IMPACT OF CUSTOMER COMPLAINT ON SERVICE DELIVERY IN SELECTED HOTELS IN KAMPALA-UGANDA. A CASE STUDY OF KAMPALA SERENA HOTEL
BY: MAGUME LAJABU BTM/44100/143/DU
A DISSERTATION SUBMITED TO THE FACULTY OF APPLED ECONOMICS AND MANAGEMENT SCIENCES IN PARTIAL FULFILLMENT OF THE REQUIREMENTFOR THE AWARD OF BACHELOR'S DEGREE IN TOURISM AND HOTEL MANAGEMENT OF KAMPALA INTERNATIONAL UNIVERSITY
SEPTEMBER, 2017. DECLARATION This research dissertation is my original work and has not been presented for a Degree or any other academic award in any University or Institution oflearning
• Sign: ___q~ ~-/\_\A__~___ ,_ ---- Date:
MAGUME LAJABU BTM/44100/143/DU APPROVAL "I confirm that the work in this Dissertation is carried out by the Candidate under my supervision as the university supervisor and is now ready for submission to college economics and management in the department ofleisure and hospitality of Kampala international university.
/YYY) ~ ll Sign:__ U_ ~------Date:
MR. LUUTU DAVID
UNIVERSITY SUPERVISOR
I
ii DEDICATION I dedicate this dissertation firstly to Almighty Allah, my dear Mum Mrs. Kenyena Medias and dad Mr.Magume Sowedi for their moral and financial support they have given me during my studies and through out my life.
iii ACKNOWLEDGMENT My sincere gratitude is accorded to the Almighty Allah for the gift of life that he gave me throughout my studies.
I would like to acknowledge and extend my sincere and hearty gratitude to my supportive supervisor Mr. Luutu David for his critical reviews, expert advice and regular availability to me through the course of my research work.
I would like to convey my sincere thanks to the management of Kampala Serena Hotel for giving me the opportunity to conduct research in their premises which thus made this research successful by allowing me to collect info1mation on this study.
I cannot forget my exemplary lecturers at the department of leisure and hospitality especially; Mr. Tumusiime Nicholas for his great assistance and excellent academic pieces of advice. I owe a special debt of gratitude to all of them.
Finally, I also thank my relatives and friends especially; Natukunda Idaya, Agaba Prosper for their support they have offered to in my academics and social life. It is through them that I successfully completed this piece of work.
May Allah Bless you all.
iv TABLE OF CONTENTS
DECLARATION ...... i APPROVAL ...... ii DEDICATION ...... iii ACKNOWLEDGMENT ...... iv CHAPTER ONE ...... 1 INTRODUCTION ...... 1 1.0 Introduction ...... J. 1.1 Background of the study ...... 1 1.2. Statement of the problem ...... 5 1.3. Purpose of the study ...... 5 1.4 Objectives of the study ...... 6 1.5 Research questions ...... 6 1.6 Hypothesis ...... 6 1. 7 Scope of the study ...... 6 1. 7. l Geographical scope ...... 6 1.7.3 Subject scope ...... 6 1. 7 .3 Content scope ...... 6 1.7.4 Time scope ...... 7 1.8 Significance of the study ...... 7 1.9 Operational definitions of key terms ...... 8 CHAPTER TWO ...... 9 LITERATURE REVIEW ...... 9 2.0 Introduction ...... 9 2.2 The strategies used by Kampala Serena Hotel management in handling customer complaints ...... 1.4
CHAPTER THREE...... 20 METHODOLOGY ...... 20 3.0 Introduction ...... 20 3.1 Research Design ...... 20 3.2 Area of study ...... 21 3.3 Study Population ...... :>.! 3 .4 Sample Size ...... 22
V 3 .5 Sampling procedure ...... 31 3.6 Data Sources ...... 32 3.6.1 Primary Data ...... 32 3.6.2 Secondary data ...... 32 3.7 Data Collection Instruments and Methods ...... 33 3.7.1 Questionnaire survey ...... 33 3.7.2 Document Analysis ...... 33 3. 7 .3 Observation ...... 33 3.7.4 Interview Method ...... 34 3.5 Procedure of Data Collection ...... 34 3 .6 Ethical Consideration ...... 34 3.7 Data Analysis ...... 34 3.8 Limitations of the study and possible way f01ward ...... 35 3.9 Ethical Consideration ...... 35 CHAPTER FOUR ...... 36 PRESENTATIONS INTEPRETATIONS AND ANALYSIS OF DATA ...... 36 4.0 Introduction ...... 36 4.1 Demographic characteristics of Respondents ...... 36 4.1.1 Gender of Respondents ...... 36 4.1 Distribution of respondents in Kampala Serena Hotel ...... 37 4.2 Duration the respondents have served in Kampala Serena Hotel...... 37 4.1.2 Age of the respondents ...... 39 4.1.3 Marital Status of the Respondents ...... 39 4.1.4 Education Levels of the Respondents ...... 40 4.1.3 Level of Education of the Respondents ...... 41 4.2 The major causes of customer complaints at Kampala Serena Hotel...... 41 4.3 The strategies used by Kampala Serena Hotel management in handling customer complaints ...... 43 4.4 The services offered by Kampala Serena Hotel to meet the needs and wants of their customers ...... 44 CHAPTER FIVE ...... 46 DISCUSSION OF THE FINDINGS, CONCLUSIONS ...... 46 AND RECOMEMNDATIONS ...... 46 5. I Introduction ...... 46 5.1 Discussion of the general fmdings ...... 46
vi 5 .1.1 Findings on the major causes of customer complaints at Kampala Serena Hotel ...... 46 5.1.2 Findings on The strategies used by Kampala Serena Hotel management in handling customer complaints ...... 46 5 .1.3 Findings on the services offered by Kampala Serena Hotel to meet the needs and wants of their customers ...... 47 5.2 Conclusions ...... 47 5.3 Recommendations ...... 49 5.4 Suggestions for further study ...... 50 REFERENCES ...... 51 APPENDICES ...... 55 APPENDIX I: TRANSMITTAL LETTER FOR THE RESPONDENTS ...... 55 APPENDIX II: INFORMED CONSENT ...... 57 APPENDIX III: RESEARCH INSTRUMENTS ...... 58 APPENDIX IV: PROPOSED BUDGET ...... 64 APPENDIX V: TIME FRAME ...... 65
vii CHAPTER ONE INTRODUCTION
1.0 Introduction This chapter described the background of the study in terms of historical, theoretical, conceptual and contextual perspectives. It also described the research problem, the statement of the problem, purpose of the study, research objectives, research questions, scope of the study and its significance.
1.1 Background of the study
Globally, the hospitality sector is part of a huge group of travel and tourism industry is one of the fastest growing industries that provide the necessary and desirable goods and services to travellers worldwide. Sriyam (2010) points out that guest satisfaction in the hotel industry is the highest priority for owners and managers competing with hundreds of others, because personal services are at the top of the travellers list of the most important things when considering a hotel to stay in, and thus this can be done through minimizing any cases of raised complaints from unsatisfied about the services offered by the hotel. Tailoring of customer service has seen more and more customers switch from one service provider to another, this is seen especially in the hotel sector where guests prefer a high level of service, and individual requirements are therefore much differentiated. Little (2011) gave an example of Banyan Tree Hotels where customers were offered tailored reservation to their taste; such as enjoying dinner on the ocean sandbank with a poem written in the sandbank plus some music played by the boat crew.
According to N athuwera (2011 ), customer complaints reflect customer dissatisfaction and service deficiencies and this require great attention and care. Carson Research Consulting (2013) found out that customers are twice as likely to speak to others when things go wrong (bad experience) than when things are right. This require that the hotel employees attend to problems immediately, not to leave issues and problems unresolved because solving them at the earliest time creates good impression to the customer about the type of establishment they are in. An unresolved issue encourages negative talks and a bad impression of management inability to manage the organization. It is not in order to disappoint a golden customer because it is them that bring in more customers by their word of mouth, the earlier their issues are solved and satisfied, the more they advertise
1 the organization. Satisfied customers will talk about the hotel service to others and their word of mouth can act as magic to increasing the sales of the organization.
In the world of today and tomorrow in the hotel industry, service was the difference between barely surviving and achieving success. Providing high quality services and improving customer satisfaction are widely recognized as fundamental factors boosting the performance of companies in the hotel and tourism industry (Dominici, 20 I 0). In their contributions Onyango et al (2012) found out that the hotel industry has experienced enormous growth in business volume thereby making them larger and more complex to manage and meet challenges of customer demands. This is further aggravated by the modem communications technology (email, telemarketing, television advertising) which has simply created too much "white noise" in the marketing airwaves. With the increased bargaining power consumers are obtaining, hotel corporations are realizing that the key to their success will be to foster strategic relationship marketing efforts, particularly through the usage ofloyalty measures (Gordon, 2006).
Research findings by Yun (2000) indicated to secure the continual growth of the business and market share, international hotel companies are increasingly entering into sh·ategic alliances and tie-up relationships with other companies including, but not limited to, airline companies and travel companies in the form of short-term opportunistic relationships, medium-term tactical relationships, or long-term strategic relationships. An educated, sophisticated customer base is placing increasing emphasis on the value of goods and services received in relation to the price paid in the market place. With an intensely competitive industry vying to serve them, customers are in a position to demand good value for their money. According to Schultz (2012), for a hotel to lead in customer retention and loyalty, they have to offer superior quality service as compared to its competitors. Service quality leaders understand that the little things matter and that if left unattended will tum into larger more complex things that will negatively affect service quality (Zeithamal, Parasuraman, & Berry, 2010).
Yeji (2012) emphasizes that service attitude of the employee's plays a critical role in maximizing customer satisfaction; therefore employee's ability to solve problems efficiently and accurately is the most important factor in maintaining customer satisfaction level. Carson Research Consulting (2013) suggested that companies including hotel establishments need to provide customers with
2 the tools to be heard, because their concerns will be used to avoid recurrence of similar experience to another client. The hotel employees need to accept, apologize to the client then attend to the faults at the earliest time possible but not to argue with the customer, in doing this; hotels can stimulate word of mouth through addressing complaints effectively hence can tum client into a supporter who will tell others the good experience offered.
Thus there is a certain amount of expertise required when handling customer complaints in a hotel industry. Most of the time, the complaint comes to the hotel receptionist, who should have the skill and knowledge to handle it effectively. It is not necessary for a complaint to always be voiced, since it can also be unvoiced. Hence, hotel staff should be able to address both types of complaints. It is important to remember that the hotel exists because of the guests only and if guests no longer stay at the hotel due to dissatisfaction then there will be no hotel. A part of the front office's responsibility is to serve the customer well and this is evident in the way they handle problem.
Customer service has never been as exciting as it is today because customers are more connected and knowledgeable than ever before, the social media, online customer reviews, messages forums and the power of internet search are tipping and shifting the balance of power in their favour. Kevin et al (2011) observed that hotel websites provides the type of information that customers would like to have, this has been seen to increase in use of internet services and that global hotel reservations rising from$ 5 billion in 2001 to $14.8 billion in 2010. Effective modes of communications have shaped the marketplace enabling consumers to present their preferences and standards to organizations that are poised to listen and respond (Adele, 2013). As contributed by Schultz (2012), that as competition in the hotel industry intensifies, hoteliers have learnt to shift their strategies from customer acquisition to customer retention and loyalty, which is only possible with effective customer satisfaction. A research done by Kenexa Institute found out that there was a strong positive relationship between employee and customer satisfaction (Wiley, 2012), and this is because employee behaviour is defined as consequences of their actions in delivering hotel services. Knowing what the customer expects is the first and possibly most critical step in delivering good quality service, but being wrong about what customers wants can mean losing a customer's business when another company hits the target exactly.
The average service provider in business is often unaware of what customer service means. In
3 a broad sense, customer service is anything a company does for customers that enhances the experience of customers. Customer service can be defined as the totality of what an organization does to add value to its products and services from the perspective of customers (Machando and Diggines, 2013). Customers have wide-ranging ideas of what they expect from customer interactions with service providers and service providers must get to know its customers and strive for customer service excellence. As the ultimate goal of any business is customer satisfaction and loyalty, it is essential for a business to live up to its customers' perceptions and expectations of customer service (Machando and Diggines, 2013).
Lucas (2005:4) describes customer service as the ability of knowledgeable, capable and enthusiastic employees to deliver products and services to their internal and external customers in such a way that it satisfies identified and unidentified needs of customers, and, ultimately, results in positive word of mouth advertising and repeat business. It is the interaction that takes place between somebody from the company and the customer and that it is not limited to sales, for example, but links to all tasks and functions in a company (Fogli, 2006).
Customer service is the provision of services to customers before, during and after a purchase. Essentially, customer service is any back-up service that a company provides to customers to maintain their loyalty and to secure sales. It must be kept in mind that it is not the actual service that is of importance, but rather the perception that a customer has of the service (Brink and Berndt, 2008:56). The quality of services in its concept statues is identical; therefore the goal of making the many functions of the institution quality is matching these functions full with the specifications and requirements specified by the institution. Customer service representatives are the quintessential front line greeter and hand shakers at the core of every business. They keep the customers informed and happy since a business cannot sustain without a healthy clientele. A good experience means a happy customer and a happy customer is every business best asset. In today's world of intense competition, the key to sustainable competitive advantage lies in delivering high service that will in turn satisfy customers. The customer's overall satisfaction is a function of all the encounters/experiences of the customers with that organization. Similar to service quality, customer satisfaction can occur at multiple levels in an organization, for example, satisfaction with the contact person, satisfaction with the core service and satisfaction with organization as a whole (Shemwell, 2011).
4 1.2. Statement of the problem Kampala Serena Hotel has been ranked five star in services rendered to all its customers and this has majorly been attributed to the high quality of food and beverages preserved at the hotel since Guests love to try new cuisine when traveling and they expect creative, fresh, and tasty options when they choose to dine on property instead of venturing out into the town, world class bed type and comfort facilities and room amenities where by not only does the room need to be clean, but everything in it needs to be working perfectly and also the hotel goes beyond when offering a guest an off property dinner option, providing the menu and directions to the restaurant provides above and beyond service, which have made the customers rank it the best in the land (Kohlmayr K. 2012). However, even though Kampala Serena Hotel has world class customers care facilities, the hotel sill surfers from customer's expression of dissatisfaction, either orally or in writing, from internal or external customers at the hotel (Cvent, 2013). The hotel customers at times have a genuine cause for complaint, although some complaints are also made as a result of a misunderstanding or an unreasonable expectation of the services offered to them by the hotel staff and also due to the fact that Combining the time, effort and costs associated in attracting new customers at the hotel, getting new customers in to the hotel is far more expensive than retaining the ones already familiar with your products and services. It is therefore due to this background that has motivated me to engage into this study. Dominici G and Rosa G (2010),
1.3. Purpose of the study To assess the impact of customer complaint on service delivery in selected hotels in Kampala Uganda taking Kampala Serena Hotel as the case study.
1.4 Objectives of the study i). To examine major causes of customer complaints at Kampala Serena Hotel? ii). To establish the strategies used by Kampala Serena Hotel management in handling customer complaints iii). To determine the services offered by Kampala Serena Hotel to meet the needs and wants of the customers.
1.5 Research questions i) What are the major causes of customer complaints at Kampala Serena Hotel?
5 ii) What are the strategies used by Kampala Serena Hotel ma.11agement in handling customer complaints? iii) What are the services offered by Kampala Serena Hotel to meet the needs and wants of their customers?
1.6 Hypothesis There is a significant relationship between customer complaint and service delivery.
1.7 Scope of the study
1.7.1 Geographical scope The study was conducted at Kampala Serena Hotel located on Kintu Road on Nakasero Hill, in the center of Kampala. The hotel is nestled among 17 acres (6.9 ha) of lawns and gardens. The hotel is adjacent to the Kampala Sheraton Hotel and the Imperial Royale Hotel. It is in the Kampala Central Division, one of the five administrative divisions of the city.
1.7.3 Subject scope The subject scope of this study considers the impact of customer complaint on service delivery in selected hotels in Kampala-Uganda.
1. 7 .3 Content scope The study focused on customer complaint as the independent variable and service delivery as the Dependant variable in relation to the impact of customer complaint on service delivery in selected hotels in Kampala-Uganda.
1.7.4 Time scope The study was carried out dming the period of three months and that's from March 2017 to August 2017, since this period might be long enough for me to acquire all necessary information relevant for the study.
1.8 Significance of the study
The study findings would help to narrow the knowledge gap between customer complaint and the service delivery of Kampala Serena Hotel.
6 The study helped to build on my knowledge and understanding of the study variables. It also helped me to gain more skills of conducting research and this was important to me while in office or pursuing further studies. f The findings were used by other researchers to mitigate related customer complaint problerri!, that are faced by hotels both in Uganda and other parts of the world.
It will also help me to appreciate the concept of service quality.
The study findings also helped me to identify and highlight the weaknesses in service quality of Kampala Serena Hotel , how service quality influences customer satisfaction and how to design an appropriate customer care service programme.
The study findings helped Kampala Serena hotel to recover its customers after implementing the necessary customer care services and it thus will be able to compete fully with other hotels both local and international.
The study findings helped to build on the body of the existing literature and knowledge. This WHf helpful to provide reference for other researchers, since they were able to carry out research wit~ ease.
1.9 Operational definitions of key terms Customer care: Customer service is the service provided to customers before, during and after purchasing and using goods and services.
Tourism: it is travel for recreational, leisure or for business purposes.
Service quality: this means the difference between the customers' expectation of service and their perceived service. In this study, the assessment standards of Zeithaml, Parasuran1an & Berry (1990) was used, which consist of five dimensions: tangibility, reliability, responsiveness, assurance, and empathy.
SERVQUAL: this is an instrument for measuring service quality, in terms of the discrepancr between customers& expectation regarding service offered and the perception of the servic'e received; Respondents are required to answer questions about both their expectation and their perception.
7 Customer expectation: this means uncontrollable factors including past experience, personal needs, word of mouth, and external communication about hotel service.
Customer perception: this means customer's feelings of pleasure / displeasure or the reaction of the customers in relation to the performance of the hotel staff in satisfying / dissatisfying the services.
8 CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction This chapter reviews the literature regarding the impact of customer complaint on service delivery in selected hotels in Kampala-Uganda. It focuses on what others Scholars have written about customer complaint and health service delivery. 2.1 The major causes of customer complaints at Kampala Serena Hotel
Poor Customer Service: When customer service representatives are not trained properly, keep customers waiting for a long time and do not resolve issues, this is called poor customer service. It is very irritating to see rep's efforts in resolving your issue and at the end having a simple question unanswered or no solution provided. In addition to this, when customers always hear only your voice menu, see offline live chat button and wait about a week for an email reply, they will definitely start complaining. And be sure, they will not complain to your staff, they will turp to social media because they want to be heard. Akan, P. (2015).
Rudeness: Staff is rude to customers who seek them for their expected duties. Some staff members are rude to all. Others treat certain guests with disdain due to their personal prejudices of certain groups of people or an individual. Rudeness may range from the outright refusal to help or serve the guest who has a rightful expectation to the service to sheer coldness while at the same time performing his/her duties. In some most extreme cases, staff members may be quite demeaning and treat guests like criminals, all when they have done nothing to deserve it. The worst thing the guest has done is to be a customer and provide them with money with the expectation of reasonably good service ( Antony, J. & Antony, F.J. 2004)
Lack of Cleanliness: Whether you run a five-star luxury hotel or a bargain basement family B&B, there is no excuse for dust, dirt and grime. Nor is the price always a reliable guide; guests still find spotlessly clean budget accommodation and posh places that are diriier than Davi.d Cameron's conscience. Be warned: these days reviewers can be ruthless with less-than-clean venues. And barring occasional clean-freaks and serial complainers, most of them have a point.
9 Overcharging: How high the price should be set for a hotel room is always a balancing act, but if there is one thing guests repeatedly moan about on TripAdvisor and other sites, it is being overcharged. There will always be the odd skinflint, but repetitive complaints or lack of repeat bookings could indicate a pattern. The higher the price you set, the bigger the expectations about everything from food to service levels. Atkinson, A. (2008).
No Omni-channel Customer Service: Giving your customers an easy way to get in touch with you is one of the first requirements of good customer service. If your customers do not see convenient ways of getting in touch with your team regarding their questions they will contact your competitors and will tell the world about their experience. Today online shoppers use not only email and phone for communication purposes. Live chat and social media are gaining popularity among consumers and for some customers it is convenient to begin conversation using one channel and finish it using another (Annemarie Pucher .2011).
Rude Staff: Do you check conversations and chat records of your staff with your customers? It'd be a good strategy to keep an eye on this as sometimes rude attitude, inability to listen and interrupting customers may become one of the main reasons for your customers to complain publicly and tell the world about your customer service quality. Davidson M.W Andys (2008). There are also people who treat customers as if they interfere into their daily routine. The way they communicate with people is enough to tum the most mild mannered of customers against your company (Carman, J.M. 2010).
Failure to Listen to Customers: Ignoring your customers and not listening to them is one of the biggest mistakes a customer service rep can make and one of the reasons for customers to complain. Just walk a mile in your customers' shoes to see what they feel when they are not listened to. Carman, J.M. (2010).
Hidden Information and Costs: Play fair with your customers. Keeping some of your fees hidden and uncove1ing this in the middle of purchasing process is a frequent reason for a human to complain. The impression given is that your company cheats its customers (Dirnitriades, Z.S. 2006).
Low Quality of Products or Services: If you promise high quality of your products or services and what you deliver is of lower quality, then be sure, your customers will share this bad
10 experience publicly and most likely complain in social media networks (Douglas, L. & Connor., R. 2013).
Keeping an Issue Unresolved: Un resolved issues and complaints are deadly to any business. If you tum away from your customers and let everything go "as is" then you will lose most part of your customers. But if you keep on resolving issues and complaints improving your service at the same time, then you will win loyal customers who will be glad to share their positive expenence.
Small or Uncomfortable Beds: From old mattresses to poor linen, this is another complaint as old as the hills. As a traveler of a rather lofty height, it is the size of beds that so often disappoints. Many is the time I have woken in the early hours with my feet sticking out into thin air because, yet again, I have been given a bed fit for a pygmy. Fu, Y.Y. & Parks, S.C. (2011). On occasion I have even spread the bedding out on the floor and slept here instead, where there is actually space for a taller guest.
Incompetence: Employees perform duties unprofessionally or not in the manner expected. The result is substandard service in a variety of possible ways (Horsnell, S. 2008). Examples may include poorly performed monetary transactions, rooms not serviced to expected standards, or a variety of other problems.
Invasion of privacy: You expect the housekeeping service to clean your room and make your beds up. You do not expect them to snoop unnecessarily. And unfortunately, there are some nosy hotel workers out there. And while their intents can be criminal, this is not always the case. Regardless, you feel violated (Brea, J. A. F. 2007).
Discrimination: Guest is mistreated or in some cases completely denied accommodation due to their race, ethnicity, gender, sexual orientation, or social class, to name a few. In not all such cases will staff admit to this, especially where such discriminat10n is illegal. They may cover it up with some other excuse, such as "we don't have any rooms" or "we don't take people with noisy children." Or they may quote an inflated price that they know will lead the prospective customer to voluntarily decline services (Jamali, D. 2007).
11 Overcharging: The guest is charged more than s/he was quoted in advance for the stay. Can occur through hidden charges or "incidentals" not quoted in the original price, forced upgrades, the charging of a "security deposit" followed by the refusal to refund it, or false or exaggerated claims of damage for which the guest is blamed and forced to pay, to name a few (Annemarie Pucher (2011).
Dishonored coupons: A coupon has been made available to the potential customer prior to arrival that makes the price attractive. But upon arrival, the clerk makes an excuse not to honor the coupon. Often, the customer will stay anyway because they don't feel like looking for alternative accommodation. (Juwaheer, T. D. 2004).
Denial of refund: You are rightfully owed a refund for services for which you have paid but not received. Either management tells you a firm no. Or they say they will at a later time, or after certain conditions are met. They continually give you the runaround. The plan is that they will wear you out until you give up. The refund may be your legal right, and they may know that too. But fighting it may not be easy because you may not know who to contact for enforcement on your behalf, or this may require a coU1t battle that is too costly or too impractical if you live far away (Suhartanto, D. (2010).
Unpleasant odors: The room exhibits an unpleasant smell to the guest. Often, the room smells like cigarette smoke, which is unpleasant for a non-smoker. Separate smoking and non-smoking rooms are supposed to alleviate this problem, though properties vary in how good of a job they do at this.
Uncomfortable beds: The bed(s) are extremely hard, old, or otherwise uncomfortable to sleep on. The pillows are too hard, too thin, or worn. Or else the linens are made of an unpleasant fabric. This could affect one's ability to sleep well.
Deteriorating facility: The building or the room within are falling apart, and have not been well maintained. Some examples are excessive peeling paint or wallpaper, a leaking ceiling, dripping pipes, rust or mold, broken windows, or loose tiles, to name a few.
12 Unsavory guests: One or more, sometimes a significant number of guests staying at the property are a nuisance because of their behavior, and their presence can be bad enough to ruin one's stay. Some of these behaviors can include racuousness in common areas, playing loud music or TV, public drunkenness, illicit drug usage, drug sales, and prostitution, just to name a few, all while management is apathetic to this activity (Lam, T. & Zhang, H. 2009).
Noisy area: Areas can be noisy for a variety of reasons. This could include heavy volumes of traffic, railroads, factories, or airports, just to name a few. In urban areas, noise is a part of life. Some urban dwellers are used to this and view it as a fact of life. For others, this may be the cause of quite a lot of unease (Markovi6, S. 2014).
Safety issues: Property does a poor job of making its guests feel safe and secure as they should. This may include the lack of fire protection, weak locks on the doors, low security of the facility altogether, water or electrical problems, or falling hazards, to name a few.
Poor Communication: Occasionally, things go wrong with a customer. You can't deliver on the service you promised, products are no longer available, or you've made a mistake. It happens. These can lead to complaints, but far more often, the problem is that companies aren't up front about issues. Cheryl Reed, director of external communications with AngiesList.com says that the biggest complaint they hear from their members is that companies don't call them back and once work has started, when things go awry on the job and the member needs further communication on a plan to "fix" things (Davidson M.W Andys, 2008)
Product Disappointment: No one wants to buy a product that doesn't live up to expectations. Bittan says that in the period after customer visits, the most common complaints she sees are about products that are broken, not working, or a result of order errors. In sho1i, customers aren't getting what they expected, and that's a problem (Davidson M.W Andys, 2008)
How you can avoid this complaint: There are two important ways to avoid product disappointment: quality control, and customer expectation management. With quality control, it's on you to make sure that every order is accurate. Products should be in good working order with no missing pieces in the right color, size, or flavor. Customers should receive what they ordered, and your quality control department is the last line of defense against disappointment - even if you as the owner are your own quality control department.
13 Waiting: Waiting is a universal problem that every business deals with. Whether you're running a restaurant or a consulting business, customers and clients typically want what they want now, and they don't want to wait for it. Annemarie Pucher (2011). The pressure is on to deliver fast, and while you should be on top of time constraints, the fact is that someone always has to wait. ( And that's frustrating.)
How you can avoid this complaint: While no one likes to wait, most customers are reasonable people and understand that often, service and products do not appear instantaneously just because they'd like them to. At some point, someone will have to wait, whether that's in line, on hold, or for a product or service to arrive. You can help make the process easier and head off complaints before they start by, once again, managing customer expectations. Let them know ahead of time a reasonable waiting period, and then do your best to meet (or beat) it. Check in with updates, and let them know their patience will be rewarded. Davidson M.W Andys (2008)
2.2 The strategies used by Kampala Serena Hotel management in handling customer complaints
Allow the Customer to Speak: It is important that you give a patient ear to the customer while he is complaining and do not make an effort to interrupt. The customer is already angry and the interruption will cause his or her temper to flare even further. Allow the customer to describe, in detail, the reason for their unhappiness with the hotel or its service. The customer may yell and shout, but the front office staff should never take it personally. Instead the staff should concentrate on resolving the issue (Davidson M.W Andys, 2008). While you can ask questions to understand the reasons better, it is important that you let the customer speak out his mind. Ask open-ended questions if you are not clear about the issue and this will show the customer you are genuinely interested in understanding their problem and resolving it. It will help the customer calm down and speak more coherently. As a receptionist, you should be aware of the difference between a genuine problem that requires solving and a situation where the customer is venting his frustration. So, listen to the complaint carefully to find out what is really troubling the customer (Drunker+, 1994),
Your Guests are the Best Advertisement of your Hotel; Hotels should never forget that the best way to advertise their service is through a satisfied customer. If a customer is dissatisfied, he will give negative feedback and bad reviews about the hotel and its services. This will have far-
14 reaching consequences, as many customers now use online sites to provide feedback about hotels. Other potential guests read this and use it to base their decisions on whether to use the hotel or not. On the other hand, if a customer leaves the hotel satisfied, not only will he give positive feedback, he will return with friends and family the next time he is in town (Guthrie, J. & Abeysekera, I. (2006).
Respect the Guests whatever they be; Regardless of the customer's race, language, appearance or culture, he or she should be treated with respect and made to feel valued and special. This should be throughout all departments of the hotel. When you respect your customers, you will make an effort to meet their needs, leading them to be satisfied. Cowell D.W (2004)
Handle the Complaints Smoothly: When dealing with an irate customer face-to-face or over the phone, it is important to be professional and courteous. Using a polite tone and demeanor will let you show the customer that you are making an effort to understand the situation and can help in defusing it. You should not show your nervousness, as this creates an impression of uncertainty and adds fuel to the fire. By being calm and confident, you will have a more positive effect. Davidson M.W Andys (2008). The fact that a customer approaches you should be an indication that he believes you will be able to help and resolve his problem. Also, handle the complaint positively. See it as an opportunity to improve customer service rather than taking it personally. Miner (2012), Give your customers alternatives and suggestions if a particular service is not available. Try to convince the customer that you have made a note of their suggestions and show your appreciation by telling them that you will ask management to implement them as soon as possible.
Put yourself in your Customer's Position: If you look at the situation or problem from the customer's perspective, you will be able to better understand their fiustration and/or anger. Even if you are not wrong or not part of the problem, it is important you issue an apology to the customer. The apology should be issued even if the customer is angry and yelling at the top of his lungs. Empathizing with the customer is a good way to handle customer complaints as it shows them that you understand what they are going through (Muchinsky (2013)
Take Responsibility to Resolve your Customer's Problem: As much as possible, you should try to resolve the customer's problem. Remember, the customer has come to you with the hope that you can help them out. This is the time to show them that you are willing to aid them. Unless 15 the situation is something you cannot resolve or address, avoid transferring the problem to another person but, If you do have to take the complaint to someone else then, stay on the call until the other person answers, first introduce the caller and transition the situation then after make sure that person understands the problem very clearly and is now full of aware the customer's name and problem (Davidson M.W Andys (2008)
Ask the Customer for an Appropriate Solution: Many times asking the customer to suggest an appropriate solution can go a long way in diffusing the situation. Also, if the solution is reasonable and you have the authority, you can immediately act upon it. If you do not have the authority, explain this to the customer and give him a time frame within which his problem will be resolved. If the customer gives an unreasonable solution, be calm and explain why the hotel cannot use it. Annemarie Pucher (2001). Then give the customer an alternative to calm him down. It is important that you first apologize and then take action to resolve the customer's problem. This transition should be seamless. Immediately after apologizing for the inconvenience caused, you should infmm the customer of steps you will take to address his complaint and how long it will take. This is only possible if you listen to the customer's complaint and understand it completely (Balunywa (2005)
Follow Up the Problems with Customers; once a customer's problem has been resolved, it is important that you follow up with him or her to find out whether he is happy with the solution. This will allow you to confirm that the problem has really been resolved and that the customer is now happy with the services of the hotel. A follow up also makes the customer feel special and this can make a huge difference in the overall impression that the customer has about the hotel. A follow up can build customer loyalty and pave the way to repeat business (Zike (2011),
The Bottom Line: The key to running a successful hotel is customer service. A big part of this is addressing customer complaints and ensuring that these complaints are resolved to the customer's satisfaction (Omargor. C . 2005). Successful resolution will have a positive effect on the customer, who will be more conducive to returning to the hotel in the future, as the way the complaint was handled and resolved makes the customer feel special and shows him that the hotel is genuinely interested in keeping its customers happy and satisfied.
Allow Feedback: Proving the customers with a way to offer feedback about your organization is an effective way of reducing complaints. This may be done in a variety of ways, depending on 16 the organization. Employees may directly ask the customer if all needs were met or if they were dissatisfied in any way. A feedback form may be given to customers or placed in a high-traffic area. Receipts can also include a URL or phone number where customers can offer feedback. When employees receive customer feedback, acting on that feedback may reduce or prevent complaints (T.Schou Katte. 2005)
When You Get a Complaint; Customer complaints are an inevitable part of business, regardless of the steps you take to reduce them. When you get a complaint, it's important to handle it properly so that you retain the customer. Listen carefully to the complaint and repeat it back to the customer to make sure you understand the problem correctly. Apologize for the problem without making excuses for it and offer a resolution. You should also thank the customer for bringing the problem to your attention (Omargor. C. 2005)
Use advanced technology to keep on top of safety issues: One of the most effective ways a business can reduce customer complaints is to arm itself with high powered software that ensures safety standards and quality control is kept up to date at all times. This eliminates any potential problems before they emerge as grounds for customer dissatisfaction. Implementing comprehensive management software such as QADEX offers a simple dashboard on which to oversee all aspects of food safety, quality management, compliance, customers and new product development. The Customer Complaints module gives business owners and managers complete control over the grievance process, allowing users to easily log complaints, track outstanding complaints, manage the non-conformance process, customize letter templates and automatically chasse up any outstanding or unresolved investigations (T.Schou Katte. 2005)
Provide exceptional customer service: Happy customers are the key to ensnring the successful continuation of any business. Providing clients with an unparalleled level of customer service is a highly effective way to make them feel valued and important. This is hugely helpful in diffusing any complaints and ensuring customers leave with a positive impression of the business.
Be sure to deliver on promised standards: One of the simplest ways to minimize complaints is to ensure that customers receive exactly what they have paid for. Anything less represents valid ground for protests and objections. There are two major ways that businesses can ensure they are delivering advertised standards of service. The first is to make sure that the product or service 17 description is accurate and not overly exaggerated. The second is to maintain meticulous level of quality control that are overseen by all staff members. Zemke (2005),
Ask for feedback: Communicating with customers and actively asking for their opinions is a great way to identify problems before they begin to escalate. Not only will customers feel as though the business cares about their wants and needs but it also represents an opportunity to identify issues that other customers may have experienced but were not forthcoming enough to raise. Zemke (2005),
Find the root of the problem: No matter how small or seemingly insignificant the complaint, it is essential for businesses to track down the root of the problem and actively address any areas that are resulting in customer dissatisfaction. This will ensure that the issue is 100% dealt with and will not snowball into something bigger and more damaging at a later stage.
Implementing these simple tips into your business operations will ensure that the level of customer complaints received is significantly reduced across all areas. Omargor. C (2005)
Have an action plan for customer complaints. When a customer complains, what she is really doing is telling you how you can improve your service. Have a system in place so customer service employees can document complaints. Davidson M.W Andys (2008). Create a customer grievance form your employees can fill out when a customer is unhappy. Management should collect the grievance forms periodically and review them to identify recurring complaints.
Survey all customers for feedback on their buying experience. There are a number of ways to do this. You can have survey forms that can be filled_out and dropped in a container. Or you can hand customers a survey form as they leave the store, offering incentives such as a 10 percent discount if they bring or mail it back. You could also have an online survey that offers a printable store coupon when completed. Your survey form can be as simple as the customer choosing a level of satisfaction from one to five in any given area of service, but leave space for additional comments. Zemke (2005),
Make adjustments based on customer feedback and complaints. Knowing what customers are complaining about will not help you reduce complaints unless you are willing to make
18 changes. Have a brainstorming session with managers and employees to see what changes can be made to prevent customer's dissatisfaction. Davidson M.W Andys (2008)
Train employees to provide excellent service. A well-treated customer is less likely to complain than a poorly treated one. The last thing a business owner wants is to have a customer become frustrated by a rude employee. Employees should be trained to treat customers with excellence and be given some leeway in their ability to address customer needs. Omargor. C (2005)
Focus your complete attention on the unhappy customer and allow him to express his complaint without intenuption. Listen fully to what he is saying. If the situation is complex, jot down notes so he knows you're taking him seriously and he is being heard.
Apologize to the customer for the problem, empathize with his situation and assure him you will act immediately to address his complaint. This is not the time to worry about who is to blame or to make excuses. Remain calm and try to keep the situation from escalating.
Ask the customer what you can do to resolve the problem. At a minimum, volunteer to replace cold food or a mistaken order immediately and make sure the kitchen staff understands the urgency of the situation. If the customer's complaint is more involved, or he remains unhappy in spite of your eff01is, offer to bring your manager to speak with him. Customers may feel better talking to someone "in charge" when they have a complaint.
Make extra efforts to mend the situation. Offer a discount off that day's meal or a certificate for a future meal at the restaurant. Ask if there is anything else you can do to help the customer feel better about the situation.
Learn from the situation. Customer complaints often identify specific service or process issues that need improvement. Implement changes as appropriate to prevent problem situations from recurring. Be sure all employees are trained and aware of how to handle customer complaints, what types of things they are empowered to do themselves to address them and when they should request a manager's involvement.
19 CHAPTER THREE METHODOLOGY
3.0 Introduction Methodology refers to the means, techniques and frames of references by which researchers approach and carryout scientific investigations Kothari, (2004). Research Methodology is also referred to a philosophy of research process; it includes the assumptions, values that serve a rationale for research, the standards or criteria the researcher uses for collecting, interpreting data and reaching at conclusions (Maiiin, 2005).This chapter describes the research design and methods for this study. It specifically identifies the processes of gathering, analyzing and interpretation of data that were used in this study. This chapter begins with the research design, which is a description of the research approach. It further attempts to describe the scope, the population of this study. It also looks at the trust worthiness of the data collection tools that we1 e used in the course of the research. It also presents the data collection instruments that were us,;d in the process of data collection and methods that will be used to maintain the validity of the research instruments. Finally, the chapter ended with research conclusions.
3.1 Research Design The research strategy that the study will utilize is the descriptive method. A descriptive reseai·ch intends to present facts concerning the nature and the status of the situation, as it exists at a time of the study and to describe the present conditions, events or systems based on impressions cr reactions of the respondents of the research. This study will be concerned with the relationships and practices that exist, beliefs and processes that are ongoing, effects that are being felt or trends that are developing about poor waste management. The research will use cross-section study and a mixed methods approach (i.e. qualitative and quantitative designs) will be used. In this study, both methods will be utilized for instance the qualitative opinions that will be got will be confirmed by statistical data. Finally, the study intends to use in-depth interview~i, observations (qualitative) as well as survey and statistical records like graphs, pie-charts and tables (Quantitative).
20 3.2 Area of study
The study was conducted in Kampala Serena Hotel, located on Kintu Road on Nakasero Hill, ln the centre of Kampala. The hotel is nestled among 17 acres (6.9 ha) oflawns and gardens_[ZJ The hotel is adjacent to the Kampala Sheraton Hotel and the Imperial Royale Hotel. It is in the Kampala Central Division, one of the five administrative divisions of the city. The coordinates of the Kampala Serena Hotel are 0°19'08.0"N, 32°35'1 l.0"E (Latitude: 0.318889; Longitude: 32.586400). An inspiration of five-star luxury and pan-African decor, Kampala Serena Hotel is a 152-room world-class hotel showcasing the cream of Ugandan culture while delivering the ultimate in personalized service, international cuisine, and social style. An oasis surrounded by Kampala' s seven hills, The Kampala Serena Hotel is an exclusive member of The Leading Hotels of the World.
Kampala Serena Hotel draws its architectural inspiration from the abundance of lakes and rivers found throughout Uganda. This central water theme is manifested through the wrought ironwork, mosaic pillars, hand-carved panels, cascading waterfalls, and shimmering water gardens throughout the interiors and exteriors of the property. Even the in-room decor evokes the sereni1y of water with softly flowing fabrics, muted colors, and organic elegance. A range of rooms and suites are available at Kampala Serena Hotel, each offering private balconies or terraces, air conditioning, wireless Internet access, limousine service, and a distinct Uganda-meets international style. Eight Executive Suites and three Business Suites are some of the finest accommodations in Kampala, while the exclusive fully catered .Royal Suite is the apartment c•( choice for members of the royal and presidential parties. Kampa~a Serena Hotel boasts 17 acres of gorgeous grounds, which provide shelter for a wide sel~ction of indigenous trees and protection for a beautiful array of flowers, birds, and butterflies. With its landscaped grounds and water gardens, Kampala Serena Hotel is a haven of calm in the center of Uganda's most cosmopolitan city and the perfect beginning or ending to a luxury Uganda safari.
3.3 Study Population The population of study included both employee staff members and customers of Kampai.a Serena hotel who might have prior information on how Customer Complaint can impact service delivery at the Hotel and according to sources, Kampala Serena boosts of a population of about 600 staff members and guest/daily customers who normally check in on daily basis.
21 3.4 Sample Size The sample size in this study comprised of selected members from the population among fr e employees in the Hotel. A total of fifty (234) respondents were selected to participate in tl:e study from a population of 160. This sample size was based on Morgan and Krecjie's (1975) table for determining the sample size of a given population.
Table 3.5 Sample size
Category Sample Percentage (%) Employees 150 64.10% Customers 84 35.89% Total 234 100
Source: Morgan and Krecjie's (1975)
3.5 Sampling procedure The researcher used simple random sampling technique in selection of the respondents, meaning that each and every individual had the same chance of being selected be it male or female. In th,s procedure, the respondents were selected at random, and these respondents were identified according to their willingness and availability to take part in the study.
Solvent's Formula Is Applied As Follows, n= N
l+N(e) 2
Where n = simple size
n= population of the study
l= constant
e = level of significance
22 n = 600
I+ 600 (0.0025)
600
l+ l.5
= 600
2.5
n= 234 respondents
3.6 Data Sources The method of data collection was by the use of questionnaires.
3.6.1 Primary Data The study used primary data sources. Primary data was collected using self-administered questionnaires, on a face to face environment to ensure clarification of issues to the respondent and so as to attain high response rate and minimize errors.(Saunders, eta! 2011). Tl:e questionnaires were semi-structured, targeting the head of procurement in each depaiiment or ministry. A department/ministry has only one procurement sections hence each depaiiment received one questionnaire. The questionnaire was pre-tested between two procurement officers to determine its suitability for the purpose intended. This assisted in re-designing it and in estimating the amount of time, money and personnel that was required to process the main study data efficiently and successfully (Thornhill, 2009).
3.6.2 Secondary data The researcher used secondary sources with an aim of comparing seconda1y data witl! responses to tl!e p1imary data that was gathered in order to get a meaningful ai1d objective interpretation of the findings. Secondary data involved review of existing literature such as internal reports, previous research dissertations, internal memos, minutes of meetings, journals, textbooks and the Internet, articles, books and autl!ors that had written about the saine topic and related literatures and topics of the different authors and researchers.
23 For purposes of this study, secondary data was collected through the use of a literature survey. Under this method both published and non-peer reviewed materials such as books, report,, articles, documents, journals and internet resources were used. The literature survey further provided a useful background to compare the human resource records and information systems selected ideal situations with other organizations.
3.7 Data Collection Instruments and Methods
3.7.1 Questionnaire survey The study used a self-administered questionnaire and semi structured instruments to collect data from respondents. McMillan and Schumacher (2001) recommend a questionnaire if the researcher knows that the respondents will be in position to answer the questionnaire. Closed ended and scaled items were carefully used to generate information of influence, facilitate response since the questions were multiple choices and data can be categorized easily. The scaled items, according to Macmillan and Schumacher (2001) allow fairly accurate assessments of opinions. Similarly it has the ability to solicit information from several respondents within a short time (Gupta, 1999).
3.7.2 Document Analysis Secondary data from materials such as textbooks, newspapers, journals and internet was used to back up primary information and relate the findings to other approaches already in existence. The method used both document checklists and guides to get views from other writers which are instrumental especially in comparison analysis and literature review.
3.7.3 Observation The study used observation method to find out what is exactly on the ground. (Katebire, 2007), Observation can be defined as a purposeful examination of resea,ch phenomenon for purposes of gathering data. It involved the use of sensory organs to make sense of this study phenomenon. Thomas, (2003) fu1iher defines observation as the practice of the observer watching and listening to events directly. This method was chosen because it provides the advantage of eliminating bies that may not be presented by the respondents particularly through other methods such ~s questionnaires and interviews (Katebire, 2007).
24 Observation was a good technique especially for activities that could not be measured; for example the time the users spent using the computer, the number of users in the library, the tirr_e the users spent in searching for documents, the condition of the equipment especially tre computers, the instruction guidelines and rules on use of the electronic resources, for examp' e passwords on notice board and display stand
3.7.4 Interview Method Kakinada, (2005). An interview is a face to face conversation between the researcher and a respondent conducted for the purpose of obtaining information.
(Bell, E., & A, 2007), furtherdescribes an interview as a dialogue between the interviewer and respondent with the purpose of eliciting certain information from the respondents. Interviews take different forms ranging from face-to-face interviews to technology mediated interviews.
In this study face-to- face interviews were conducted to obtain primary data. This type of method is credited for allowing the interviewer with room for probing and gathering more information depending on the knowledge, ability and experience of the respondents.In using this method, interviews were conducted with the respondents to establish the pe1formance the facts of the study.
3.5 Procedure of Data Collection After ascertaining the reliability of the instruments, the researcher proceeded to administer the area of study. The data collected was computed with the use of computer, edited and coded to minimize obvious errors. Then the data was grouped into tables and frequency graphs. The collected data was analyzed using scientific package for social sciences; interpreted and then discussed.
3.6 Ethical Consideration Before embarking on the data collection process, the researcher obtained an introductory letter from the college of economics and management of Kampala International University. This letter was then presented to the hotel management. After getting the clearance, the researcher obtained the knowledgeable consent from the respondents and informed them about the purpose of the study. The data was aggregated to avoid having data being related to an individual and the questionnaires were destroyed after data analysis. 25 3.7 Data Analysis Information obtained from questionnaires, interviews and document analysis will be regularly coded and updated on a coding framework. Qualitative data will be descriptively analyzed while quantitative data was analyzed using a frequency and distribution, pie charts and graphs. The researcher used a quantitative research design using descriptive statistics such as frequency counts, percentage charts and averages for structured items; meanings were contextualized, interpreted and organized according to their sources.
3.8 Limitations of the study and possible way forward The study was comprehensive and the researcher used considerable finances to execute the study successfully. However, despite the envisaged limitations of logistical and financial difficulties, the researcher endeavored to get the required resources to complete the study within the required time frame.
The researcher believed to find uncooperative respondents but he intends build a rapport first. He believes this helped to build a strong bond with the respondents which created hardships in in getting the required information.
Time factor; this was the greatest challenge for the research. There was limited time period for a researcher to go the field, make introductions, carry out research, collect data, interpret the findings and then write a scholar report.
3.9 Ethical Consideration Informed consent: Participants were given the choice to participate or not to participate, and furthermore was informed in advance about the nature of the study.
Right to privacy: The nature and quality of paiiicipants' performance was kept strictly confidential.
Honesty with professional colleagues: Findings were reported in a complete and hone:;t fashion, without misrepresenting what had been done or intentionally misleading others as to tl,e nature of it. Confidentiality/Anonymity: Confidentiality or anonymity was practiced since it would lead to participants giving more open and honest responses.
26 CHAPTER FOUR
PRESENTATIONS INTEPRETATIONS AND ANALYSIS OF DATA
4.0 Introduction This chapter covers the presentation of the findings according to the themes of the study which were: to find out the cause of population growth, to establish the effect of population growth on land use and to investigate the relationship between population growth and land use.
4.1 Demographic characteristics of Respondents
Under this section, the researcher was interested in finding out the demographic characteristics of the respondents. They are presented as follows:
4.1.1 Gender of Respondents
The researcher wanted to know the gender or sex distribution of the respondents and this is shown in the following table and illustration. This section indicates the both sexes with tbe community.
Table 2: Presenting the gender distribution of the respondents who participated in the study
Source: Researcher, August 2017
In Table I, the study findings revealed that the sample constituted of 120 respondents of which 51.28% were Males and the 48. 71 % remaining were females. This implies that majority of staff working in Kampala Serena Hotel are males due to the fact men tend to have more interest and competence and skills in the financial activities than the women and these were disttibuted in different departments of the Hotel which include both the Employees and Customers of the hotel.
27 Figure I: Showing the gender distribution of the respondents who participated in the study
Source. Researcher August 2017
4.1 Distribution of respondents in Kampala Serena Hotel This was meant to select the different respondents in the different departments of the Hotel so as to get information from at least all the employees in Kampala Serena Hotel .their distribution was found out to be as shown in the table below,
4.2 Duration the respondents have served in Kampala Serena Hotel
This question was meant to find out how long the respondents had served in Kampala Serena Hotel. This is because it is believed that the longer the time one spends on a job the more he or she becomes efficient in it. It was found out that the respondents who participated in the study, 39.28% had spent there bwetween 3-5 years. The survey revealed that over 70 of the staff most especially other Hotel staff have served Kampala Serena Hotel for the period not exceedir. g 8years thus indicating that most lower level staff lacked experience which affected the Hotel's profitability negatively. This is shown in the table below.
28 Table 3: Showing how long the respondents have served in Kampala Serena Hotel
Between 6 months-2years 74 31.62 Between 3years-5years 110 47.00 Between 6years-8years 28 11.96 8yearsand above 22 9.40
Source.Researcher August 2017
From the above table 47.00% of the respondent had worked for Hotel in a period between 3-5 years, 31.62% of respondents from the staff of the Hotel had worked Between 6 months-2years, 11.96% had worked for 6-8 years while only 9.40% had worked for 8yearsand above in theHoteL This tehrefore implies that majority of the staff memebers operating inKampala Serena Hotel had worked for 3years-5years, meaning that they had some broad knowldge concerning on the impact of customer complaint on service delivery in selected hotels in kampala-uganda like kampala serena hotel.
Figure 2: Showing how long the respondents have served in Kampala Serena Hotel
50 45 40 35 30 25 20 15 10 5 0¥'------~-----~-----~------c Between Between 3years- Between 6years- 8yearsand above 6months-2years 5years 8years
Source: Researcher August 2017
29 4.1.2 Age of the respondents
The study went on to establish the different age groups of the respondents and the findings were as presented in Table 4. The study also involved all respondents who are responsible and with mature understanding. For example all the respondents were 20 years and above.
Table 4: Showing age distribution of the respondents
18-24 years 87 37.17
25-36 years 116 49.57
36-44 years 22 9.40
44 years and above 09 3.84
Source: Researcher August 2017
The study revealed that the majority of the respondents from different departments of Kampala Serena Hotel were in the age range of 25-36 years and these were estimated to a percentage of 49.57%. The study also revealed that 37.17% were between the age 18- 24 years. This was because Kampala Serena Hoteluses experienced and mature staff who know what they are doing and thus greatly how best they can impact of customer complaint on service delivery in kampala serena hotel. This is an advantage to Kampala Serena Hotel it will be able to minimize any related risks that may arise.This implies that majority of the staff operating inKampala Serena Hotel were mostly in the age ranges of 26-35 and 20-25 and these are among the internal control managers, Accountants, Internal and auditors of the institution.
4.1.3 Marital Status of the Respondents The study further went on to establish the marital status of the respondent and the findings were as represented in table 5. The researcher was also interested in finding out the marital status of respondents.
30 Table 5: Showing marital status of the respondents
Single 107 45.72 Married 86 36.75 Divorced 29 12.39 Widowed 12 5.12
Source: Researcher, August 2017. The study established that the majority of the respondents were single with 45.72% response rate, followed by another group of respondents from the staff of Kampala Serena Hotel who were married at a rate of 36.75%. The findings also revealed that minority of respondents from staff operating in Kampala Serena Hotel were widowed and these were at a percentage rate of only 5.12%, followed by other respondents who were divorced at only 12.39%. This implies that I I Kampala Serena Hotel is mostly dominated by staffs that are single due to the fact it's mainly dominated by casual labourers who in their youthful ages, as illustrated in figure;
Figure 3: Showing marital status of the respondents
50 40 30 20 10 0 JL______~,
Single Married Divorced Widowed
4.1.4 Education Levels of the Respondents The study also sought about the educational levels of the respondents and the findings were r.s represented in table 5. Under this section, the researcher was interested in finding out the education status of all respondents involved in the study. This was partly essential in order to enrich the findings of the study since education level had a significant relationship with level the knowledge about the impact of unemployment on the economic growth of urban areas.
31 4.1.3 Level of Education of the Respondents Respondents were asked questions related to their Level of Education so as to establish the productivity of the population sample and the results are shown in the table below:
Table 6: Level of Education
Masters 05 2.13 Degree 30 12.82 Diploma 110 47.00 Cerificates 89 38.03
Source: Researcher, August 2017.
The study requested the respondent to indicate their highest level of education from the findings It was established that 4 7% of the respondent indicated their highest level as Diploma, foloowd by 38.03% of the respondent who indicated their highest level as Certificates, while 12.82% of respondents indicated that there were Degree holders while the rest of the respondents were master's degree holders at 2.13 %. This is an indication that most of the respondents focused in this study had Diplomas as their highest level of education, since most of the staff operating at the hotel are youths who mostly study from technical institutes.
32 4.2 The major causes of customer complaints at Kampala Serena Hotel
Table 7: Major causes of customer complaints at Kampala Serena Hotel
Poor Customer Service 10 4.27
Lack of Cleanliness 07 2.99
Overcharging 44 18.80
Rude Staff 09 3.84
Failure to Listen to Customers 03 1.28
Hidden Information and Costs 23 9.82
Low Quality of Products or Services 06 2.56
Keeping an Issue Unresolved 09 3.84
Small or Uncomfortable Beds 12 5.12
Invasion of privacy 22 9.40
Discrimination 40 17.09
Denial of refund 35 14.95
Uncomfortable beds 05 2.13
Deteriorating facility 01 0.01
Poor Communication 09 3.84
Source: Researcher, August 2017
The study went on to establish the major causes of customer' complaints at Kan1pala Serena Hotel, and thus majority of respondents from Kampala Serena Hotel suggested that Overcharging is the major cause of customer complaints at the Hotel which was at 18.8% response, Followed by another group of respondents who suggested that Discrimination which exists at the hotel in terms of isolating some clients basing on their appearances and color, and this was at 17 .09% response, while other majorities of respondents also suggested that Denial of refund and Hidden Information and Costs by the hotel management also causes customers to complaints at the Hotel which were both at 14.95% and 9.82% respectively.
33 However, Deteriorating facility had the least response and thus identified as a very minor cause of customer complaints at the hotel , followed by Failure to Listen to Customers at 1.28%, Uncomfortable beds at 2.13%, Lack of Cleanliness at 2.99%, Rude Staf at 3.84%,Poor Customer Service at 4.27%, Keeping an Issue Unresolved at 3.84 and Low Quality of Products or Services at 2.56%, and thus implied that Kampala Serena Hotel majorly Overcharges it's customers, provides hidden Information and Costs, Discriminates it's customers, Denies to refund money it's unsatisfied customers, which has raised complaints from the Hotel clients or customers.
4.3 The strategies used by Kampala Serena Hotel management in handling customer complaints
Table 8: The strategies used by Kampala Serena Hotel management in handling customer complaints
Handle the Complaints Smoothly 12 5.12
Put yourself in your Customer's Position 25 10.68
Take Responsibility to Resolve your Customer's Problem 22 9.40
Follow Up the Problems with Customers 17 7.26
Use advanced technology to keep on top of safety issues 14 5.98
Provide exceptional customer service 35 14.95
Be sure to deliver on promised standards 32 13.67
Find the root of the problem 15 6.41
Have an action plan for customer complaints 28 11.96
Survey all customers for feedback on their buying II 4.70 experience
Make adjustments based on customer feedback and 16 6.83 complaints
Source: Researcher, August 2017
34 The findings on the strategies used by Kampala Serena Hotel management in handling customer complaints, the findings revealed out that the hotel majorly provides exceptional customer. service as indicated by majority of respondents at 14.95%, followed by other respondents who suggested that the hotel is sure to deliver on promised standards as indicated by 13.67% response rate. In the same aspect, 11.96% of respondents suggested that the hotel has an action plan for' customer complaints, 10.68% of respondents who suggested that the hotel staff is n01mally puts itself in the customer's position to deliver at it's best, followed by 9 .40% of respondents from both the hotel staff and customers who emphasized that the hotel also considers taking responsibility to resolve your customer's problem. In the aspect, 7.26% of respondents from both staff and customers of the hotel suggested that the hotel should consider following up the problems with customers, while both 6.41 % and 5.98% suggested that the hotel management should find the root of the problem of the any complaints arising and also use advanced technology to keep on top of safety issues. However, amidst all this, only 2.99% of the respondents suggested that the hotel should allow the Customer to Speak for themselves and these the minority, followed by 4.70% of respondents show emphasized the hotel management should also survey all customers for feedback on their buying experience, while some other respondents suggested that the hotel should Handle the Complaints Smoothly and Make adjustments based on customer feedback and complaints which were both at 5.12% and 6.83% respectively.
35 The study focused on the impact of customer complaint on service delivery in selected hotels fo Kampala-Uganda. This chapter is divided into four sections; discussions of findings, conclusions, recommendations and areas for further study.
5.1 Discussion of the general findings
5.1.1 Findings on the major causes of customer complaints at Kampala Serena Hotel The findings revealed that Overcharging is the major cause of customer complaints at the Hotel which was at 18.8% response, Followed by another group of respondents who suggested that Discrimination which exists at the hotel in terms of isolating some clients basing on their appearences and color, and this was at 17.09% response, while other majorities of respondents also suggested that Denial of refund and Hidden Information and Costs by the hotel management also causes customers to complaints at the Hotel which were both at 14.95% and 9.82% respectively. However, Deteriorating facility had the least response and thus identified as a very minor cause of customer complaints at the hotel , followed by Failure to Listen to Customers at 1.28%, Uncomfortable beds at 2.13%, Lack of Cleanliness at 2.99%, Rude Staff at 3.84%,Poor Customer Service at 4.27%, Keeping an Issue Unresolved at 3.84 and Low Quality of Produc,s or Services at 2.56%, and thus implied that Kampala Serena Hotel majorly Overcharges il:"s customers, provides hidden Information and Costs, Discriminates it's customers, Denies to refund money it's unsatisfied customers, which has raised complaints from the Hotel clients or customers
5.1.2 Findings on The strategies used by Kampala Serena Hotel management in handling customer complaints The findings revealed that the hotel majorly provides exceptional customer service as indicated by majority of respondents at 14.95%, followed by other respondents who suggested that the hotel is sure to deliver on promised standards as indicated by 13.67% response rate. In the same aspect, 11.96% of respondents suggested that the hotel has an action plan for customer complaints, 10.68% of respondents who suggested that the hotel staff is normally puts itself in
36 the customer's position to deliver at it's best, followed by 9.40% of respondents from both the hotel staff and customers who emphasized that the hotel also considers taking responsibility to resolve your customer's problem. In the aspect, 7.26% of respondents from both staff and customers of the hotel suggested that the hotel should consider following up the problems with customers, while both 6.41 % and 5.98% suggested that the hotel management should find the root of the problem of the any complaints arising and also use advanced technology to keep on top of safety issues. However, amidst all this, only 2.99% of the respondents suggested that the hotel should allow the Customer to Speak for themselves and these the minority, followed by 4.70% of respondents show emphasized the hotel management should also survey all customers for feedback on their buying experience, while some other respondents suggested that the hotel shoyld Handle the Complaints Smoothly and Make adjustments based on customer feedback and complaints which were both at 5.12% and 6.83% respectively.
5.1.3 Findings on the services offered by Kampala Serena Hotel to meet the needs and wants of their customers The findings revealed that the hotel normally offers services like Meetings, conferences and incentives which was at 20.94%, followed by another group of respondents which emphasizP.d that the hotel offers world class dining choices, which at 19 .23 % response rate. Other respondents also suggested that the hotel has good Rooms and suites and also has world class • wedding and honey rooms which were both at 15.81 % and 14.52% respectively. However, the least response came from respondents who suggested that Family time services are also offered by the hotel at 3.84% response, followed by both The Eco View and Serena maisha spa which were both at 6.83% and 8.97% response rates, while the rest of the respondents were Travel guide services at 9.82% response. This therefore implies that Kampala Serena Hotel majorly offers Rooms and suites, Dining choices, Meetings, conferences and incentives, Wedding and honey rooms services to meet the needs and wants of their customers.
5.2 Conclusions This study evaluates the customer complaint and service delivery at Kampala Serena Hotel. The study made use of questionnaire and key informant interview method to gather relevaitt information for the study. A descriptive research intends to present facts concerning the natu; e and the status of the situation, as it exists at a time of the study and to describe the present conditions, events or systems based on impressions or reactions of the respondents of the
37 waste management. The research will use cross-section study and a mixed methods approach (i.e. qualitative and quantitative designs) will be used. Simple random sampling technique wes used in selection of the respondents, meaning that each and every individual had the same chance of being selected be it male or female. In this procedure, the respondents were selected a.t random, and these respondents were identified according to their willingness and availability to take part in the study. The study used a sample size of 234 respondents which comprised 120 males and 114 females. The data was collected through questionnaires which were administered to the guests in the selected hotels. For the analysis descriptive statistics such as frequency table, percentage and mean were used. As evidenced in the data collected, it is clearly revealed that, the hotels in the studies area (Ikeja) were not giving their customers satisfaction, because the majority of the satisfaction parameter for measurement falls below average, which indicated that perception ( quality of service received) falls below the expectation of the customers. The study revealed that, the hotelier perceived customers quality service differs from the guest,·' expectation. It also revealed that staff experience and professionality play a significant role i::t reducing customer complaints that guarantees service delivery. Finally, the customer perception of the quality of service offered by hotels in the area is below average. The study conclude that managers and proprietors of hotels should accord necessary recognition to professionalism and staff training to achieve service delivery. From the findings, it can be deduced that Divine Fountain Hotels provides quality services to her customers and this has resulted in good customer experience and satisfactory services being enjoyed by ·the hotel customers. Hence for any hotel to satisfy its customer, gain good customer patronage, quality service delivery must not be compromised. Findings from the interview reveals that majority of the regular customers of the hotel are attracted for repeat business simply because of the good experience they get each time they lodge and the variety of the customer centric services offered by the Kampala Serena hotel. It therefore means that each time the guests are satisfied becomes a passport for the hotel to receive them and additional customer they might share the experience with another time.
38 5.3 Recommendations From the findings of this study, the following salient recommendations are made:
In handling customer complaint, frontline employees must act expeditiously, empathetically, avoiding argument with the customer and resolving to regain the customer's goodwill through ail effective service recovery strategy.
In order to keep the good performance of the hotel, the hotel should always get feedback from her customers.
The management should maintain the quality service delivery which has contributed immensely to the growth of the hotel.
There should be constant training of staff and management development in customer service since it is the core of business. Constant monitoring of the competitors" activities through market intelligence in relation to service quality to avoid being out competed, since the hospitality industry is becoming highly competitive.
Kampala Serena Hotel should also employ more staff to ensure individualized attention to customers.
Kampala Serena Hotel should try to develop some of customer friendly and retaining services. in this case, its existing customers are likely to remain as they will be satisfied with its service delivery.
In some instances, customers should also be given chance to express their grievances and propose some of the ways in which they would like services at Kampala Serena Hotel be run.
The training, seminars and conferences on some of the best ways of making customers satisfied should also be conducted or carried out by experts to all the employees of the Hotel such that they are likely to entice their customers' demands.
Charges on some of the services offered by Kampala Serena Hotel to its customers should also be revised since they may be the ones dissatisfying customers of the Hotel.
39 Hotel establishments should adopt the concept of relationship marketing; making the needs and expectations of customers the core of their philosophy, and form an emotional connection based on trust and commitment between the hotel and the customer.
Hotel establishments should adopt apologies, assistance and compensation as service recovery strategies to eliminate the possibilities of losing customers who feel frustrated during service failure to competitors.
Hotels need to develop training programmes to sensitize employees on workplace communication models to forestall issues of service failure.
A dedicated customer complaint platform should be provided where customers may air thmr view on ways of improving service delivery.
Service recovery efforts should be flexible, and employees should be empowered to use their judgment and communication skills to develop solutions that will satisfy aggrieved customers. Customer contact employees should be trained continuously on effective recovery strategies and work ethics.
5.4 Suggestions for further study Further research studies should be carried out on; a. The effect of staff training and service delivery in the Hospitality industry. b. The effect of customer satisfaction on profitability in the Hospitality industry.
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44 APPENDICES
APPENDIX I: TRANSMITTAL LETTER FOR THE RESPONDENTS
Dear Sir/ Madam,
Greetings!
I am an undergraduate candidate in Tourism and Hotel Management of Kampala International University in Uganda. Part of the requirements for the award is a dissertation. My study is entitled, Impact of customer complaint on service delivery in selected hotels in kampala uganda, a case study of Kampala serena hotel.
Within this context, may i request you to participate in this study by answering the questionnaires. Kindly do not leave any option unanswered. Any data you will provide shall be for academic purposes only and no information of such kind shall be disclosed to others.
May I retrieve the questionnaire within ten days (10)?
Thank you very much in advance.
Yours faithfully,
Mr.Magume Lajabu
45 APPENDIX II: INFORMED CONSENT
I am giving my consent to be part of the research study ofMr.Magume Lajabu that will focus on Impact of customer complaint on service delivery in selected hotels in kampala-uganda, a case study of Kampala serena hotel.
I shall be assured of privacy, anonymity and confidentiality and that I will be given the option to refuse participation and right to withdraw my participation anytime.
I have been informed that the research is voluntary and that the results will be given to me if I ask for it.
Initials:------
Date------
46 APPENDIX III: RESEARCH INSTRUMENTS Dear respondent;
I am MAGUME LAJABU, a student at Kampala International University carrying out a Research on "impact of customer complaint on service delivery in selected hotels in kampala-uganda. a case study of Kampala Serena Hotel".
You are kindly requested to spare a few minutes and fill this questionnaire. This research is purely academic and any information provided will be treated with at most confidentiality. Thank you for your cooperation.
SECTION A: STAFFAND CUSTOMERS OF KAMPALA SERENA HOTEL
Please tick where applicable.
l. Gender of respondents 1. Male D 11. Female D 2. Working experience of respondents i.Between 6 months-2years D ii.Between 3years-5years D D iii.Between 6years-8years iv.8yearsand above D
3. Age of the respondents i). 18-24 years D ii). 25-36 years D iii). 36-44 years D iv). 44 years and above D
47 4. Marital Status of the Respondents i). Single ii). Married B iii). Divorced D iv). Widowed D S. Which is your highest level of education? 1. Certificate D 11. Diploma D iii. Degree D iv. Masters
V. Others specify D
6. Which of the following categories of employees do you belong? i. Top management D 11. Middle level managers D 111. operational staff D
SECTIONB: MAJOR CAUSES OF CUSTOMER COMPLAINTS AT KAMPALA SERENA HOTEL
Strategies Strongly Agree Not sure Disagree Strongly agree disagree Poor Customer Service
Lack of Cleanliness -- Overcharging -- R11de Staff
Failure to Listen to Customers
Hidden Information and Costs
48 Low Quality of Products or Services
Keeping an Issue Unresolved
Small or Uncomfortable Beds
Invasion of privacy -- Discrimination
Denial ofrefund
Uncomfortable beds
Deteriorating facility
Poor Communication ---- Poor Customer Service
Lack of Cleanliness
Overcharging -- Rude Staff
Failure to Listen to Customers
49 SECTIONC:
THE STRATEGIES USED BY KAMPALA SERENA HOTEL MANAGEMENT IN HANDLING CUSTOMER COMPLAINTS
What is your opinion concerning the following questions?
Statement Strongly Agree Not sure Disagree Strongly agree disagree Allow the Customer to Speak
Handle the Complaints Smoothly
Put yourself in your Customer's Position
Take Responsibility to Resolve your Customer's Problem --- Follow Up the Problems with Customers
Use advanced technology to keep on top of safety issues ·- Provide exceptional customer service
Be sure to deliver on promised standards
Find the root of the problem
Have an action plan for customer complaints
·- Survey all customers for feedback on their buying experience
Make adjustments based on customer feedback and complaints
Allow the Customer to Speak
50 Handle the Complaints Smoothly
Put yourself in your Customer's Position
Take Responsibility to Resolve your Customer's Problem
Follow Up the Problems with Customers
Use advanced technology to keep on top of safety issues
Provide exceptional customer service
Be sure to deliver on promised standards
Find the root of the problem
Have an action plan for customer complaints
Survey all customers for feedback on their buying experience
Make adjustments based on customer feedback and complaints
What other strategies should be employed to improve the service delivery of the hotel?
····················································································································· ·················································································································•··· ·····················································································································
51 Has the hotel put emphasis on training employees on effective service delivery?
I. Yes D ii. No D iii. Not sure D Do you think that your customers are satisfied with the services you offer to them and why?
············································································· ...... ·····················································································································
SECTIOND:
THE SERVICES OFFERED BY KAMPALA SERENA HOTEL TO MEET THE NEEDS AND WANTS OF THEIR CUSTOMERS
·- Statement Strongly Agree Not sure Disagree Strongly agree disagrne Rooms and suites
Dining choices
Meetings, conferences and incentives
Wedding and honey rooms
Travel guide
Family time
Serena maisha spa '
The Eco View
Rooms and suites ·-
THANK YOU FOR YOUR CORPORATION
52 APPENDIX IV: PROPOSED BUDGET Item Ouantity Unit Price Total 53 APPENDIX V: TIME FRAME Activity February March April May Jun Jul Aug Sep 1. Conceptual Phase Chapter 1 2. Design & Planning Phase Chapter 2-3 3. Dissertation Proposal 4. Empirical Phase Data Collection 5. Analytic Phase Chapter 4-5 6. Final Book Bound END 54