CHAPTER ONE INTRODUCTION

1.1  Background of the study

In the global market today, competition among service providers is stiff and service firms continuously struggle to create and maintain quality relationships with customer, which has intensified the desire for companies to become very creative and aggressive so as to strive in the market and gain competitive advantage over the others (Shapiro & Nieman- Gonder, 2006, cited in Ndegwa 2013). As competition in the hospitality industry becomes stiffer, it becomes more challenging to meet the service anticipations of customers as a result of the challenges in the market which arise majorly from the characteristics of services which include heteroginity, intangibility, perishability and inseparability (Kotler & Armstrong, 2008).

In the economy today, the service industry occupies a very large position of the developed as well as developing nations. The increased rivalry and enlargement of amenities and services that are unique in the hospitality industry has made entrepreneurs to vigorously search for ways of gaining competitive advantages, with service quality being the most critical factor distinguishing industries in the hospitality sector Ugboro 2000, cited in Ambani (2016). Quality service is a crucial determinant of the customer‟s level of satisfaction and the exact amount they will be willing to pay, commercial enterprises view quality service as the most important aspect in achieving competitive advantage as well as differentiation of the market (Aziz, 2018).

According to the trend briefing done globally on the future trends of customer service that will redefine excellent service for 2015 and the years to come, globally 66% of consumers changes businesses and/ or brand due to poor customer service. 82% said the brand could have done something to stop them from moving, 75% of those who switched the brand it was not because of the service itself but how it was delivered to them (Paul, 2013). Ambani (2016) recommends in his study that for companies to be successful they must engage proactively is service delivery, customers will always explore the various channels of communication as a result they will be expecting personalized, proactive and even preemptive services. Organizations must hold insights from previous experiences, transactions, and interactions to meet those expectations.

1.1.1  Customer Service Delivery

Customer service is the art of looking after the needs and wants of the customers by delivering and offering professional, quality services and help before, during, and after the customer’s needs are achieved, it is how you deliver your products and services to the customer and includes accessibility, efficiency and cost effectiveness (Kanana 2013). Delivering remarkable customer service refers to creating extra ordinary and memorable experiences for customers, it‟s far from having a friendly face at the customer care desk and attending to phones; it should be included in the whole organization and emphasized to every employee (Aziz, 2018). Businesses that empower employees to do whatever it takes to make the customer happy typically develop a reputation for delivering excellent customer service (Aziz, 2018).

Happy customers share the gospel with others; one of the best strategies for marketing that can easily sell the organizations is the word of mouth. When customers enjoy your services and have great experiences they always tell their friends and families, which is good marketing and publicity for any business (Paul, 2013). According to Onyisi (2016), good customer service results in happier employees, when employees know that the organization they work for is committed to delivering services of high quality, they become more fulfilled with their work, their duty and their ability to interact with and help the clients they deal with frequently. A survey by KPMG (2013) on customers‟ perception of banks in Africa indicated that clients consider friendliness of the employees as the crucial aspect determining their contentment to the bank. Out of ten, three customers indicated they were very happy with the knowledge of the staff„s on the banking products and how the services were delivered to them, only ten percent of the total showed that they were satisfied extremely that their concerns and complaints were being handled as required. Each firm has to therefore put its best foot forward to enhance employee knowledge of the products and services rendered This has been the only way in the present employee productivity situation for survival, growth, stability and excellence in the business.

The service quality Gap model elaborates the link between perception‟s of managers and employees actions, there is a disconnect when it comes to the set service expectations and the actual service delivered to the customers (Njoroge, 2013). Conversion of perceptions into quality service requirements by the leaders will result to staff actions that affect the service standards perceived by the customer; this could be as a result of poor communication to the customer, absence of needed training on customer service delivery, absence of morale and low satisfaction from the jobs (Njoroge, 2013). Taylor (2002) is of the opinion that customers desire personalized experience and humane interactions during service delivery from the employees, which should be obtained through empowerment of employees.

1.1.2  Competent staff allocation

Chamberlin (2013), empowerment is providing employees some certain level of responsibility and autonomy for decision making in the organization concerning specific tasks which allows decisions to be made at the operational levels of the company where the employees will address concerns in a different way and will not have a challenge facing the organization at any given level. Empowerment is a channel in which the capabilities, development and influence of individuals and teams expand which helps to enhance performance, this means it‟s a strategy of development and institutional growth (Gilaninia 2012).

Employee empowerment involves placing employees at the wheel of what they do (Gilaninia, 2012). In an organization focused on empowerment, leaders give up some control and supervision, while employees take ownership of their day to day operations, by taking decisions that are appropriate they become responsible for their activities. According to Wanjiku (2013) in her study on perceived service quality in hospitality industry, when employees are allocated shift work based on how well they interact with one another, they will definitely work as a team and as a result excellent service will be delivered to the customers .Shapiro (2016) is of the opinion that in sales and service institutions, and in many professional service firms, when an employee engages with a client they generate value, the employee and customer interaction is basically the foundation of sales and services.

Employees are like the organization mirror they are the link between the company and the client, the way they behave is what determines the customers assessment of the service experience. Koskey (2013) argues that, empowerment permits organizations to be more alert to the market place, by removing structures that are unnecessary, enhance proper communication among colleagues with less control to allow senior managers concentrate on strategic issues of the organization. Empowerment is setting employees free to act on what is needed rather than what they are directed to do Shunda & Ongori 2008 cited in Wanjiku (2013). It entails delegation of responsibilities, duties, decision making and feelings of self-satisfaction. Managers empower their juniors by entrusting them with responsibilities and always guiding them in case of difficulties.

The aim of employee empowerment is to attain goals of the organization through its employee‟s creative thinking. One of the goals of organizations is to offer quality services to satisfy the customer. It is very necessary that in this age of globalization (Koskey, 2013), where competition is intense, to train employees so that they are able to adapt faster to the various trends in the economic environment. Employee empowerment by training is one of the effective strategies for raising productivity in employees and maximum use of their knowledge and strengths so as to achieve organizational goals. Wilkinson‟s (1998) as cited in Ongori (2010) is of the opinion that emotionally, empowerment tempers the employee‟s innermost nature in terms of attitude, character and communication skills. This empowerment is a way of intrinsic motivation.

Kanana (2013), posit that customers‟ have variable expectations and therefore employee‟s need to develop some degree of personal connection with them. Employees who are restricted in making decisions affecting their work in the service industry are not likely to deliver results, this can be corrected by having effective channels of communication where someone deals with the situation at hand first then later reports on how they dealt with it. Ongori (2010) as cited in Isimoya and Bakery (2013) observed that the degree of their output may also be affected when they are in a bad mood to do their job, these circumstances may have some negative effect on the quality of service that they deliver which definitely effects customers assessment of quality thus ending up with unhappy customers.

In addition, Koskey (2013) is of the idea that employees should always be allowed to change and challenge the way things are done in an organization operating in rapid changes of ecological and technological factors. When organizations and employees are content about challenging their status quo, they will most definitely remain stagnant and other organizations may easily by pass them, this will make them less competitive in the market. When an organization establishes an avenue where the employees can question freely, give and oppose new ideas, they evade challenges related to dissatisfaction and which helps both the employers and employees as a result boosting morale of employees and the way in which they appreciate and value their organization and associate themselves with its vision. The „Sunday Times study of the Top 100 Companies to Work for, found that the most important factor in influencing the extent to which the employee valued their organization was the feeling of being listened too. Employee empowerment therefore is crucial not just to aid excellent decision making, but also of its influence on the attitudes and behavior of employees who can attract customers and retain them or completely send them away (Isimoya et al, 2013).

1.2  Problem Statement

In today‟s competitive environment organizations must be quick, adept, offer quality services, efficient, and profitable, so as to remain in business, for this to happen an empowered and energized service team is thought to be important (Melhem,2014).

Unlike manufacturing firms that can attract customers with special offers and volume discounts, service industries must offer quality services with top notch values to customers which make them loyal and content with the business (Mullins, 2014). A lot of businesses are spending a lot of money to bring on board new clients when they should focus on retention of the existing clients by offering exemplary services (Brand & Barry, 2008). Mullins (2014) concurs that for businesses to gain competitive advantage their objective should be offering the right service to the clients and building relationships that are long lasting. A study conducted by Stephen, Robert, Kenneth & Joseph, (2015) on the effect of employee empowerment on service recovery in the banking sector found out that it is necessary for the employees to be empowered with good interpersonal skills that will be essential in addressing failures in the delivery process. Augustine and Bamidele, (2013) in their study on the effect of employee empowerment on customer satisfaction in insurance industry in Nigeria found out that the needs of customers will be met satisfactorily after the employees‟ needs have been completely met and this can be made possible when the organization puts in place various empowerment strategies. Study carried out by Julia (2014) in Austria on benefits of empowerment for service quality and job satisfaction in the hotel industry found out that empowerment is able to influence staff performance to the guests‟ satisfaction, which results to retention of the clients and as a result good publicity. From empowerment, employees happily participate to the success of the organization, low rate turnover and job satisfaction. This study was limited as it looked at the benefits of empowerment in general and not the specific aspects of empowerment like Training, Leadership, Employee involvement and incentives and how they affect service delivery..

1.3  Study Objectives

1.3.1  General Objective

The objective of this study was to establish the Impact of competent staff allocation on service delivery in local council in Cameroon case with Bamenda 2 council.

1.3.2  Specific Objectives

This study was guided by the following specific objectives;

1. To determine the effect of employee training on customer service delivery of local council in Cameroon case with Bamenda 2 council..
2. To investigate the effect of leadership on customer service delivery of local council in Cameroon case with Bamenda 2 council..

• To determine the effect of employee involvement on customer service delivery of local council in Cameroon case with Bamenda 2 council..

1. To investigate the effect of incentives on customer service delivery of local council in Cameroon case with Bamenda 2 council..

1.4  Research Hypotheses

This study aimed to address the following hypotheses;

1. Ho₁: Employee training does not affect Customer service delivery of restaurants in  local council in Cameroon case with Bamenda 2 council.
2. Ho₂: Leadership has no affect service delivery of local council in Cameroon case with Bamenda 2 council.

• Ho₃: Employee involvement has no effect on customer service delivery local council in Cameroon case with Bamenda 2 council.

1. Ho₄: Providing incentives to employees does not affect customer service delivery of local council in Cameroon case with Bamenda 2 council.