the actual quality of service delivered to them by an organization based
on their perceptions. For each statement, the difference between perception and expectation is
calculated; the averages of the obtained score being the SERVQUAL score (Zeithaml et al., 2010).
2.4.3 Performance Only Model (SERVPERF)
SERVPERF was developed by Cronin and Taylor (2011) in their empirical work which involved
the modification of SERVQUAL with respect to conceptualization and measurement of service
quality. They developed a performance based measure of service quality called SERVPERF
illustrating that service quality is a form of consumer attitude. SERVPERF measures service
quality based solely on performance. Cronin and Taylor (2011) argued that performance is the
measure that best explains customers perceptions of service quality, so expectations should not
be included in the service quality measurement instrument. SERVPERF looks at the attributes of
the 5 dimensions, worded the same as SERVQUAL but does not repeat the set of statements as
expectation items. SERVPERF therefore comprises a 22 items (Likert-type) with five dimensions
of reliability, responsiveness, assurance, empathy and tangibles. 22 statements are then derived to
measure the perceptions of customers towards the quality of services of the organization being
assessed.
2.5 EMPIRICAL STUDIES ON SERVICE QUALITY
Different models have been advanced concerning service quality in the service organizations with
an aim of establishing the relationship between service quality and customer satisfaction. From the
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earlier research work, Zeithaml et al., 2010, five determinants of service quality were identified as
reliability, responsiveness, assurance empathy and tangibles. Ten studies carried out using the
Servqual questionnaire revealed that Reliability is the most critical dimension when measuring the
relative importance of the five dimensions followed by Responsiveness, Assurance, Empathy and
finally Tangibles (Parasuraman et al., 2011). Stromgren (2007) studied the factors influencing
service quality in the hotel industry in Peru and established that the customers were more interested
on the dimensions of reliability exterior, tangibles and assurance. The best predictor of overall
service quality was identified as the dimension of reliability. The researcher however noted that a
different context would give different results. This is due to different social demographic variables
such as culture and religion which might impact on customer expectations. Harr (2008) studied
service dimensions that leads to higher levels of customer satisfaction in restaurants in Singapore
and found out that assurance, empathy and tangibles are the most important to customers
evaluation of service quality, and thus, may have a positive influence on customer satisfaction.
2.6 CUSTOMER SATISFACTION
Jones & Suh (2004) defined customer satisfaction as the consumers response to the evaluation of
the perceived discrepancy between prior expectations and the actual performance of the product
or service as perceived after its consumption Huber et al., (2006) defined customer satisfaction as
the evaluative reaction to how particular product performed when compared to how he or she
anticipated that it would perform. Gilbert & Veloutsou, (2007) defined Customer satisfaction as
the extent to which a products perceived performance matches a buyers expectations. Failure to
meet these expectations leads to dissatisfaction. These definitions consider satisfaction as an
overall post-purchase evaluation by the customer.
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2.6.1 Factors affecting Customer Satisfaction
Tombs (2005), customer satisfaction is influenced by a host of issues such as product and service
features, customer emotions, perception of equity and fairness and other customers, family
members, friends and co-workers. Torres & Kline (2006) the customer service a brand offers and
the fairness of the price it charges determines the level of satisfaction among its customers than
any other measures. Zeithaml et al., (2010) identified 22 factors that influences customer
satisfaction as Physical facilities, Equipment, Appearance of hotel employees, Communication
materials, Timeliness of service, Problem solving interest, Efficient service, Consistency of
service, Accuracy of records, Problem resolution time, Prompt attention to guests requests,
Willingness to help, Flexibility of employees, Behavior of employees, Safety and security,
Courtesy of employees, Competence of employees, Individualized attention, Convenient operating
hours, Personal attention from employees, Concern towards guest interest and Understanding guest
specific needs.
2.6.2 Empirical Studies on Customer Satisfaction
Lawrence (2008) studied customer satisfaction among four star hotels in Spain, Germany and
England. The results revealed that many customers were satisfied with the ability of staff to speak
a foreign language, friendliness of staff, condition of premise, room comfort and the ease of
obtaining information. Areas of dissatisfaction included respect shown by staff, ease of contacting
a staff member, extra personal attention, multilingual magazines, international newspaper and TV
programs in own language. On overall, customer satisfaction was high in all the hotels. Christine
(2009) conducted a customer satisfaction survey in hotels in Cape Town. The research identified
areas of satisfaction as, wellness/spa experience, guest entertainment, maintenance of grounds and
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swimming pool experience. Areas of dissatisfaction were identified as delivery of luggage, switch
board and message service, attention to special requests and dinner experience.
Kangogo et al., (2013) studied effect of customer satisfaction on performance of the hotel industry
in the western tourism circuit of Kenya. The customers reported to be satisfied with reservation,
reception, food quality and beverage quality. Costs, security and hotel amenities on the other hand
registered fair ratings while provision of personalized services registered dissatisfaction. The
researcher also noted that customer satisfaction has positive impacts on market share, service
quality, hotel image, sales turnover, and that lack of customer satisfaction results in customer and
employee turnover. Similarly, Mburu (2014) studied the determinants of customer satisfaction in
the Kenyan banking industry. The customers reported to be satisfied with the accuracy and
timeliness of bank statements and staff understanding of customer needs. Entertainment &
refreshment to customers, adequacy of banks networks and readiness of bank staff to respond to
customer requests registered elements of dissatisfaction. He further noted that customer
satisfaction can lead to higher rates of retention of the Kenyan bank customers.
2.7 RELATIONSHIP BETWEEN SERVICE QUALITY AND CUSTOMER
SATISFACTION
Some researchers argue that service quality is an antecedent of customer satisfaction (Churchil &
Supernaut, 2002) while others argues that satisfaction represents an antecedent of service quality
(Bolton & Drew, 2003). However, the majority of recent publications believe that service quality
is an antecedent to customer satisfaction. It is generally accepted that a positive relationship exists
between service quality and customer satisfaction. Rowley (2004) argues that service quality is an
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attitude related to, but not the same, as satisfaction. Parasuraman et al., (2007) in their study,
proposed that when perceived service quality is high, then it will lead to increase in customer
satisfaction. After conducting a study to establish the relationship between customer satisfaction
and service quality, Janet (2011) concluded that a significant relationship between the two existed.
All the dimensions of service quality were identified as the key factors in influencing customer
satisfaction. The outcome of the study suggested that to improve customer satisfaction,
organizations need to improve the dimensions of service quality. Akoko (2012) studied service
quality dimensions and customer satisfaction in Kenyan telecommunications industry and
established that all the five service quality dimensions had positive impact on customer
satisfaction. However, reliability dimension was considered to be having the highest impact while
tangibility was considered to have the least impact. He suggested that all service quality
dimensions should be improved and allocated more resources since they positively affect customer
satisfaction. In a study carried out by Musyoka (2013) to establish whether there exists any
relationship between service quality and library user satisfaction among universities in Kenya, it
was established that service quality accounts for 73.9% of user satisfaction. He noted further that
reliability dimension contributes most towards user satisfaction while empathy dimension
contributes the least.
2.8 MEASURING SERVICE QUALITY VIA CUSTOMER SATISFACTION
Customer satisfaction is the leading criterion for determining the quality is actual delivered to
customers through the product or service and by the accompanying servicing. Several studies have
found that it costs about five times as much in time, money and resources, to attract a new customer
as it does to retain an existing customer (Naumann, 2001). This creates the challenge of
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maintaining high levels of service, awareness of customer expectations and improvement in
services and product. Knowledge of customer expectations and requirements, is essential for two
reasons, namely it provides understanding of how the customer defines quality of service and
product, and facilitates the development of a customer satisfaction questionnaires (Hayes, 2003).
Furthermore, customer satisfaction is recognized as of a great importance to all commercial firms
because of its own influence on repeat purchases and word-of-mouth recommendations (Berkman
& Gilson, 2007).
Satisfaction reinforces positive attitudes toward the brand, leading to a greater likelihood that the
same brand will be purchased again. Dissatisfaction leads to negative brand attitudes and lessens
the likelihood of buying the same brand again (Assael, 2005). More specific, if consumers are
satisfied with a product or brand, they will more likely to continue to purchase and use it and tell
others of their favorable experience with it, if they are dissatisfied, they will be more likely to
switch brands and complain to manufactures, retailers and other consumers about the product
(Peter & Olson, 2002). Satisfaction of customers also happens to be the cheapest means of
promotion
2.9 CUSTOMER SATISFACTION VERSUS LOYALTY
Dube & Renaghan (2009) managing customer value by creating quality and service that customers
can see now is considered a critical component of the organizations strategic marketing. Customer
value is what builds loyalty. Orientation to customer retention, continual customer contact, and
high commitment to meeting customer expectations are the new strategy rules of marketing, which
are based on factors other than pure economic assessment and product attributes (Berkman &
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Gilson, 2007). Loyalty usually implies satisfaction, but satisfaction is not loyalty. In a hotel, a
guest may be satisfied by his or her stay because the services purchased have met his or her
expectations, but this does not imply that the guest will repeat the experience and or even
recommend it to friends and relatives (Berkman & Gilson, 2007). To stimulate satisfaction and
loyalty, hotel managers need to have a clear understanding of guests value drivers and be aware
of the ways in which their business contributes or fails to contribute to the creation of such value.
These drivers may be different according to purpose of the visit (for example: leisure versus
business), kind of travel party (a single tourist versus a family), culture, sociodemographic
characteristics, revenue etc. To be successful, hotels must first adopt a customer-centered cultural
mindset, which implies a change in cultural norms, organizational structures, and the way the
performance of the employees is measured and rewarded. Secondly, they have to develop a cross-
functional integration between different functions and information systems (reservation,
marketing, sales, and administration) to accelerate processes and facilitate customer information
sharing. Finally, they should have a strategic view of investment in properly managed IT and adopt
an enterprise-wide approach to use and integration of IT systems (Ryals & Knox, 2011).
2.10 SUMMARY OF LITERATURE REVIEW
A review of literature on service quality indicates that the relative importance of the dimensions
of service quality is dependent on the industry in which service quality is being measured. The
review also highlights the need to examine the extent to which the services provided meets
customers needs. In the hotel industry, a review of the existing literature has shown that customer
satisfaction is highly depended on service quality.
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CHAPTER THREE
RESEARCH METHODOLOGY
3.1 INTRODUCTION
This chapter presents the research methodology describing how the study was conducted. It
elucidated on area of study, research designs, study population, sample technique and sample size,
methods and instrument of data collection, validity and reliability of research instruments,
procedure for data administration, collection and data analysis. It also includes the assumption and
value that serve a rationale for the research and the standards or criteria the researcher used for
collecting and interpreting data and reaching at conclusions.
3.2 AREA OF STUDY
The Amena Resorts and Hotels Limited is situated at Oghara; just a stone throw from the Rain
Oil Depot. Amena Resorts and Hotels Limited could also be said to be located along .. road
Oghara., Oghara, Delta State.
3.3 POPULATION OF THE STUDY
The population for this study consist of 85 people which is made up of 20 employees of the Amena
Resorts and Hotels Limited and 65 guests of the Amena Resorts and Hotels Limited within a period
of 14 days. The population was used to investigate the service quality to customers satisfaction in
Amena Resorts and Hotels Limited.
23
3.4 SAMPLE AND SAMPLING TECHNIQUES
The sample size of this study is 20 gotten from the entire population of employees and 65 gotten
from the entire guest of the Amena Resorts and Hotels Limited. Questionnaires were administered
to a total of 85 employees and guests.
3.5 PILOT TESTING
The questionnaires were first of all given to the supervisor to go through and validate the level and
standard of the questions. Also three (3) students of the department were asked to vet the questions,
followed by four (4) employees and six (6) guests of Amena Resorts and Hotels Limited that
formed part of the sample population of the study. Modifications were made to the questionnaires
at this stage to improve the flow of the questions by sorting out any discovered ambiguous elements
not seen correlating with the context as well as to ensure compatibility of data so that the result
could be considered in the same general context.
3.5.1 Procedure of Data Administration
After the pilot testing and all necessary modification, the questionnaires were administered directly
to the chosen sample for the study. The employees and guest were examined separately with same
questionnaire and a total of eighty-five (85) copies of the questionnaire were given out. Twenty
(20) questionnaires were given to 20 employees and 18 (90%) were successfully completed and
returned. sixty-five (65) questionnaires were given to 65 guests and 60 (92%) were successfully
completed and returned. This is an index that the questions were quite understood and the
respondents developed a high interest in the study carried out on Amena Resorts and Hotels
Limited.
24
3.5.2 Rating and Measure of Scales
The researcher adopted a five point Likert scale with 5 considered the highest rating and 1
the lowest respectively. However, the scale also included a Not applicable option which allows
a survey respondent to acknowledge where the question does not apply to them.
The questionnaire for the study addressed the research objectives to:
i. Determine factors influencing customer satisfaction.
ii. Assess customer expectations and perceptions of service quality
iii. Meet and exceed hotel customer satisfaction to develop a business service excellence
model and strategy to improve service quality.
The questionnaire also adopted different styles of questions that focused on the level of customers
satisfaction using both closed and opened ended questions.
3.6 INSTRUMENT OF DATA COLLECTION
The questionnaires administered was the instrument used for gathering information for the study
survey. The researcher interpreted any strange technical words to the respondents on demand. This
made the possibility of retrieving 100% of the questionnaires administered to the employees and
92% of the questionnaire that were administered to the guest. The researcher took the sole
responsibility of going to Amena Resorts and Hotels Limited after two days to retrieve the
administered questionnaires for a period of two weeks.
3.7 METHOD OF DATA ANALYSIS
Data collected from the respondent through the administration of questionnaires were represented
in the frequency distributed table, analyzed and interpreted using simple percentage, while the
25
hypothesis of the research work was tested using chi-square testing statistical method of data
analysis. This method of data analysis or hypothesis testing is usually to find the nature of the
relationship between two or more independent variables. Based on the introduction of chi-square
techniques, the hypothesis to be tested is stated a null hypothesis (Ho) and an alternative hypothesis
(Hi).
()2
The formula for Chi-square ( 2 ) =
Where:
O = Observed Data
E = Expected or theoretical frequency of an even under the null hypothesis
Colum
The formula is
OE = The difference between the frequency or deviation
()2
= The deviation square and weighted

()2
= Sum of all the deviation square and weighted

In determining the tabulated chi-square, the degree of freedom and the level of significance are
imperative. The degree of freedom (DF) refers to vary randomly and independently one the border
total has been specified. The degree of freedom is determined by:
= ( 1)(c 1)
Where:
r= The number of rows in the particular table
c= The number of column in the table of concern
When the required degree of freedom and level of significance have been determined, the tabulated
chi-square will be found through taking the valve which corresponds to the degree of freedom and
26
the level of significance. Two (2) level of significance were chosen from the chi-square
distribution table in appendix II in testing the hypothesis, 0.05 and 0.01 level of significance
were employed.
The comparison and decision made based on the calculated chi-square (x2 cal) and tabulated chi-
square (x2 tab). Accept Ho and reject Hi if the calculated value of chi-square (x2 cal) is less than
the table value of chi-square (x2 tab). If the null hypothesis is rejected, it denotes that its alternative
hypothesis (Hi) will be accepted. If the calculated value of chi-square (x2 cal) is greater than the
table value of chi-square (x2 tab), the null hypothesis (Ho) will be rejected, the hypothesis claims
is validated and realized once any of the hypothesis is accepted.
3.8 VALIDITY AND RELIABILITY OF RESEARCH INSTRUMENT
The questionnaires were given to the project supervisor as well as other 2 academicians to read
through and correct any abnormality. This was done to determine the face of content validity of
the instrument.
3.9 POSSIBLE ETHICS ISSUES
In the course of this study, the researcher encountered many problems with regards to collection
of data. Among these problems are:
Firstly, the inability of some employees to disclose certain reliable information for collection of
data. The researcher had to persuade the staff with all humility.
Secondly, the information provided by the guest varied due to the change of duty of employees
thereby resulting to limited data available. There was also limited time and financial resources in
27
the process of carrying out the research thereby limited the researchers access to other possible
sources of data.
Finally, access to existing research work on this study was not easy as the researcher had to visit
different libraries to source for materials.
3.10 EXPECTED CONCLUSION
This research relied on the fact that customers service quality could be used as a determinant to
customers satisfaction in hotels with a specific reference to Amena Resorts and Hotels Limited,
Oghara, Delta State. It is expected that if the objectives of this research are achieved and the
recommendation proffered by the researcher are implemented, the Amena Resorts and Hotels
Limited will become a center of attraction to guest due to its high service quality to customers
satisfaction thereby expending its resources and improving its profiting base.
28
CHAPTER FOUR
DATA ANALYSIS AND INTERPRETATION
4.1 INTRODUCTION
In this chapter, the researcher reported the findings based on empirical analysis carried out on the
data gotten. Note, the findings were gotten from the distribution of questionnaires to employees
and guest of Amena Resorts and Hotels Limited. The simple percentage method was used to
analyze the data, thereafter the chi-square method of data analysis was being used in testing of the
hypothesis.
4.2 DATA PRESENTATION, ANALYSIS AND INTERPRETATION OF GUEST
This section has a close look at the questions asked by the researcher which were applicable to the
guest of Amena Resorts and Hotels Limited.
Table 4.1: Distribution of Questionnaires to Guest
Numbers Percentage (%)
Total number of questionnaires distributed to 65 100
the guest
Total returned 60 92
Variance 5 18
Source: field survey, 2017
Narration: from the table 4.1 above, it shows that 65 questionnaires were actually distributed. 60
(92%) respondents returned it while 5 (18%) respondents failed to return theirs. This figure can
29
however be said to be representative because more than half of the respondents returned their
questionnaire for evaluation.
Table 4.2: Sex of the Respondents
Table 4.2 was the data and analysis to question one (1) of section B of the research questionnaire
given out to the respondents (guest)
Variables Numbers Percentage (%)
Male 33 55
Female 27 45
Total 60 100
Narration: from the above, 33 (55%) of the respondents were males while 27 (45%) of the
respondents are females. This implies that there are more male to female guest visiting Amena
Resorts and Hotels Limited.
Table 4.3: Age of Respondent
18-25 21 35
26-35 18 30
36 45 12 20
46 55 6 10
56 and above 3 5
Total 60 100
30
Narration: table 4.3 above shows that 21 (35%) of the respondents (guest) are between the age
range of 18-25 years, 18 (30%) of the respondent are between the age range of 26-25 years, 12
(20%) are between the ages of 36-45 years, 6 (10%) are between the ages of 46-55 while 3 (5%)
are 56 and above. It could be observed that ages between 18-25 are more of the guest since they
are 21 (35%) of the guest population.
Table 4.4: Martial Status of Respondents
Single 27 45
Married 21 35
Separated 6 10
Divorced 3 5
Widowed 3 5
Total 60 100
Narration: the table 4.4 shows that 27 (45%) of the respondents (guest) are single, 21 (35%) of
the respondent are married, 6 (10%) of the respondent are separated, 3 (5%) of the respondent are
separated while 3(5%) are widowed. This implies that all status of the guest visits Amena Resorts
and Hotels Limited having the single guest more since they are 27 (45%) of the guest population.
31
Table 4.5: Nationality of Respondents
Nigerian 60 100
Ghanaian - -
Cameroonian - -
Chadian - -
Others - -
Total 60 100
Narration: from the table 4.5 above, it indicates that all the respondents are Nigerians and also
residents of Nigeria.
Table 4.6: Purpose of Visit
Leisure 33 55
Business 6 10
Meeting/Conference 12 20
Others 9 15
Total 60 100
Narration: the table 4.6 shows that 33 (55%) of the respondents (guest) visited for the purpose of
leisure, 6 (10%) of the respondent visited for the purpose of business, 12 (20%) of the respondent
visited for the purpose of meeting/conference while 9 (15%) of the respondent visited for other
32
purpose. It could be observed that more of the guest visited for the purpose of leisure since they
are 33 (55%) of the guest population
Table 4.7: Number of visits to this Hotel
First visit 15 25
2 to 5 visits 27 45
6 to 10 visits 12 20
more than 10 visits 6 10
Total 60 100
Narration: the table 4.7 shows that 15 (25%) of the respondents (guest) visited the hotel for the
first time, 27 (45%) of the respondent were visiting the hotel for the 2nd to 5th time, 12 (20%) of
the respondent visited the hotel for the 6th -10th time while 6 (10%) of the respondent were visiting
for more than the 10th time. This implied that more of the guest were visiting for the 2nd to 5th time
since they are 27 (45%) of the guest population.
33
4.2.1 Data Presentation and Analysis of Ascertaining the Factors Influencing Customer
Satisfaction Via Amena Resorts and Hotels Limited
The following seven tables (4.8 4.14) presents the information obtained from Section C
questionnaire statement and measures.
Table 4.8: Hotels physical facilities and Hotels equipment
Strongly Agree 33 55
Agree 18 30
Neutral 6 10
Disagree 3 5
Strongly Disagree - -
Total 60 100
Narration: table 4.8 above shows that 33 (55%) strongly agree, 18 (30%) agree while 6 (10%) of
the respondent are neutral that hotels physical facilities and hotels equipment is a factor that
influences customers satisfaction. 3 (5%) of the respondent disagree.
Table 4.9: Appearance of hotel employees and Timeliness of service
Agree 24 40
Neutral 6 10
34
Disagree 3 5
Total 60 100
Narration: table 4.9 above shows that 27 (45%) strongly agree, 21 (40%) agree while 6 (10%) of
the respondent are neutral that the appearance of hotel employees and timeliness of service is a
factor that influences customers satisfaction. 3 (5%) of the respondent disagree.
Table 4.10: Communication materials and Consistency of service
Agree 27 45
Neutral 9 15
Disagree 6 10
Total 60 100
Narration: table 4.10 above shows that 18 (30%) strongly agree, 27 (45%) agree while 9 (15%)
of the respondent are neutral that communication materials and consistency of service is a factor
that influences customers satisfaction. 6 (10%) of the respondent disagree.
35
Table 4.11: Prompt attention to guests requests and Willingness to help
Agree 30 50
Neutral 9 15
Disagree - -
Total 60 100
Narration: table 4.11 above shows that 21 (35%) of the respondents strongly agree, 30 (50%)
agree while 9 (15%) of the respondents are neutral that prompt attention to guests requests and
willingness to help is a factor that influences customers satisfaction.
Table 4.12: Behavior and Courtesy of employees
Agree 27 45
Neutral 9 15
Disagree 3 5
Total 60 100
36
agree while 9 (15%) of the respondents are neutral that behavior and courtesy of employees is a
factor that influences customers satisfaction. 3 (5%) of the respondent disagree.
Table 4.13: Safety and Security
Agree 21 35
Neutral - -
Disagree - -
Total 60 100
Narration: table 4.13 above shows that 39 (65%) of the respondents strongly agree and 21 (35%)
of the respondents agree that safety and security is a factor that influences customers satisfaction.
Table 4.14: Concern towards guest interest and Understanding guest specific needs
Agree 21 35
Neutral 6 10
Disagree - -
37
Total 60 100
agree while 6 (10%) of the respondents are neutral that the concern towards guest interest and
understanding guest specific needs is a factor that influences customers satisfaction.
4.2.2 Data Presentation and Analysis of Ascertaining the General Expectation and
Perception of Customers Service Quality Via Amena Resorts and Hotels Limited
The following six tables (4.15 4.20) presents the information obtained from Section D
questionnaire statement and measures.
Table 4.15: The hotel has good looking facilities and its physical facilities are visually appealing
Agree 39 65
Neutral 3 5
Disagree - -
Total 60 100
agree while 3 (5%) of the respondents are neutral that the hotel has good looking facilities and its
38
physical facilities are visually appealing which is an expectation and perception of their customers
service quality.
Table 4.16: The hotel employees are neat appearing and materials associated with the service are
visually appealing
Agree 33 55
Neutral 6 10
Disagree - -
Total 60 100
agree while 6 (10%) of the respondents are neutral that the hotel employees are neat appearing and
materials associated with the service are visually appealing which is an expectation and perception
of their customers service quality.
Table 4.17: When you have a problem the hotel shows a sincere interest in solving it
Agree 27 45
Neutral 6 10
39
Disagree 12 20
Total 60 100
agree while 6 (10%) of the respondents are neutral that when you have a problem the hotel shows
a sincere interest in solving it which is an expectation and perception of their customers service
quality. 12 (20%) of the respondent disagree making the statement not an expectation and
perception of their customers service quality.
Table 4.18: The hotel employees tells exactly when service will be performed and gives prompt
service
Strongly Agree 6 10
Agree 15 25
Neutral 6 10
Disagree 21 35
Strongly Disagree 12 20
Total 60 100
Narration: table 4.18 above shows that 6 (10%) of the respondents strongly agree, 15 (25%) agree
while 6 (10%) of the respondents are neutral that the hotel employees tells exactly when service
will be performed and gives prompt service which is an expectation and perception of their
40
customers service quality. 21 (35%) disagree while 12 (20%) of the respondents strongly disagree
making statement not an expectation and perception of their customers service quality.
Table 4.19: You feel safe in your transactions with the hotel
Agree 18 30
Neutral - -
Disagree - -
Total 60 100
Narration: table 4.19 above shows that 42 (70%) of the respondents strongly agree while 18 (30%)
of the respondents agree that they feel safe in their transactions with the hotel which is an
expectation and perception of their customers service quality.
Table 4.20: The hotels operating hours are convenient to its guest
Agree 12 20
Neutral - -
Disagree - -
41
Total 60 100
of the respondents agree that the hotels operating hours are convenient to its guest which is an
expectation and perception of their customers service quality.
4.2.3 How to Meet and Exceed Hotel Customer Satisfaction to Develop a Business Service
Model and Strategy to Improve Service Quality Via Amena Resorts and Hotels Limited
The following four tables (4.21 4.24) presents the information obtained from Section E (section
one) questionnaire statement and measures.
Table 4.21: Reception Experience: Efficiency of reservation, Courtesy of receptionist, Efficiency
of check in / check out
Excellent 6 10
Good 15 25
Average 21 35
Poor 18 30
Unknown - -
Total 60 100
Narration: table 4.21 above shows that 6 (10%) of the respondents records excellent, 15 (25%)
records good while 21 (35%) of the respondents records average on the reception experience
42
ranging from the efficiency of reservation, courtesy of receptionist to efficiency of check in / check
out which meets and exceeds their customers satisfaction. 18 (30%) of the respondents records
poor meaning the reception experience did not meet or exceed their customers satisfaction.
Table 4.22: Room Experience: Cleanliness and room maintenance; Quality, comfort and dcor;
Attention to special request
Excellent 9 15
Good 21 35
Average 18 30
Poor 12 20
Unknown - -
Total 60 100
Narration: table 4.22 above shows that 9 (15%) of the respondents records excellent, 21 (35%)
records good while 18 (30%) of the respondents records average on the room experience ranging
from cleanliness and room maintenance, quality, comfort and dcor to attention to special request
which meets and exceeds their customers satisfaction. 12 (20%) of the respondents records poor
meaning the room experience did not meet or exceed their customers satisfaction.
43
Table 4.23: Meal Experience: Quality at breakfast, lunch and dinner; Did the service meet your
expectation?
Excellent - -
Good 15 25
Average 27 45
Poor 18 30
Unknown - -
Total 60 100
Narration: table 4.23 above shows that 15 (25%) of the respondents records good, 27 (35%) of
the respondents records average on the meal experience ranging from the quality, at breakfast,
lunch and dinner which meets and exceeds their customers satisfaction. 18 (30%) of the
respondents records poor meaning the meal experience did not meet or exceed their customers
satisfaction.
Table 4.24: Other services: Quality of service at swimming pool; Guest entertainment; Laundry
Excellent 3 5
Good 6 10
Average 27 45
Poor 15 25
Unknown 9 15
44
Total 60 100
Narration: table 4.24 above shows that 3 (5%) of the respondents records excellent, 6 (10%) of
the records good while 27 (45%) of the respondents records average on the other services
experience ranging from the quality of service at swimming pool, guest entertainment to laundry
which meets and exceeds their customers satisfaction. 15 (25%) of the respondents records poor
meaning the other service experience did not meet or exceed their customers satisfaction and 9
(15%) records unknown.
4.3 DATA PRESENTATION, ANALYSIS AND INTERPRETATION OF EMPLOYEES
This section has a close look at the questions asked by the researcher which were applicable to the
employees of Amena Resorts and Hotels Limited.
Table 4.25: Distribution of Questionnaires to Employees
Numbers Percentage (%)
Total number of questionnaires distributed to 20 100
the guest
Total returned 18 90
Variance 2 10
Narration: from the table 4.25 above, it shows that 20 questionnaires were actually distributed.
18 (90%) respondents returned it while 2 (10%) respondent failed to return theirs. This figure can
45
however be said to be representative because majority of the respondents returned their
questionnaire for evaluation.
Table 4.26: Sex of the Respondents
Table 4.26 was the data and analysis to question one (1) of section B of the research
questionnaire given out to the respondents (employees)
Male 8 44
Female 10 56
Total 18 100
Narration: from the table 4.26 above, 8 (44%) of the respondents were males while 10 (56%) of
the respondents are females. This implies that there are more female to male employee working
at Amena Resorts and Hotels Limited.
Table 4.27: Age of Respondent
18-25 15 83
26-35 3 17
36 45 - -
46 55 - -
56 and above - -
Total 18 100
46
Narration: table 4.27 above shows that 15 (83%) of the respondents (employees) are between the
age range of 18-25 years and 3 (17%) of the respondents are between the age range of 26-35 years.
From the analysis above, it could be observed that ages between 18-25 are more of the employees
since they are 15 (83%) of the employees population. This implies that the hotel functions with
young vibrant people.
Table 4.28: Martial Status of Respondents
Single 16 89
Married 2 11
Separated - -
Divorced - -
Widowed - -
Total 18 100
Narration: the table 4.28 shows that 16 (89%) of the respondents (employees) are single and 2
(11%) of the respondent are married. From the analysis above, it could be observed that the
employees are more of single persons since they are 16 (89%) of the employees population. This
implies that the hotel employs more single persons to in order implement its function effectively
and also find easy on running hotel shift.
47
Table 4.29: Nationality of Respondents
Nigerian 18 100
Ghanaian - -
Cameroonian - -
Chadian - -
Others - -
Total 18 100
Narration: from the table 4.29 above, it indicates that all the respondents (employees) are
Nigerians and also residents of Nigeria.
Table 4.30: Educational level: which one is your highest qualification
Primary school - -
Secondary 4 22
National Diploma 13 72
HND 1 6
Others - -
Total 18 100
Narration: the table 4.30 shows that 4 (22%) of the respondents (employees) have secondary
qualification, 13 (72%) of the respondents have National Diploma qualification and 1 (6%) of the
48
respondent have HND (Higher National Diploma) qualification. From the analysis above, it could
be observed that the employees are more of National Diploma qualification holders since they are
13 (72%) of the employees population. This implies that the hotel employs more National
Diploma qualification holders in order maintain an average payment scheme and at the same time
use well educated employees to implement its function.
Table 4.31: Years of Experience: How long have you been working in Amena Resorts and Hotels
Limited?
1-2 4 22
3-4 7 39
5-6 6 33
7 above 1 6
Total 18 100
Narration: the table 4.31 shows that 4 (22%) of the respondents (employees) have 1-2 years
experience, 7 (39%) of the respondents have 3-4 years experience, 6 (33%) of the respondents
have 5-6 years experience while 1 (6%) of the respondent have 7 or more years experience. From
the analysis above, it could be observed that the employees with 3-4 years experience are more
since they are 7 (39%) of the employees population.
49
Table 4.32: Monthly (Salary) Income: Which is your monthly income
Between N10,000 to N20,000 6 33
Between N21,000 to N30,000 9 50
Between N31,000 to N40,000 2 11
Between N41,000 to N50,000 1 6
Between N51,000 Above - -
Total 18 100
Narration: the table 4.32 shows that 6 (33%) of the respondents (employees) receive a monthly
income of between N10,000 to N20,000, 9 (50%) of the respondents receive a monthly income of
between N21,000 to N30,000, 2 (11%) of the respondents receive a monthly income of between
N31,000 to N40,000 while 1 (6%) of the respondents receive a monthly income of between
N41,000 to N50. It could be observed that the employees with 3-4 years experience are more
since they are 7 (39%) of the employees population.
4.3.1 How to Meet and Exceed Hotel Customer Satisfaction to Develop a Business Service
Model and Strategy to Improve Service Quality Via Amena Resorts and Hotels Limited
The following seven tables (4.33 4.39) presents the information obtained from Section E (section
two) questionnaire statement and measures.
50
Table 4.33: Management of this hotel should share information of guest experience with
employees
Strongly Agree 9 50
Agree 7 39
Neutral 2 11
Disagree - -
Total 18 100
while 2 (11%) of the respondents are neutral about the hotel management sharing information of
guest experience with employees. This implies that the employees support the idea of the hotel
management sharing information of guest experience.
Table 4.34: Management of this hotel should implement strategies focused on quality and work
standards should be based on quality rather than quantity alone
Agree 8 44
Neutral - -
Disagree - -
51
Total 18 100
of the respondents agree that the hotel management should implement strategies focused on quality
and work standards should be based on quality rather than quantity alone. This implies that the
employees support the idea of improving on the hotel service quality.
Table 4.35: Management should implement inspections, reviews and checking of this hotel
facilities on a sustained basis
Strongly Agree 8 44
Agree 7 39
Neutral 3 17
Disagree - -
Total 18 100
while 3 (17%) of the respondents are neutral about the hotel management implementing
inspections, reviews and checking hotel facilities on a sustained basis. This implies that the
employees support the idea of the hotel management carrying out inspections, reviews and checks
hotel facilities on a sustained basis.
52
Table 4.36: Management should develop a system for the recognition and appreciation of quality
efforts and success of individual and team of this hotel
Agree 5 28
Neutral - -
Disagree - -
Total 18 100
agrees that the hotel management should develop a system for the recognition and appreciation of
quality efforts and success of individual and team of the hotel. This implies that the employees
support the idea of the hotel management recognizing and appreciating quality efforts and success
of individual and team so as to improve the service quality of the hotel.
Table 4.37: Management should compare its serve quality with competitors to improve on its
customers satisfaction
Agree 3 17
Neutral - -
Disagree - -
53
Total 18 100
agrees that the hotel management should compare its serve quality with competitors to improve on
its customers satisfaction. This implies that the employees support the idea of the hotel
management comparing its standards service quality with competitors so as to improve its service
quality to customers satisfaction.
Table 4.38: There should be a specific process of gathering customers suggestions, feedback and
complaints to access customers satisfaction
Strongly Agree 7 39
Agree 11 61
Neutral - -
Disagree - -
Total 18 100
agrees that there should be a specific process of gathering customers suggestions, feedback and
complaints to access customers satisfaction. This implies that the employees support the idea of
54
gathering customers suggestions, feedback and complaints to access customers satisfaction in
order to improve its service quality to customers satisfaction.
Table 4.39: Management should ensure that the initial work training offered to employees is
sufficient and Quality related tanning should be giving to employees
Agree 2 11
Neutral - -
Disagree - -
Total 18 100
agrees that the hotel management should ensure the initial work training offered to employees is
sufficient and quality related tanning should be giving to employees. This implies that the
employees support the idea of the hotel management offering initial work training and quality
tanning to its employees in order to improve its service quality to customers satisfaction.
4.4 TESTING OF HYPOTHESIS
The hypothesis will be tested using the chi-square method of data analysis, conclusions will also
be drawn using the decision rule which states That if the calculated value is greater than the
critical/table value we reject the null hypothesis otherwise we accept the alternative and vice versa
55
In testing for the hypothesis, the average of the data gotten from each section was used to calculate
the chi-square value.
()2
The formula for Chi-square ( 2 ) =
Where:
O = Observed Data
E = Expected or theoretical frequency of an even under the null hypothesis
Colum
The formula is
OE = The difference between the frequency or deviation
()2
= The deviation square and weighted

()2
= Sum of all the deviation square and weighted

In determining the tabulated chi-square, the degree of freedom and the level of significance are
imperative. The degree of freedom (DF) refers to vary randomly and independently one the border
total has been specified. The degree of freedom = n-1 = 5-1 = 4.
4.4.1 Hypothesis One: The Factors Influencing Customer Satisfaction in Hotels
Alternate Hypothesis (Hi): factors influencing customer satisfaction is a major determinant to
improving customer service and customer satisfaction.
Null hypothesis (Ho): improving customer service and customer satisfaction is not dependent on
the factors influencing customers satisfaction.
56
Calculating the average value for each of the liked type data gotten from Section C of the
questionnaire
Table 4.40: Average value table Hypothesis One
Test level Q1 Q2 Q3 Q4 Q5 Q6 Q7 Sum Avg = Sum/7
SA 33 27 18 21 21 39 33 192 27.42
A 18 24 27 30 27 21 21 147 21
N 6 6 9 9 9 - 6 45 6.43
D 3 3 6 - 3 - - 15 2.14
SD - - - - - - - - -
SA= Strongly Agree, A= Agree, N= Neutral, D= Disagree, SD= Strongly Disagree
Table 4.41: Calculating Chi-square Value Hypothesis One
Test level O E O-E (O E)2 ( )

SA 27.42 12 15.42 237.77 19.81
A 21 12 9 81 6.75
N 6.43 12 -5.57 31.02 2.58
D 2.14 12 -9.9 98.01 8.17
SD - 12 -12 144 12
Total X2 49.31
Expected Value = Total Population Evaluated / Test Level
57
60
E= = 12
5
Chi-square Value X2= 49.31
Degree of freedom = n-1 = 5-1 = 4
Level of significance = 0.01
Calculated chi-square value = 49.31
Table value is obtained from 4 degree of freedom at 0.01 significant level
Table/ Critical value = 13.28
Decision rule:
Since the calculated value 49.31 is higher than the table value 13.28, we accept the alternate
hypothesis (Hi) which states that factors influencing customer satisfaction is a major determinant
to improving customer service and customer satisfaction and reject the null hypothesis (Ho) which
states that improving customer service and customer satisfaction is not dependent on the factors
influencing customers satisfaction. Therefore, this implies that the statements used to validate the
factors influencing customer satisfaction is valid and customer satisfaction is truly affected by such
factors.
4.4.2 Hypothesis Two: Customer Expectations and Perceptions of Service Quality in Hotel
Alternate Hypothesis (Hi): Customer expectations and perceptions of service quality in hotels is
a determinant to customers satisfaction.
58
Null hypothesis (Ho): Customer satisfaction is not dependent on customer expectations and
perceptions of service quality.
Calculating the average value for each of the liked type data gotten from Section D of the
questionnaire
Table 4.42: Average value table Hypothesis Two
Test level Q1 Q2 Q3 Q4 Q5 Q6 Sum Avg = Sum/6
SA 18 21 15 6 42 48 150 25
A 39 33 27 15 18 12 144 24
N 3 6 6 6 - - 21 3.5
D - - 12 21 - - 33 5.5
SD - - - 12 - - 12 2
SA= Strongly Agree, A= Agree, N= Neutral, D= Disagree, SD= Strongly Disagree
Table 4.43: Calculating Chi-square Value Hypothesis Two

SA 25 12 13 169 14.08
A 24 12 12 144 12
N 3.5 12 -8.5 72.25 6.02
D 5.5 12 -6.5 42.25 3.52
59
SD 2 12 -10 100 8.33
Total X2 43.95

60
E= = 12
5
Decision rule:
Since the calculated value 43.95 is higher than the table value 13.28, we accept the alternate
hypothesis (Hi) which states that customers expectations and perceptions of service quality in
hotels is a determinant to customer satisfaction and reject the null hypothesis (Ho) which states
that customers satisfaction is not dependent on customer expectations and perceptions of service
quality. Therefore, this implies that the statements used to validate the customers expectations
and perceptions of service quality are valid and customer satisfaction is truly dependent on
customers expectations and perceptions of service quality.
60
4.4.3 Hypothesis Three (Section One): Relationship Between Service Quality and Customer
Satisfaction in Developing an Excellent Business Service Model in Hotels
In this section, the hypothesis test was carried out on the guest and employees data gotten for their
data analysis in other to achieve a collective decision in accepting the stated hypothesis.
Alternate Hypothesis (Hi): There is a relationship between service quality and customer
satisfaction in developing an excellent business service model in hotels.
Null hypothesis (Ho): There is no relationship between service quality and customer satisfaction
in developing an excellent business service model in hotels.
Calculating the average value for each of the liked type data gotten from Section E (section one)
of the questionnaire
Table 4.44: Average value table Hypothesis Three (Section One)
Test level Q1 Q2 Q3 Q4 Sum Avg = Sum/4
E 6 9 - 3 18 4.5
G 15 21 15 6 57 14.25
A 21 18 27 27 93 23.25
P 18 12 18 15 63 15.75
U - - - 9 9 2.25
E= Excellent, G= Good, A= Average, P= Poor, U = Unknown
61
Table 4.45: Calculating Chi-square Value Hypothesis Three (Section One)

E 4.5 12 -7.5 56.25 4.68
G 14.25 12 2.5 6.25 0.52
A 23.25 12 11.25 126.56 10.55
P 15.75 12 3.75 14.06 1.22
U 2.25 12 -9.75 95.06 7.92
Total X2 24.89

60
E= = 12
5
Calculating the average value for each of the liked type data gotten from Section E (section two)
of the questionnaire
62
Table 4.46: Average value table Hypothesis Three (Section Two)
Test level Q1 Q2 Q3 Q4 Q5 Q6 Q7 Sum Avg = Sum/4
SA 9 10 8 13 15 7 16 78 11.14
A 7 8 7 5 3 11 2 43 6.14
N 2 - 3 - - - - 5 0.71
D - - - - - - - - -
SD - - - - - - - - -
S= Strongly Agree, A= Agree, N= Neutral, D= Disagree, SD= Strongly Disagree
Table 4.47: Calculating Chi-square Value Hypothesis Three (Section Two)

SA 11.14 3.6 7.54 56.85 15.79
A 6.14 3.6 2.54 6.45 1.79
N 0.71 3.6 -2.89 8.35 2.32
D - 3.6 -3.6 12.96 3.6
SD - 3.6 -3.6 12.96 3.6
Total X2 27.10

18
E= = 3.6
5
63
Decision rule:
Since the calculated chi-square value for the guest and employees are 24.89 and 27.10 respectively
which is higher than the table value 13.28, we accept the alternate hypothesis (Hi) which states
that there is a relationship between service quality and customer satisfaction in developing an
excellent business service model in hotels and reject the null hypothesis (Ho) which states that
there is no relationship between service quality and customer satisfaction in developing an
excellent business service model in hotels. Therefore, this implies that the statements used in
assessing the guest and employees with respect to hotel service quality and customer satisfaction
is valid. Improving on this assessment shows a significant relationship between service quality and
customer satisfaction in developing an excellent business service model in hotels.
64
CHAPTER FIVE
DISCUSSION, CONCLUSION AND RECOMMENDATIONS
5.1 INTRODUCTION
Having carried out the research work on customer service and customer satisfaction in hotels
using Amena Resorts and Hotels Limited as a case study, findings were made and it was found
that the quality of service offered to customers is a major determinant to the customers
satisfaction.
Also, there are more females to male employees working in Amena Resorts and Hotels Limited
and it was observed that most of the employees are single. Due to this fact the hotel is able to
implement its function effectively and also find it easy on running hotel shift in order to meet with
the operating hours stated to customers. During the study period of investigation using
questionnaire, it was observed that the ratio of male to female guest was almost at equilibrium and
their age/marital status showed that the guests who visited the hotel, age ranged from 18 years to
56 years above with their marital status evolving through the stated options on the questionnaire.
This implied that Amena Resorts and Hotels Limited has a sensational touch for leisure and its a
cool place for relaxation thereby making it favorable in accommodating persons with age ranging
from 18 years to 56 years above and different marital status.
Findings were made with respect to the research question and research hypothesis were designed
in order for the researcher to reject or accept thereby answering the research questions. From the
findings made, all alternative hypothesis (Hi) were accepted and it gave answers to the research
question with respect to the parameters used in conducting the investigation.
65
5.2 CONCLUSION
This research study set out to understanding and identifying the relationship between customer
service quality and customer satisfaction in hotels in Nigeria using a case study of Amena Resorts
and Hotels Limited, Oghara. The main effort of the management and the employees should be focused
to satisfy the customer during their stay, and respond to their individual requirements. Assessing
customers and receiving their reactions and responses are seen as key factor to customers satisfaction
cause in return it brings about the awareness of general problems of the hotel and repeated complaints.
Customer satisfaction information can also be applied in such activities as evaluating employee
performance for the purpose of recognition and improvement. As the literature indicates Huber et al.,
(2006) satisfied employees have all the means to make customers happy by offering a superior quality
service and thus reducing the occurrence of complaints substantially. The eventual result on the
profitability of the organization can only be encouraging, even at its most basic level. Fewer complaints
mean less complaint expenditure, and thus improve profits.
This research raises a number of issues for management. The interactive concepts of external and
internal quality and their importance raise issues of giving the initial work training offered to
employees after recruitment in order to achieve the right blend of employee skills and motivation.
Adopting a management-employee relationship is a strategy clearly evident to assure the best attributes
from employees. Periodic review of performance and reward schemes are considered of vital
importance, to aid the co-evolution of mutual understanding between management and employees, and
hence the development of superior service quality.
66
5.3 RECOMMENDATION
In order for the hospitality industry (hotels) to realize its potential to achieve broad-based service
quality to customers satisfaction, the following recommendations are made:
i. It is important to have a key person in the organization to stimulate and facilitate the process
of implementing a quality model. Ideally this person should have an excellent knowledge
of quality processes and who has the necessary support from top management to implement
the programs effectively.
ii. Top management should review the current employee training programs and develop new
efficient and effective methods that could empower employees to make excellent decisions
when dealing with customer satisfaction.
iii. Front line employees should give a good impression of the hotel by demonstrating a
friendly and willingness to assist, thus making first impressions to last in customers
memories.
iv. Employees should be equipped with the good working conditions and correct tools and
equipment in order to deliver an excellent service.
v. Hotel staff and managers must develop the ability to serve and manage customer
expectations that are continually changing, and must ensure ongoing improvements in
quality within their organizations.
vi. The overall recommendation to managers is that they should consider the importance of
managing quality as a complete process. To achieve this, organizations need to create a
culture of quality in which staff are empowered and in which managers facilitate the
consistent delivery of high-quality services.
67
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71
APPENDIX I
QUESTIONNAIRE
SECTION A
INTRODUCTION TO SURVEY DESIGN FOR HOSPITALITY: CUSTOMER SERVICE
AND SATISFACTION IN HOTELS A CASE OF AMENA RESORTS AND HOTELS
LIMITED, OGHARA, DELTA STATE.
Department of Hotel and Tourism Management,

College of Social and Management Science,
Western Delta University,
Oghara, Delta State.
Dear respondent,
Survey Design for Hospitality: Customer Service and Satisfaction in Hotels A Case of
Amena Resorts and Hotels Limited, Oghara, Delta State.
I am a student offering B.Sc. (Hons) in Hotel and Tourism Management Department of College of
Social and Management Science in Western Delta University Oghara in Delta State. I am carrying
out a study on the subject matter (topic) above. The research work is carried out as a partial
fulfillment of the requirement for the award of B.Sc. (Hons) in Hotel Management.
Please sir/madam, I am requesting for some of your time to fill the following self-completion
questionnaires designed to find out:
iv. Factors influencing customer satisfaction at Amena Resorts and Hotels Limited.
v. General expectation and perception of customers about Amena Resorts and Hotels Limited
in terms of service provided.
72
vi. How to meet and exceed hotel customer satisfaction to develop a business service
excellence model and strategy to improve service quality at Amena Resorts and Hotels
Limited.
All information submitted during this survey is completely anonymous and will be treated with
confidence and need ONLY for this particular research work.
Yours faithfully,
Name:
Phone number:
73
SECTION B
This part is on general information about you as respondent. Please provide answers to the
following questions by ticking () against the most suitable alternative or giving narrative
responses in the spaces provided. Your response shall be accorded all the confidentiality it deserves
and will only be used for academic purposes.
Applicable to Guest [ ] and Employees [ ]

1. Gender:
(a) Male [ ]
(b) Female [ ]
2. Age Group (Yrs):

(a) 18-25 [ ] (b) 26-35 [ ] (c) 36 45 [ ] (d) 46 55 [ ]
(e) 56 and above [ ]
3. Marital Status:
(a) Single [ ] (b) Married [ ] (c) Separated [ ] (d) Divorced [ ]
(e) Widowed [ ]
4. Nationality:
(a) Nigerian [ ] (b) Ghanaian [ ] (c) Cameroonian [ ] (d) Chadian [ ]
(e) Other (Specify)
Applicable to only Guest [ ]

5. Purpose of Visit:
(a) Leisure [ ] (b) Business [ ] (c) Meeting/Conference [ ]
(d) Other (Specify)
6. Number of visits to this hotel:

(a) First visit [ ] (b) 2 to 5 visits [ ] (c) 6 to 10 visits [ ]
(d) more than 10 visits [ ]
74
Applicable to Employees [ ]
7. Educational level: which one is your highest qualification

(a) Primary school [ ] (b) Secondary [ ] (c) National Diploma [ ] (d) HND [ ]
(e) Other (Specify)
8. Years of Experience: How long have you been working in Amena Resorts and Hotels
Limited?
(a) 1-2 [ ] (b) 3-4 [ ] (c) 5-6 [ ] (d) 7 above [ ]
9. Monthly (Salary) Income: Which is your monthly income

(a) Between N10,000 to N20,000 [ ] (b) Between N21,000 to N30,000 [ ]
(c) Between N31,000 to N40,000 [ ] (d) Between N41,000 to N50,000 [ ]
(e) Between N51,000 Above [ ]
SECTION C
ASCERTAINING THE FACTORS INFLUENCING CUSTOMER SATISFACTION VIA
AMENA RESORTS AND HOTELS LIMITED
This part concerns the factors that influence your satisfaction with hotel services. Please show the
extent to which you think each factor influences your satisfaction with the hotel services. Do this
by putting a tick () in the appropriate box. A 1 means you strongly disagree while a 5 means
that you strongly agree. You may tick any of the number in the middle that shows how strong your
feelings are. There are no rights or wrong answers.
75
Applicable to Guest [ ]
S/N Please indicate the extent to which you agree
Strongly Disagree
Strongly Agree
that the following factors influence guest
Disagree
Neutral
Agree
satisfaction with hotel services.
CODE 5 4 3 2 1
10. Hotels physical facilities and Hotels
equipment.
11. Appearance of hotel employees and Timeliness
of service.
12. Communication materials and Consistency of
service.
13. Prompt attention to guests requests and
Willingness to help.
14. Behavior and Courtesy of employees.
15. Safety and Security.
16. Concern towards guest interest and
Understanding guest specific needs.
76
SECTION D
ASCERTAINING THE GENERAL EXPECTATION AND PERCEPTION OF CUSTOMERS
SERVICE QUALITY VIA AMENA RESORTS AND HOTELS LIMITED
This part concerns the general expectation and perception of customers service quality of Amena
Resorts and Hotels Limited. Please show the extent to your expectation and perception of
customers service quality of the hotel. Do this by putting a tick () in the appropriate box. A 1
means you strongly disagree while a 5 means that you strongly agree. You may tick any of the
number in the middle that shows how strong your feelings are. There are no rights or wrong
answers.
Applicable to Guests [ ]
Strongly Disagree
Strongly Agree
with the following statements.

Disagree
Neutral
Agree
CODE 5 4 3 2 1
17. The hotel has good looking facilities and its
physical facilities are visually appealing.
18. The hotel employees are neat appearing and
materials associated with the service are
visually appealing.
77
19. When you have a problem the hotel shows a
sincere interest in solving it.
20. The hotel employees tells exactly when service
will be performed and gives prompt service.
21. You feel safe in your transactions with the
hotel.
22. The hotels operating hours are convenient to
its guest.
SECTION E
HOW TO MEET AND EXCEED HOTEL CUSTOMER SATISFACTION TO DEVELOP A
BUSINESS SERVICE MODEL AND STRATEGY TO IMPROVE SERVICE QUALITY VIA
AMENA RESORTS AND HOTELS LIMITED.
Section One (1)
This part concerns the guests on customers service quality and customers satisfaction of Amena
Resorts and Hotels Limited. Please show the extent to which you are satisfied with the customers
service quality and customers satisfaction of the hotel. Do this by putting a tick () in the
appropriate box. A 1 means its Unknown while a 5 means its Excellent. You may tick any
of the number in the middle that shows your satisfaction rate. There are no rights or wrong answers.
78
Applicable to Guests [ ]
S/N Please indicate the extent to which you are
Unknown
satisfied with the following statements.
Excellent
Average
Good
Poor
CODE 5 4 3 2 1
23. Reception Experience: Efficiency of
reservation, Courtesy of receptionist,
Efficiency of check in / check out
24. Room Experience: Cleanliness and room
maintenance; Quality, comfort and dcor;
Attention to special request.
25. Meal Experience: Quality at breakfast, lunch
and dinner; Did the service meet your
expectation?
26. Other services: Quality of service at
swimming pool; Guest entertainment;
Laundry
79
Section Two (2)
This part concerns the employees on how to improve customers service quality and customers
satisfaction of Amena Resorts and Hotels Limited. Please show the extent to which you are
satisfied with the following statement on improving customers service quality and customers
satisfaction of the hotel. Do this by putting a tick () in the appropriate box. A 1 means you
strongly disagree while a 5 means that you strongly agree. You may tick any of the number in
the middle that shows how strong your feelings are. There are no rights or wrong answers.
Applicable to only Employees [ ]
Strongly Disagree
Strongly Agree
with the following statements.
Disagree
Neutral
Agree
CODE 5 4 3 2 1
27. Management of this hotel should share
information of guest experience with
employees.
28. Management of this hotel should implement
strategies focused on quality and work
80
standards should be based on quality rather than
quantity alone.
29. Management should implement inspections,
reviews and checking of this hotel facilities on
a sustained basis.
30. Management should develop a system for the
recognition and appreciation of quality efforts
and success of individual and team of this hotel.
31. Management should compare its serve quality
with competitors to improve on its customers
satisfaction.
32. There should be a specific process of gathering
customers suggestions, feedback and
complaints to access customers satisfaction.
33. Management should ensure that the initial work
training offered to employees is sufficient and
Quality related tanning should be giving to
employees.
81
APPENDIX II
82
83

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CHAPTER ONE

1.1 BACKGROUND OF THE STUDY

in order of importance, reliability, responsiveness, assurance, empathy and tangibles.

improvement in order to gain competitive advantage.

1.1.1 Service Quality

the organization itself. Service is characterized by attributes such as intangibility, heterogeneity,

perceptions that customers have towards the company.

perceived by the customer.

customers needs and wants.

1.1.2 Customer Satisfaction

product or service itself, provided (or is providing) a pleasurable level of consumption-related

and deliver service offers that correspond to customer demands.

can be measured by the same attributes.

1.2 STATEMENT OF THE PROBLEM

affect customer satisfaction?

1.3 RESEARCH AIM AND OBJECTIVES

i. To determine factors influencing customer satisfaction at Amena Resorts and Hotels

1.4 RESEARCH QUESTIONS

Limited in terms of service quality provided?

Alternate Hypothesis (Hi): Factors influencing customer satisfaction is a major determinant to

improving customer service and customer satisfaction.

the factors influencing customers satisfaction.

a determinant to customer satisfaction.

perceptions of service quality.

satisfaction in developing an excellent business service model.

in developing an excellent business service model.

1.6 SIGNIFICANCE OF STUDY

re-examining their services strategy development particularly in the context of increasing

1.7 SCOPE AND LIMITATIONS OF THE STUDY

conducting this research work, the following limitations were experienced:

carried out alongside with academic activities.

easy. I had to visit different libraries to source for materials.

information about their operations poses a serious constraint to this work.

around the service environment.

appearance and presentation of service facilities, goods and staff.

Comfort: The physical comfort of the service environment and facilities

they apparently take in their job, their diligence and thoroughness.

he or she will understand.

dealing with the customer and his or her property.

of the service or product to meet the needs of the customer.

Responsiveness: Speed and timeliness of service delivery.

benefiting from the service process.

1.9 RESEARCH STRUCTURE AND METHODOLOGY

order to fulfil the purpose of the study.

and a conceptual framework of the study developed.

2.2 SERVICE QUALITY

ability of an organization to meet or exceed customer expectations. Service quality is a form of

2.3 DETERMINANTS OF SERVICE QUALITY

customers use to evaluate service quality.

perceptions of service quality as reliability, responsiveness, tangibility, communication,

determinants of service quality is given in table 2.1.

Table 2.1: Ten Dimensions of Service Quality

Tangibility Physical evidence of service (facilities, tools,

Responsiveness Willingness or readiness to provide service,

Reliability Getting it right first time, honoring promises,

Communication Keeping customers informed in a language

that they can understand

Credibility Honest, trustworthiness, having customers

best interest at heart

Security Physical and financial; confidentiality

Competence Possession of the skills and knowledge

required to perform the service

Courtesy Politeness, respect, friendliness, clean and