ADDIS ABABA UNIVERSITY

SCHOOL OF GRADUATE STUDIES

COLLEGE OF BUSINESS AND ECONOMICS

ASSESSMENT OF SERVICE DELIVERY AND CUSTOMERS SATISFACTION:

EXPERIENCE FROM JINKA TOWN MUNICIPALITY, S.N.N.P.R IN SOUTH
OMO ZONE

BY
ASHENAFI GAEMI

JUNE, 2018
ADDIS ABABA, ETHIOPIA

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 ADDIS ABABA UNIVERSITY
SCHOOL OF GRADUATE STUDIES
COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF PUBLIC ADMINISTRATION AND

DEVELOPMENT MANAGEMENT

ASSESSMENT OF SERVICE DELIVERY AND CUSTOMERS SATISFACTION:

EXPERIENCE FROM JINKA TOWN MUNICIPALITY, S.N.N.P.R IN SOUTH
OMO ZONE

BY
ASHENAFI GAEMI

ADVISOR
Dr. ELIAS BERHANU (PHD)

A thesis submitted to the school of graduate Studies of Addis Ababa

University in partial fulfillment of the requirements for the degree of Masters
in Public Management and Policy

June, 2018
ADDIS ABABA, ETHIOPIA

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 Addis Ababa University

School of Graduate Studies

College of Business and Economics
Department of Public Administration and Development Management

This is to certify that the thesis prepared by Ashenafi Gaemi entitled “Assessment
of Service Delivery and Customer Satisfaction: Experience from Jinka Town
Municipality, In SNNPR South Omo Zone” which is submitted in partial
fulfillment of the requirements for the Degree of Masters in Public Management
and policy (MPMP), complies with the regulations of the University and meets the
accepted standards with respect to originality and quality.

APPROVED BY THE COMMITTEE OF EXAMINERS

Advisor Signature Date

Internal Examiner Signature Date

External Examiner Signature Date

Chair of Department Signature Date

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Declaration

I the undersigned, declare that this thesis is my original work and has not been presented for a
degree in any other university and that all sources of materials used for the thesis have been duly
acknowledged.

Confirmed by Advisor
Ashenafi Gaemi Name

Signature Signature

Date Date

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 ACKNOWLEDGMENTS

My deepest gratitude goes to the gracious God for his will in helping me to accomplish this paper.
I would also like to mender my gratitude to my adviser Dr. Elias Brhanu for his patience,
understanding and guidance throughout the process and completion of this paper.
Lastly, I would also like to thank all of my families, friends and colleagues who have given me all
the necessary information and support to complete this paper.

Thank you all.

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 Abstract
The main objective of the study is to assess the quality of public service delivery and to examine
the level of customer’s satisfaction in land management related service in Jinka Town
municipality, South Omo Zone of SNNPR. Regarding to research methodology; the researcher
employed explanatory research method with both qualitative and quantitative data type. The
Researcher employed simple random sampling for sample selection and convenient sampling for
questionnaires’ released to households. Interview, close ended questionnaires, FGD employed
for data collection. The analysis conducted using SPSS through mean, standard deviations,
correlations and stepwise regressions for the study. From the study it was found that service
quality dimensions are positively related to customer satisfaction. However, not all of them are
significantly correlated to customer satisfaction. The result indicates that the dimensions of
Tangibility, Reliability and Empathy are not significantly related to customer satisfaction, in
other words, they are not major determinants of customer satisfaction. The data also shows that
Information on the practices of the public service delivery principles in the office is clearly
declining customer satisfaction. Only one out of seven factors included in information on the
practices of the public service delivery principles in the office has low mean effect which shows
satisfaction of the customers. Other information on the practices of the public service delivery
principles in the office totally fail to have an impact on customer satisfaction. Municipal officials
need to ensure that all tangible attributes related to employee performance create a desirable
impact on customer perception of quality. This is important as customer continue to look for
tangible cue as a means to reduce perceived service quality and describe their service
experience in municipality of Jinka.

Key words: service quality and customer satisfactions.

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 TABLE OF CONTENTS
CONTENT PAGE

Acknowledgments ...................................................................................................................... i
Abstract ..................................................................................................................................... ii
Table of Contents ..................................................................................................................... iii
List of tables ............................................................................................................................. vi
List of Figures ......................................................................................................................... vii
Acronomys ............................................................................................................................. viii
CHAPTER ONE
1. INTRODUCTION ................................................................................................................. 1
1.1Background of the Study ...................................................................................................... 1
1.2 Statement of Problem .......................................................................................................... 3
1.3 Objective of the Study ......................................................................................................... 5
1.3.1 General Objective ....................................................................................................... 5

1.3.2 Specific Objectives ..................................................................................................... 6

1.4 Basic research Questions ..................................................................................................... 6

1.5 Scope of the Study............................................................................................................... 6
1.6 Limitations of the study ....................................................................................................... 7
1.7 Significance of the Study ..................................................................................................... 7
1.8. Operational Definitions of Variables .................................................................................. 7
CHAPTER TWO
2. LITRATURE REVIEW......................................................................................................... 9
2.1 Introduction ......................................................................................................................... 9
2.2 Theoretical Literature Review ............................................................................................. 9
2.2.1 The Definitions of Service .......................................................................................... 9

2.2.2 Public Service and its Characteristics of Service ......................................................... 9

2.2.3 Measuring Quality of Service and Customers Satisfaction? ....................................... 11

22.4. Customer‟s Expectation and Satisfaction .................................................................. 13

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 2.2.5. Compliant Handling Mechanism .............................................................................. 14

2.2.6 Factors Influencing Provision of Quality Public Service ........................................... 15

2.2.7 Principles of Public Service Delivery ........................................................................ 16

2.3. Empirical Literature Reviews ........................................................................................... 17

2.4 The Conceptual Framework of the Study ........................................................................... 18
CHAPTER THREE
3. RESEARCH DESIGN AND METHODOLOGY ................................................................ 20
3.1 Introduction ....................................................................................................................... 20
3.2 Research Design ................................................................................................................ 20
3.3 Descriptions of the Study Area .......................................................................................... 20
3.4 Population of the Study ..................................................................................................... 21
3.5. Sampling technique and sample size ................................................................................. 21
3.5.1. Sample Technique ................................................................................................... 21

3.5.2. Sampling size .......................................................................................................... 22

3.6. Sources of Data ................................................................................................................ 23

3.6.1 Primary Data Sources ............................................................................................... 23

3.6.2 Secondary Data Sources ........................................................................................... 25

3.7 Validity and Reliability ..................................................................................................... 25

3.8. Methods of Data Analysis and Presentation ...................................................................... 25
3.9 Ethical Consideration of the Study..................................................................................... 26
CHAPTER FOUR
Data Presentation and Discussion of Results ............................................................................ 27
4.1 Introduction ....................................................................................................................... 27
4.2. Demographic characteristics of respondents ..................................................................... 27
4.3 Analysis of the above Figures ............................................................................................ 29
4.4 Service Quality and customer Satisfaction in Jinka Town Municipality ............................. 29
4.5. Correlations ...................................................................................................................... 43
4.6. Discussion ........................................................................................................................ 48

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 CHAPTER FIVE
5. Summary, Conclusions and Recommendations .................................................................. 50
5.1 Summary ........................................................................................................................... 50
5.2. Conclusions ...................................................................................................................... 51
5.3. Recommendations ............................................................................................................ 53
Reference ................................................................................................................................... i
Appendix .................................................................................................................................. iv

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List of tables

Table 3.4.1 Population, sample size and sampling techniques .................................................. 23

Table 4.3.1 summary of descriptive statics on service quality inJinka town.............................. 30
Table 4.3.2. Customer satisfactions in Jinka town ................................................................... 35
Table 4.3.3: Compliant Handling Mechanism from customer perspective ............................... 37
Table 4.3.4: customer perceptions among Information sharing on the Practices of the
Public Service Delivery Principles in the office .................................................................... 39
Table 4.3.5, Response of Employees on the practices of Public Service Delivery Principles….41
Table 4.4.1, Pearson Correlations of the Perceived Quality Dimensions and
Satisfaction ............................................................................................................................. 44
Table 4.4.2, Stepwise Regression Results of Service Quality with Satisfaction ........................ 46

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List of Figures
Figure 2.1 Conceptual framework of the study......................................................................... 18
Figure 4.2.1 Gender Distribution of Respondents (Clients) ...................................................... 27
Figure 4.2.2 Age Distribution of Respondents (Clients) ........................................................... 28
Figure 4.2.3 Educational Backgrounds of Respondents (CLIENTS) ........................................ 28

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Acronomys

EEPCO: Ethiopian Electric Power Corporation

FGD: Focus Group Discussion

NALF: National Alcohol and Liquid Factory

PASDEP: Plan for Accelerated and sustained Development to End Poverty

QPS: Quality Public Service

SNNPR: Southern Nation Nationalities and peoples Region

SPSS: Statistical Package for the Social Science

VIF: Certified Integrated Frequency

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 CHAPTER ONE
1. INTRODUCTION

1.1Background of the Study

The key objectives of the public sector reforms are improving the service delivery process,
improving performance and acquiring the public sector with a clear sense of direction. Public
sector is, collectively, the world‟s largest service provider entity. In other word, the ultimate goal
of public sector is to sustain the quality of the public service and to enhance the capacity to carry
out core government functions so as to promote a sustained economic and social development in
the environment of its operation (Theodore, 2003).

Profit and nonprofit organizations, privately held and publically traded companies, government
agencies, educational institutions, and volunteer community groups, businesses with hundreds of
thousands of employees and home based part-time entrepreneurs have at least one thing in
common that is to serve needs outside their boundary. Organizational boundaries can make work
to be orderly, predictable and efficient while it can also foster an -us-versus-them mentality that
creates a kind of disconnect between the organization and its customers. This is the inherent
dilemma that modern organizations are continually facing in public service delivery (Fogli,
2006).

According to Juwaheer and Kandampully (2009), the relationship between service quality and
customer satisfaction has proven its role and importance, in satisfaction, can be the result of high
quality services when management implements service quality concepts and metrics properly.
Any incremental improvement in public services positively impacts service receivers of public
organizations. Rapid changes fuelled by the world economy and technology have been forcing
different organizations including public sectors to transform themselves in order to become more
responsive and competitive in providing service to their customers. As Day and Halpin (2004)
point out, this has resulted in a pervasive need for public servants at every level to examine and
monitor their effectiveness in providing quality service to meet their large customers‟ needs.
Delivering the customer promise enables one to know customers and their needs.‟ Public sector
leaders around the world face a common set of challenges, if their services are to meet the
increased expectations of their customers, from both citizens and businesses. However,
experience shows that while the challenges may be consistent, the ways in which they are being

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confronted, and the results that are being achieved, vary considerably. One common challenge
faced by every organization is how to service its customers better. Public sector like Jinka Town
Municipality, which is the geographical study area of this study, is no exception to this. Though,
traditionally, it has been seen as a passive vehicle for executing social policy mandated by
legislation, however, accustomed to a relatively better service delivery from the private sector,
citizens/businesses view the public-sector as another provider of services for which they pay
taxes.

In line with this, it is apparent that public managers and decision makers of municipalities are
required to see and improve the elements of service quality that can result in the most significant
contributions on customer satisfaction. According to Rainey (2003), setting up an integrated and
aligned management structure, continuously improves its core capabilities and truly treating the
employees as its main asset are mandatory for an organization in achieving customer satisfaction.
While public sector services perform better than we thought, the inescapable fact is that there is
still a gap between the service citizens expect from the government and what they get. In order to
narrow this gap, the public sector or municipalities must work on those things that will make the
most difference to our public customers. Goodman (2009) stressed that adopting strategic public
customer service typically requires several mental and managerial shifts along with view
ongoing customer relationship as essential to the organization‟s health map the end to end
customer experience and align the organization to it and appoint someone at least to monitor it if
not manage it ,organize service employees ,resource that support them, and functions that affect
services for maximum speed and flexibility with few specific rules beyond doing what is best for
the customer.

It is possible to deduce from this that the key challenge for public servants is to balance the
potentially conflicting objectives of customer service satisfaction with the protection of the
interests of all nations. It is also obvious that public managers should align their effort to
customer‟s needs of quality services that in turn has positive impact on smooth functioning of
organizational performance. Apart from this fact, the Jinka Town municipality‟s annual report of
2016 reveals that the Municipality was blamed because of massive complaints raised from
people/customers due to poor quality service provision. Empirical evidence by Wescott (1999)
shows many African municipality Serves are characterized by corrupt, inefficient and poor

2
public service delivery that requires capacity building and relevant reforms to change the
existing trend that in turn enhances social-economic developments.

According to Government of Federal Democratic Republic of Ethiopia(2000),Policy Directives

are formulation of mission statements, promoting positive attitudes towards serving the public,
establishing compliant handling mechanisms, setting serves standards, providing cost-effective
service, promoting transparency in the public serves atmosphere should be realized. In April
2001, the government of the Federal Democratic Republic of Ethiopia published a service
delivery policy for Ethiopian civil service. According to the document, service delivery from
public sector organizations, refers to those activities of government institutions aimed at
satisfying the need and ensuring the expectation of society as well as enforcing laws, regulations
and directives of the government service delivery system requires systemic method where by
activities are arranged so that the service recipients can get the services they need in an effective,
efficient, transparent and equitable manner. Thus, it supports the premise that public managers
need to do more with little resources, especially in countries like Ethiopia specially, in a way that
satisfies customers‟ needs that ensures service are delivered with required quality and quantity.

According to the strategic Plan for Accelerated and Sustained Development to End Poverty
(PASDEP) (2004) improvement in service delivery speed, efficiency and fairness in Federal and
Regional Institutions are the outcome of the initiative to implement the National Policy for
service that includes the core government functions and key services. Furthermore, the plan
stresses that the civil servants are expected to act in accordance with the rule and the regulations
in the spirit of legislation; apply the government policies and principles impartially and access to
personal and official rights of customers and so forth. The role of public service delivery of a
town municipality and a level of satisfaction of a local community found immense in the issues
of development.

Accordingly, the purpose of this study is to assess the quality of public service delivery and
examine the status of Customers‟ Satisfaction in the case of Jinka Town Municipality

1.2 Statement of Problem

Although the need to satisfy customer is something that goes without saying this is precisely the
problem with many organizations, assumptions are made about what customers really want and
even if customers have been consulted, it may be such a long time in the past that this

3
information is at best irrelevant and often positively dangerous. Professional services in a
particular sector frequently suffer from an attitude of thinking that they know best, because they
are the experts. This may be true but this attitude can create blind spots in dealing with customers
(Johnson and Clark, 2002).

To address this, the public sector must find ways of improving the efficiency and effectiveness of
its service delivery. This means providing value for money by improving quality of service
(accessibility for all and satisfactory customer experiences and outcomes), and reducing the costs
involved in providing those services. Because the need for a customer-oriented focus coincides
with tightening government budgets, providing value for money is a core concern today. This is
prompting the public sector to explore new sustainable models for service delivery – models that
can improve customer experience and outcomes through enhanced and quality service levels at
the same or reduced cost. The solution lies in developing customer-centric models that draw
brainwave from the relative success with which the private sector has addressed this situation,
and that put the customer at the heart of service design and service delivery.

The existing government of Ethiopia adopted the Ethiopian service delivery policy in 2001 with
the main objective of ensuring efficiency and effectiveness of service delivery; equity in access
to government services; ensuring accountability for failure to provide quality service so as to
ensure customer satisfaction. The policy also concerned and enacted the directive on compliant
handling on public service delivery having an objective of providing quick responses to customer
complaints, collecting feed-back and reducing the burdens of access to justice and legal
institutions.

The essence of public sector reform in Ethiopia similar to elsewhere in the world, were the need
to improve efficiency and effectiveness in the delivery of service to the public Kiragu and
Mutahaba, (2006). The importance for the development and institution of public service reform
has assumed greater prominence since a major factor in the successful formulation and
implementation of socio-economic and political development policies and programs in any
country is an effective, efficient and responsive public service. The authors further stated that
without a fundamental and sustained public service reform, other aspects of reforms have a very
lean chance of success and they are not anchored on an efficient, responsive, reliable and cost
effective public service.

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Currently, citizens expect, Tesfaye, (2009), variety of service from the government that requires
seamless and flexible organization that is effective and efficient in delivering services.
According to Hussein, (2009), though public organizations are supposed to give quality service
in a way that is efficient, effective, fair, transparent, reliable, and responsive that meets customer
satisfaction, service delivery quality lack these qualities which in turn affected the level of
customer satisfaction. According to the existing experiences and reports, this is currently
experienced Jinka Town Municipality, South Omo Zone of SNNPR.(Jinka Town Municipal‟s
annual report of 2016)

As evidence, Jinka Town Municipal‟s annual report of 2015 and 2016, majority of its
customers/inhabitants reflected their complaints directly and indirectly since the office did not
meet service needs of its customers and requirements. In addition, the 2017 second quarter‟s
report of the office shows that having the same number of households (customers) manifested
their dissatisfaction orally and in written form due to the poor quality of the services given.

The researcher preferred the topic of the study because there had not been research undertaken in
the study area especially regarding the municipality on the topic before this study to anticipate
whether there is quality public service delivery and to determine level of customer satisfaction.
The other reason is that the researcher observed and felt that there had been problems regarding
land management related services and as well as the researcher observed a number of complaints
through the experience and involvement in the municipality. Thus, the researcher was conducted
the study with the objective of assessing the quality of public service delivery practice and
customer satisfaction in land management service segment in Jinka Town Municipality, South
Omo Zone of SNNPR and to suggest possible solutions for problems (gaps) that identified by the
study.

1.3 Objective of the Study

The study followed general and specific objectives.

1.3.1 General Objective

The main objective of the study is to assess the quality of public service delivery and to examine
the level of customer satisfaction in land management related service in Jinka Town
municipality, South Omo Zone of SNNPR.

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1.3.2 Specific Objectives

The specific objectives of the study:

 Examine the quality of public service delivery of the municipality;

 Examine the level of customer satisfaction towards public service delivery of the
municipality;
 Determine compliant handling mechanism of the municipality;
 Identify major challenges/barriers of quality public service delivery in the municipality

1.4 Basic research Questions

1. What is the status of quality of public service delivery of the municipality?

2. What is the level of customer satisfaction towards public service delivery of the
municipality?
3. What is the level of compliant handling mechanism of the municipality?
4. What are the major challenges/barriers facing quality public service delivery in the
municipality?

1.5 Scope of the Study

The result of the study was more comprehensive and reliable done taking all customers but due
to different constraints like time, money and other resources, the research was limited as the
following. Geographically, the study delimited to Jinka Town, south Omo Zone of SNNPR.
Thus, physically, the scope of the study was delimited to some selected 2 kebeles, households
and individuals who lived in the Town for at least four years. This was because of the sector
itself was vast and has massive customers, which are not feasible to touch all otherwise.
Conceptually, this study was delimited to assess the quality of public service delivery in land
management related service using the five quality service dimensions from customers
perspectives while the level of customer satisfaction was delimited to be measured using
variables of quality service, service delivery process, service encounter, service recovery,
outcome, and overall satisfaction, extra mile service, personal touch, and solving problems and
quires that customer values. Compliant handling mechanism was determined based on variables
like service standard, assessment of, if any, system to hear customer complaints and
management, and the feedback processes. Furthermore, the challenges of quality of public

6
service delivery was dealt through consideration of variables of managerial aspects specially
focusing on administrative body‟s managerial functions and experts‟ experiences and
perspectives. Eventually, the researcher used 526 of respondents, considering time, financial and
other constraints. However, the study was not giving detail analysis to the impact of quality
service on customer satisfaction rather employ descriptive approach mixing with inferential
statistical approach.

1.6 Limitations of the study

This study had some limitations. Firstly, there are limitations in the availability of well organized
and reliable data concerning the service delivery and customer satisfaction. Moreover, financial
limitation and time constraint as well as unlimited meeting programs of the municipal officials
for interview had an impact on the timely completion of the study. However, the data from those
concerned body collected through going to their home and contacting them.

1.7 Significance of the Study

As the researcher‟s main focus was to assess the quality of public service delivery and the
current level of customer satisfaction on the delivery system of the municipality, emphasizing
compliant handling mechanism, major challenges affecting the provision of quality and
processes in the public service delivery, the study was important in different ways.

 Helps the management of the municipality to review its public service delivery in way
that meets its customer‟s needs and expectations.
 Helps different levels of the sector to identify their respective status in relation to
improvement needs of their public service delivery and customer satisfaction.
 Let‟s the researcher to fulfill the partial requirement for the masters of degree in Public
Management and Policy
 May help any interested person who wants to conduct study in the area as point of
reference.

1.8. Operational Definitions of Variables

To keep the common understanding of the variables that was used in the study important terms
was defined contextually.

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Delivery: providing what is expected to be provided or discharging responsibility.

Satisfaction: is the final customers‟ judgment of service that is provided by the municipality.

Quality: is the expressed opinion, mental standard by the respondents and the estimation given
on the scale especially Likert Scale. That is if there is good quality service it gains good mark
(high-rise. 3 or 4 or highest score i.e. 5) on the designed scale of measurements. In the context of
this study, the item on which 5 (excellent or strongly agree) is scored is the highest quality while
of 1(Very poor or strongly disagree) will be considered the lowest/poorest quality.

Customers: Any person or household or the inhabitants of the Town that demand service from
the municipality.

Service provider: The municipal as a general or employees in the municipal office who deliver
service for the customers.

Variable: Is anything that can help to measure or be measured in the study processes.

ServQual model: A model with five dimensions that helps to measure quality of service from
customers point of view.

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 CHAPTER TWO
2. LITRATURE REVIEW
2.1 Introduction

This chapter deals with the theoretical and conceptual frameworks of the study. The meaning and
rational of public service delivery and customer satisfaction theories related with characteristics
of service, measuring quality of service and customer satisfaction, customer expectations and
satisfaction and so forth. Thus, these conceptual framework which guided the study provided.

2.2 Theoretical Literature Review

It is scientific to make a study grounded on strong and relevant theoretical and conceptual
literature which helps a researcher or a professional reader capture and evaluate what is the
existing body of the knowledge and what is the gap to be filled by the topic under the study.

2.2.1 The Definitions of Service

Service is intangible activities aimed at satisfying the need and ensuring the wellbeing of
individual, group or society as a whole. Service delivery system requires systematic method
where by activities are arranged so that the service recipients can get the service they need in
effective, efficient and in equitable manner. (Peter and Ellen, 1998, Berry, 1983) defined service
as “acts, deeds, and performances”. In this context he attempted to define services bearing in
mind what is done by the service provider and the end result of this process on the customers.
To reinforce this more, Fogli (2006), put that customer service is the interaction between the
customer and a representative of the organization and is not limited to a single function or job
type within the organization but customer service is defined as” meeting the needs and
expectations of the customer, as defined by the customer since the customer is the judge of
quality customer service based on the expectations he/she has for the service.

2.2.2 Public Service and its Characteristics of Service

In April 2001 the Government of the Federal Democratic Republic of Ethiopia published a
service delivery policy for the Ethiopian civil service. According to the publication, service

9
delivery form public sector organization refers to those activities of the government institutions
aimed at satisfying laws, regulations and directives of the government. Thus, public services are
provided by central, local or state government for the community at large. Example includes:
Police, prisons, health education services and so forth.

Public service is a service which is provided by government to people living within its
jurisdiction, either directly, through the public sector or by financing provision of services. It is
the term associated with a social consensus that is usually expressed through democratic
elections, that certain service should be available to all regardless of income Naidoo, (2004).

Public services have holistic character RLGA, (2010) that is non-rivalrous and non-excludable
apart from the existing norms that assume be provided by the market. In other word, public
services may involve outputs that are hard to attribute to specific individual effort and o/r hard to
measure in terms of key characteristics such as quality. They often require high levels of training
and education and as well as they can attract people with a public service ethos who wishes to
give something to the wider public or community through their work.

Various authors proposed different characteristics of service that differentiate it from the
characteristics of goods that may have implications in service delivery.

According to Verman (2008), among the other, most of the service definitions are framed around
the aspects that differentiate a service from goods. Accordingly, a service has characteristics of
intangibility, inseparability, heterogeneity, perish ability and ownership.

Intangibility characteristic: In this case a service is a deed, performance or an effort that is

consumed and experienced but not possessed. Here the absence of tangible clues enhances the
customer‟s uncertainty and perceived risk. While the customer attempts to judge and understand
a service, particularly before using, it the service is known by tangible evidence that
surroundings it and the evidence that surrounds the service are critical for the customers. It is
apparent from this explanation that the management of evidence should be deliberate rather than
accidental

Inseparability Characteristics: According to Verman(2008), services are produced and

consumed at the same time just as a service cannot be separated from the service creator, its use
demands that the consumer must also be present at the same time. According to him, the

10
customer-provider interface may vary in its duration and intensity. During the interface time, the
organization becomes marketing bottle ground and managing a service. Organization, therefore,
necessitates coordination among the functions that interface with the customers.

Variability characteristics: Service that is delivered to customers varies more form customer to
customer than product quality, in part, because of the customer‟s role in the delivery process
Fogli (2006),. As a participant, the customer can facilitates or impede the delivery of service,
Verman (2008), forwarded that service suffer from lack of standardization because of their
intangibility and inseparability characteristics. According to him lack of precision in service
often stems from the difficulty in determining and implementing service specifications. But it is
possible that parts of the service delivery can be monitored, controlled and regimented by the
quality control mechanism.

Perish ability characteristics: This unique characteristic of service according to Fogli (2006), is
that service does not exist before it is delivered, and it cannot be stored for future use unlike
other goods. Likewise, according to Verman (2008), the heightened vulnerability of services to
the loss occurring due to insufficient demand or excess demand stems from the feature of
perished ability. The lack of storability of services pre-empts quality check and control and this
forces firms to develop quality systems that ensure, best the first time approaches because if
something goes wrong the first time, there is no scope for corrections during the second time.

2.2.3 Measuring Quality of Service and Customers Satisfaction?

If poor customer service is recognized at any time in an organization, it leads to

customer dissatisfaction. If more customers are retained or appreciate a service provider‟s
service delivery at an increased rate, an organization can be able to realize its goals and
objectives increasingly Griffin, (1995).

According to Parasuraman et al(1985) ,Tangibility, Reliability, Responsiveness, Assurance and

Empathy are used to measure the gap between customers' expected service level and perceived
service level by performing the gap analysis. Buell et al. (2010), in the service industry in the
U.S, the industry is found to be too competitive and customized in offering a better service
quality and value to the customers and hence there is a positive association between customer
value and service sensitivity when the competitor lacks in providing high quality services to the
customers. All the five dimensions of service quality predispose customer satisfaction

11
substantially and improving the service quality elements is widely considered as the main
ancestor which could effectively bring significant contributions on customer satisfaction.

Sudhahar and Selvam (2007), studied about service quality scale development in service
sector in India by measuring the quality of service with the help of scaling procedure. The
availability of service operations in the sector and employees performance are closely related to
each other which directly influence customer perception towards the organization.

According to Parasuraman et al, (1985), the quality of service can be measured using the five
quality dimensions and they are also factors affecting customers‟ satisfaction of which its
broader term is quality service. These five dimensions are defined and framed as the following.

Reliability as Dimension of Quality Service

Reliability is defined as the ability to perform the required service to customers dependably and
accurately as promised to deliver Zeithaml et al, (1990). Dealing whatever the problems in
services encountered by customers, performing the required services right from the first time,
services being rendered at the promised time and maintaining error-free record are the
paradigm of reliability in terms of service quality which will strongly influence the level of
customer satisfaction Parasuraman et al,(1988). Thus, it is possible to understand from the
explanation that an organization should consider these variables to attain the reliability of its
service and this study will use these variables in its context.

Assurance as Dimension of Quality Service

Assurance is defined as the knowledge and good manners or courtesy of employees Van
Iwaarden et al, (2003). Further, it is also defined as the ability of employees with the help of the
knowledge possessed to inspire trust and confidence will strongly strike the level of customer
satisfaction Parasuraman et al, (1988).

Tangibility as Dimension of Quality Service

Iwaarden et al. (2003) defined tangibility as physical facilities, equipment and appearance of
employees and management team. Further, it is also defined as the ease in visibility of resources
necessary for providing the service to customers, well groomed employees and ease in accessing
written materials like pamphlets, brochures, folders, information books etc will have a favorable
consequence on the level of customer satisfaction Parasuraman et al, (1985).

12
Empathy as Dimension of Quality Service

Empathy is defined as the ability to take care of customers‟ attention individually in

providing service to customers Iwaarden et al, (2003). Further, it is researched that
understanding customer expectations better than competitors in providing the required
customer service at any time without any inconvenience will strongly influence the level of
customer satisfaction Parasuraman et al, (1988). Parasuraman, also propose that convenient
working hours, individualized attention, better understanding of customer's specific needs,
enhanced communication between management and customers will have a positive outcome on
customer satisfaction.

Responsiveness as Dimension of Quality Service

Zeithaml et al. (1990), defined responsiveness as the interests shown in providing prompt service
to customers when required. Further, it is researched that willingness or readiness of employees
to provide the required customer service without any inconvenience at any time will strongly
influence the level of customer satisfaction Parasuraman et al, (1988). Customers get
satisfied when organizations provide individual attention and the employees are paying attention
to problems experienced by customers.

Thus, the researcher will use the above stated five dimensions to measure the quality of service
delivery of the municipality from customers‟ perspectives.

22.4. Customer’s Expectation and Satisfaction

Customer satisfaction in today's service delivery and service marketing era is believed to
strongly connect with understanding consumers‟ behavior. To understand the consumer or
customers‟ receiving pattern as organizations or public sectors are looking to influence them,
each organization seeks help from external agencies and various sources to acquire the
required information via the very common consumer behavior research analysis. Ultimately,
there are certain motivating and influencing factors which play significant role in convincing a
customer to choose a service or product and the same factors are also responsible for the
consumer satisfaction after the post obtain behavior. Consumers prefer a service or products not
base on the functional features anymore, rather service or products are preferred by them based
on the environmental impacts and some other dynamic factors Mont and Plepys, (2003).

13
Customer satisfaction is always intended to influence service receivers‟ intention through
positive word of mouth interaction; meanwhile being the other extreme, dissatisfaction leads to
negative word of mouth communication. Moreover, satisfied customers always suggest others to
go for the product while dissatisfied customers will also recommend others in huge numbers but
in the context of negative service marketing, most probably dissatisfied customers recommend
others not to use the service or productLa Barbera and Mazursky, (1983)

It is important that the service management should have a better understanding of what their
customer needs are and what the customers expect from the services provided by the
organization in terms of service quality. The service managers should identify the gap prevails
between the perceived service quality and actual service quality of organization services
provided to customers and find effective ways to enhance customer satisfaction with
respect to important service quality features. Because there is a stiff competition in service
sector in a country, customer service by exceeding the required needs of customers is the
most vital component for each sector and service managers need to emphasize on ways to
improve customer satisfaction regarding improved service quality. Also, the service providers
can use the results of this study to increase their understanding of which service quality
dimensions has the strongest association with overall customer satisfaction. When providing
public services, observations on the level of fulfillment of customer/citizens needs and the
degree of customer satisfaction with the respective organization should be examined on
regular basis.

Thus, this study will use those variables indicated in the above literature and other variables that
are relevant to measure the overall customer satisfaction in the municipality.

2.2.5. Compliant Handling Mechanism

According to Verman (2008), there are two important rules of quality in services. The first rule
commands that quality in service is just a perception of service against the expected service
while the second rule commands “do it right the first time there is no second time in services and
when things go wrong they go wrong and there is no coming back”. Thus, according to him,
service firms employ a variety of mechanisms to understand customers‟ needs and expectations.
Similar to Verman (2008), Fogli (2006) stressed that gathering, processing and responding to

14
customer feedback requires reaching beyond the boundaries of the organization to interact with
customers to solicit their input.

It also requires that their feedback is accessible to those inside the organization who put it to
effective use. According to FDRE directives (2000) for handling service users‟ complaints in
civil service in institutions is any expression of dissatisfaction that may arise in the process of
service delivery. There are two objectives Peter and Hellen(1998), of compliant handling
mechanism: the first objective is to win back the customers who are dissatisfied; and the second
is to reduce barriers or problems that might have a negative impact on other customers.

It is evident from the explanation that a customer‟s compliant plays a great role in improving
service as input. Thus, a management is expected to establish appropriate handling compliant
mechanism to be in position to perform its business effectively.

2.2.6 Factors Influencing Provision of Quality Public Service

The inescapable fact is there are a number of factors that affect the potential capacity of an
organization in the service delivery processes and environments. There are a number of
researches that have been done regarding those factors in different countries and organization
context. According to a research finding Wanju, Mururi and Ayodo (2012), low employees‟
capacity, ineffective communication, insufficient number of staff and skills required, insufficient
finance, poor management of problems, challenges of collective action, policy incoherence and
levels of performance are the major challenges that can affect provision of quality public service
in an organization.

Furthermore, a study conducted in Rwanda RALGA, (2010) show that poor coordination of staff,
poor planning ability, low motivation, geographic location of the center of service recipients.
Lack of effective performance oversight: that is manifested mostly in the form of infrequent and
non-periodic monitoring and evaluation of service delivery processes and quality. Therefore, a
manager of an organization should pay attention to these problems and their effects in a way that
can reduce or eliminate if possible.

15
2.2.7 Principles of Public Service Delivery

These days, according to different findings, public service delivery is the burning issue in the
public sectors and non-profit organization for achieving their objectives. It is obvious that there
is no single prescriptive way to provide services but the following points are major service
delivery principles as stated by Naidoo, (2004). Accordingly, the following are the principles of
public service along which public sectors should frame its service delivery.

1. Consultation: Naidoo (2004,) indicated that customers should be asked about the level and
quality of the public services they receive and wherever possible should be given a choice
about the services that are to have service standards.
2. Courtesy: politeness and consideration for public is one of the fundamental duties of public
servants by specifying that public servants treat members of the public as customers who are
allowed to receive the highest standards of service without restriction Naidoo,( 2004).
3. Information: - customers should be given complete and reliable information about the
public service they are to receive as required. This is in a sense that information is one of the
most important to accomplish the service delivery in a well-organized way.
4. Openness and transparency: - customers should be informed how public service is
conducted and delivered, what they cost, and who is responsible for any activity and for the
outcome of the delivery of the service. Thus, Public servants are required to be open enough
in making the customers confident on the service they receive.
5. Redress- A right of redress is of particular importance in the public service. In the absence
of a choice of supplier, individuals need mechanisms to settle their grievances fast, simply
and fairly Common Wealth Secretariat, (2002). It is putting things (service) right through
explanation of terms like apologizing and compensating for customers in a way that enable
them get rid of their grievances.
6. Value for money: public services have to be provided cost effectively and efficiently to
offer customers the best possible worth for money improving service delivery and
expanding access to the general public must be achieved parallel to the need for reducing the
public expenses and creating a more cost effective public service. For example a considerate
and respectful salutation requires no monetary asset.

16
2.3. Empirical Literature Reviews

Various studies conducted in the areas of public service delivery in Ethiopian civil service
institutions indicate that several problems exist and have been leading to poor quality public
service delivery. In April 2001, Government of the Federal Democratic Republic of Ethiopia
published a service delivery policy of the Ethiopian civil service realizing that the existing
system requires reforms or adjustment to improve public service delivery. The policy came up
with the assumption that effective implementation of the policy requires that all civil servants,
service users and other concerned bodies have sufficient understanding of the objectives,
contents, concepts and principles that enables civil service initiations to carry out what is
expected of them and makes service users (customers) aware of their rights to receive services
and benefit thereafter.

Among the reviewed works of others, the case study research conducted by Aman, (2008) to
determine the effect of service delivery and quality on customer satisfaction in the case of
EEPCo was the one. Accordingly, the researcher came up with the findings that there were
problems with provision of service delivery process and quality service indicating it was below
the average customer expectations. Similarly, Zeritu (2010), conducted a research with a topic of
„service delivery and satisfaction‟ in the same organization. Lastly, her researche findings
revealed that similar problems identified by the former researcher were still ongoing. Based on
her findings she concluded that because of poor quality service and performance of the
organization, the needs and expectations of customers were not met to the level that it had to be.

Further, Zegeye (2013), conducted a research entitled as‟ public service delivery and customer
satisfaction‟. He used case study method to conduct his research at EEPCo-South Addis Ababa
center. The study came up with the findings like mass dissatisfaction with the corporation
indicating that there were long waiting time for getting service signifying the organization‟s
unresponsiveness to customers‟ requests, clear procedures, and predetermined service standards
were not in place and/or not posted officially; absence of communication to customers, no
consultation process and feedback collection; no training for developing skills of service delivery
and no consistent service delivery. Eventually, he concluded that the corporation was still could
not achieve excellent public service delivery to the extent required.

17
 By 2011, Tibebe conducted a research with the purpose of evaluating the service quality that the
national Alcohol and liquor factory (NALF) provides to its customers by measuring customers‟
perceptions relative to their expectations of the service by the factory. He used the five–
dimensional format of SERVQUAL model to assess the relationship among the five dimensions
and customer satisfaction. The findings of his study indicate that the five service quality
dimensions are positively related to overall service quality and are indeed drivers of service
quality which in turn has an impact on a customer‟s satisfaction.

Thus, this study will attempt to assess the quality of public service delivery and level of customer
satisfaction in Jinka Town Municipality, depending on variables indicated and theoretical
knowledge, by giving more emphasis on quality service delivery processes, customer
satisfaction, major problems encountering the office to provide quality service, and customers‟
compliant handling mechanism.

2.4 The Conceptual Framework of the Study

The following diagram briefly depicts the overall idea and variables of the research.

Work of Personal Needs Past experience

mouth

Determinants of quality
Expected
service
service Level of C/satis
- Reliability
- Responsiveness
- Empathy Perceived
- Assurance service
- Tangibility

Figure 2.1 Conceptual framework of the study

Source: (Parasuramanet al., 1985)

18
In their understanding, the authors put it as service need not be of the highest quality to satisfy
customer rather customers trade off various factors in their assessments of quality and
satisfaction. For some customers adequate service at a convenient location or a lower price may
be more satisfactory than higher service levels elsewhere that triggered the authors to introduce
the term Zone of tolerance to represent a range of service quality out comes that are deemed
neither particularly good nor bad by customers. That is the gap between desired service and the
perceived service by the customers.

As has been discussed in the literature part of the study customer satisfaction is a customer‟s
global evaluation of service provider‟s provision of service. Dissatisfaction of customers on
service provision comes when performance does not meet an acceptable level of expectation. To
show the relationship of variables interplay, the study was grounded on the above explanations
and concept diagram in its progress. Accordingly the two most important variables of this study
were quality public service (Independent variable) and customer satisfaction (dependent
variable). The independent variable (QPS) has effect on customers satisfaction while the
independent variable could be conditioned based on the status of the independent variables was
tested in correlation in the analysis part of the study.

Quality public service was measured in terms of its five dimensions of Quality Service:
reliability, responsiveness, empathy, Assurance and tangibility of the service. But this Quality
public service was affected by different factors that can hamper or enhance the process of service
provision. In addition, the way an organization receives feedback (complaints) and makes
service recovery affect the satisfaction level. Effective system of handling in place the most
likely result was customer satisfaction and, the reverse was occurred in the service delivery
(exchange) process. It was also obvious that the customers‟ attributes like word of mouth,
personal needs and past experiences affect the customers‟ expectations and perceptions that
lastly result either in satisfaction and dissatisfaction.

19
 CHAPTER THREE

3. RESEARCH DESIGN AND METHODOLOGY

3.1 Introduction

This chapter deals with the research design, sampling techniques in determining the sample size
for the study. Validity and reliability as well the methods of data analysis were addressed.

3.2 Research Design

The study was employed explanatory research method which is assessed service delivery and
Customers Satisfaction in SNNPR at South Omo Zone in Jinka Town Municipality. This is
because, explanatory research design helps the researcher to plan and implement the study in a
way that was helped the researcher to obtain intended results, thus increasing the chances of
obtaining information that can be associated with the real situation Burns & Grove
(2001).According to Burns and Bush (2006), explanatory research design is referred as gathering
information in an informal and unstructured manner. The explanatory research design is proper
when the researchers knows small about the opportunity or issue. Explanatory research design is
not limited to one specific paradigm but may use either qualitative or quantitative approaches. It
was conducted on one selected area of Jinka Town Municipality, Ethiopia. The data uses in the
study are quantitative in nature which was collected from primary sources.

In the explanatory factor analysis variables were measured the same impact analysis by using a
single questionnaire. In addition that the study also associational in design because there is the
intent to establish the relationship between dependent and independent variable of the study.

3.3 Descriptions of the Study Area

The study was conducted at Jinka Town Municipality, South Omo Zone of SNNPR.
Jinka Town is located away from regional Town, Hawasa at distance of 525KMs and
751KMs away from Addis Ababa City. South Omo Zone has 8 districts (woredas) and 1
city administration, Jinka Town. Jinka Town has 5kebeles with 10800 households
(43,200 population size).(Jinka Town Finance and Development Office, 2016).

20
3.4 Population of the Study

The municipal has three new and two permanent and totally have five kebeles. The new kebeles being
governed under the rural woreda which was the neighbor of the municipal become recently demarcated to
the town because of the urbanization.

However, the researcher aimed to collect better data from the permanent kebels who have an experience
in providing relevant information for the study than the new comers. Thus, all inhabitants or customers
who lived in the Town for at least four years and the target study population was Mehal-arada and
Tenadam-kebeles‟ households were selected. There are 500 households in Mehal-Arada Kebele and 520
households in Tenadam- kebele. In this study a household was represented by a breadwinner of the family
members or any individual who is able to understand the manner of the municipality service. In addition,
the employees of the municipality of the Town who worked in the office for at least two years were
expected to provide better information about the service rendering & customer feedback were taken as the
populations from which the sample of the study was drawn. Accordingly, there are 87employees, five (5)
core process owners, four (4) supervisors and two (2) elected officials in the municipality. Thus, the total
population of the study was 1,118 in number of those households, employees and head office on
individual basis.

3.5. Sampling technique and sample size

The list of names of all elements of office staffs and customers (households and individuals) was
the sample frame of the study from which the researcher draws the samples of the study.

3.5.1. Sample Technique

To go with the available resource and to be economical, the researcher was employed sampling
techniques of both probability and non-probability sampling methods. Briefly speaking, the
researcher was used multistage sampling strategy that is assumed help the researcher reach the
target group.

Accordingly, the researcher selected two kebels using purposive sampling technique where
subjects are selected because of their convenient accessibility and proximity to the researcher
because, they are easiest to recruit for the study and the researcher did not consider selecting
subjects that are representative of the entire population.

21
According to Burns and Bush (2006), stated that convenient sampling would be ideal to test the
entire population, but in most cases, the population is just too large that it is impossible to
include every individual. This is the reason why most researchers rely on sampling techniques
like convenience sampling, the most common of all sampling techniques. Many researchers
prefer this sampling technique because it is fast, inexpensive, easy and the subjects are readily
available. Therefore, the researcher purposively selected and conveniently released the
questionnaires for those of households who lived for more than four years from both kebeles
namely Mehal-Arada and Tenadam kebeles each having 500 and 520 household population
respectively employed as sample size. Because, the researcher thought that these kebeles have
relatively inhabitants and customers who lived in the Town for more than four years which was
considered as point of reference for this study to take samples for the study.

3.5.2. Sampling size

A simple random sampling was employed to select sample from the study populations. The
reason for using simple random sampling is that first, we have more precise information inside
the sub-population about the variables we are studying. And second, we can raise precision of
the estimate of the variables of the whole population.

According to Taro (1973), study was applied as simplified formula to determine the required
sample size at 95% confidence level, and allowable error = 0.05% and number of employees
who work within the municipality lines of supply chain management practice of the municipality
are 1118.
n = __N___
2
1+N (e)

Where „n‟isthe sample size, N represented for both of the total number of employees in the
municipality as well as the households, and „e‟isthe level of precision.Employees in the office
who worked more than two years were selected through calculating the sample size by
substituting the numbers into the Taro‟s formula, the numbers of sample is 526. From the total
number of 98 employees who have worked for more than two years and out of them 78
employees were needed as the targets subjected for the study was selected 1 through 98 lottery
method. After all, considering such constraints as financial, material and time, as has been stated
earlier, the total sample size was as the following.

22
Table 3.4.1 Population, sample size and sampling techniques

S/No. Category Population Sample size Sampling technique

1 Office 150 out of which 78.71 Convenient for Elected
Experts 98employees worked in employees among officials, Core-process owners
(including the municipal office for those who worked and supervisors; simple
head and vice at least 2years random sampling technique for
in the office
of the experts in different section of
=>2years
municipal) the municipal office.
2 Mehal arada 222
Kebele:500(2000 family
Households(I
members)
ndividuals
Customers) Tenadam Kebele:
Simple random sampling
520(2080 family 226
members)
Total 1118 526

***Source from JINKA municipality data, 2018

The released questionnaire to households was collected by the researcher using the motor bicycle
averagely addressing 20 households/day and totally spent 24days for the completion of data
collection regarding the employees, officials and core process owners as well.

3.6. Sources of Data

To ensure the validity of the research and meet the objectives of the study, the researcher was
collected relevant data of both primary and secondary sources.

3.6.1 Primary Data Sources

The data collection techniques that were used to collect firsthand information were self-
administered questionnaires, depth interview and FGD.

A. Questionnaires (closed-ended and open –ended)

Questionnaires were designed in open ended and closed ended. The closed ended questionnaires
prepared in Five Likert Scales to let customers and employees express their opinion on the
scales. In addition, questions like “Yes” or “No” questions were used when appropriate. The
questionnaires were administered to 448customers and78employees including the major and the

23
vice of the municipal office. The questionnaire was designed separately for customers and
service providers (employees of the municipality) to enable the researcher collect relevant data.
Once the questionnaires have been developed in English, most parts of the questionnaires were
translated in to Amharic.

The questionnaires were used to collect data regarding; reliability, responsiveness, assurance,
empathy and tangibility of SERVQUAL model from customers view point. Likewise, variables
related to customer satisfaction was used in the questionnaire to collect data such as customer
expectation, perception and evaluation of service delivery, quality service recovery, service
encounter and service improvement and request outcome of that particular level from the
customers.

In addition, items prepared on the practice of the principles of public service delivery were used
to determine the practice of the principles in the municipal office. The distribution of
questionnaire was using simple random sampling technique of probability sampling method for
the customers and employees. The employees were provided questionnaires on challenges of
provision of quality public service and on the practices of public serve delivery principles.

B. Interview

In interview, the researcher used purposive sampling technique to interview the head and vice
head of the municipal office and additionally the office‟s core-process owners, and supervisors.
Accordingly, problems faced in delivering quality service at the different levels of the sector
focusing on work related variables such as standards, hospitality, processes, time, customers‟
compliant handling mechanism and employee‟s related attributes was considered and asked.

C. Focus Group Discussion

The Focus Group Discussion was used to generate information from both customers and service
providers separately; through formation of five groups where two groups are from service
providers (employees) and three groups are from customers. Thus, the researcher was used the
information gathered through this tool to enhance those data that was collected through
questionnaires and interviews as well as synthesized with thematically important literatures.

24
3.6.2 Secondary Data Sources

To robust the study, the researcher collected relevant secondary data related to the study‟s topic
by analytically reviewing different documentary sources. Among such sorts of sources books,
articles /thesis, journals, internet, reports and any other relevant scholarly or academic writings
were the most ones.

3.7 Validity and Reliability

According to Bryman and Bell (2007), reliability analysis is concerned with the internal
consistency of the research instrument. Malhotra (2010) mentioned about three types of validity
in his study: content validity, predictive validity, and construct validity. This study was
discoursed content validity through the review of literature and adapting instruments which
used from previous research. This means the respondents agreed that they were satisfied with the
service. A Cronbach‟s alpha coefficient calculation of 0.871 showed the 43-item instrument to be
internally reliable.

As multiple items in all constructs were used, the internal consistency/reliabilities were
conducted with Cornbrash‟s reliability analyses were expected to conduct each variable of the
instrument. The reliability of the measures was examined through the calculation of Cronbach‟s
alpha coefficients. For scale acceptability, Hair et al. (1998) suggested that Cronbach‟s alpha
coefficient of construct is 0.65. If each domain obtains the value 0.65, it means that, the items in
each domain are understood by most of the respondents. On the other hand, if the findings are far
from the expected value of 0.65, this might be caused by respondents‟ different perception
toward each item of the domain.

3.8. Methods of Data Analysis and Presentation

For the purpose of achieving the objectives of the study, data gathered through these different
techniques were analyzed and interpreted qualitatively and quantitatively hence the data analysis
was employed both qualitative and quantitative method. To this effect, data gathered through
questionnaire was analyzed quantitatively and displayed by using tables, and central tendency
measures like mean, modes, and percentage. In this sense, mean score correlations, stepwise
regressions was to describe the service delivery processes, improvements in service quality and

25
 level of customers‟ satisfaction and other objectives. Similarly, data gathered through interviews
and observations was analyzed qualitatively.

In most cases data gathered through interview and FGD was interpreted, thematically, in line
with the data gathered by questionnaire especially in the discussion part of the study. Finally,
correlation coefficient (Spearman correlation coefficient) was used to show the relationship
between quality public service delivery and customer satisfaction and in addition to check the
correlation among the five dimensions. Statistical Package for the Social Sciences (SPSS)
Version 20 and Microsoft Office Excel Windows 2013was used to analyze the data as they assist
the researcher to manage it.

3.9 Ethical Consideration of the Study

In conducting the study, the researcher was considering the next ethical approaches:

 The researcher ensured that there is no exploitation for personal gain of research population.
 The researcher didn‟t influence over respondents and others to enforce them to participate in
the research.
 The researcher considered cultural, religious, gender and other significant differences into
account within the research population.
 The researcher used the data only for the intended purpose that was for the academic
purpose.

To sum up, this chapter deal with the overall research design of the study that gives clear path
about what kind of data are required and from whom, how to gather those data, and how to
analyze and present those data was put orderly.

26
 CHAPTER FOUR
Data Presentation and Discussion of Results

4.1 Introduction

This chapter is a detailed presentation of the results of the study. The data covering the various
sub-themes are presented, analyzed and discussed. They include the profile of respondents, level
of service quality and satisfactions in Jinka municipality customer perceptions not expectations,
regression and correlation tests that were conducted, service quality gaps, standards of service
quality, processes and procedures and in ensuring high services delivery.

4.2. Demographic characteristics of respondents

Figure 4.2.1 Gender Distribution of Respondents (Clients)

PERCENTAGES OF GENDER RESPONDENTS

FEMALE 31%

MALE 69%

Source: Field Data, 2018

The demographic factor was not the main concern of this study. But, the demographic feature
indicated that majority of male customers have more attachments to the service entity than the
female respondents. From the above result, it is possible to understand that issues especially
related to land management segments in the study area was more concerning the male those
have more ownership rights than the female.

27
Figure 4.2.2 Age Distribution of Respondents (Clients)

AGE RANGES OF RESPONDENTS IN

PERCENTAGES
65+ 0
56-65 46-55
18%
8% 26-35
15-25 (11%) 40%
36-45

23%

Figure 4.2.3 Educational Backgrounds of Respondents (CLIENTS)

50%

23%

12%

8%
12%

Source: Field Data, 2018

28
 4.3 Analysis of the above Figures

From the above figure 4.2.1 to 4.2.3 and diagrams above the demographic profile of the
respondents is as follows: With regards to sex, 69% of the respondents were found to be males,
with the females constituting 31%. The demographic factor was not the main concern of this
study. But, the demographic feature indicated that majority of male customers have more
attachments to the service entity than the female respondents. From the above result, it is
possible to understand that issues especially related to land management segments in the study
area was more concerning the male those have more ownership rights than the female.

With regards to age, respondents in the age group of 26 to 35 years constituted the majority
(which is 40%), with those in age group of 65 years and above constituting zero %. The second
largest age group is that of 36 years to 45 years, accounting for 23%. Thus these two groups
account for 63% of the Commissions clientele in terms of age. This picture might very possibly
be the general situation because majority of Jinka Town municipality population are the most of
these are among the active segments of the population are more abreast of service issues. With
regards to their educational background, surprisingly those with junior high school level
happened to be the dominant group, followed by senior high school. This point to the fact that
the majority of the respondents are not poorly educated neither are they highly educated, as only
twelve (12) of them have tertiary education. Educational background of the respondents having a
contribution for this study to find a well justified data based on the questionnaires being
distributed for the respondents.

4.4 Service Quality and customer Satisfaction in Jinka Town Municipality

According to Zeithaml and Bitner (2008), “service quality is a focused evaluation that reflects the
customer‟s perceptions of specific dimensions of quality: reliability, responsiveness, assurance,
empathy and tangibles”. It is a conceptual construct which centers on perceived quality defined as
a customer‟s or client‟s judgment about an entity‟s overall excellence or superiority Zeithaml,
(1987).Customer (client) satisfaction measures how well an organization‟s product or service
meets or exceeds customer or client expectation. According to Kotler (2000), customer satisfaction
is a person‟s feeling of pleasure or disappointment resulting from a product or service perceived
performance (or outcome) in relation to his or her expectations.

29
Table 4.3.1 summary of descriptive statics on service quality inJinka town

Tangibles Mean St.

score deviations
The municipality has visually appealing material associated with the 2.7572 1.63426
service delivery
The municipality has modern equipment‟s in the office that facilitate 3.5583 1.59557
service delivery
Employees have a net and professional appearances 2.4912 1.39629
After all the office‟s service is usually reliable 2.8688 1.68915
Reliability 2.4107 1.61012
The employees of the municipal office provide service as promised 3.2243 1.57331
The employees of the municipal office are dependable in handling 2.8738 1.37692
customers service problem
Employees of the municipal office perform service delivery right at the 2.4019 1.42979
first time
The employees of the municipal office provide the required 2.1663 1.52679
Responsiveness 2.7572 1.63426
The municipal office‟s employees are always willing to help you 2.7683 1.59557

The employees of the offices are ready to respond to your request as 2.4912 1.39629
required
The employees of the office provide prompt services 2.8688 1.68915
The office‟s experts are never busy to reply to you as their customer 2.4107 1.61012

Assurance 2.2243 1.57331

The employees of the office greet you positively just as you enter the 2.8738 1.37692
office
The employees of the office are flexible in solving your problem 2.4019 1.42979
The employees treats you equal to others for your request 2.1663 1.52679
The organization is good at keeping your privacy secret as needed 2.7572 1.63426
The employees ability is convincing in problems solving 2.7683 1.59557
Empathy 2.4912 1.39629
The employees of the municipal office well understand you and your 2.8688 1.68915
problem
The offices‟ employees acknowledge your need or frustration when 2.4107 1.61012
solving problems
The employees are caring for your emotion while service encounter 2.2243 1.57331
The employees of the office are empathic to issues you bring to them. 2.8738 1.37692
Source from field data, 2018

30
Note =

 0-2.5 low mean difference of agreement due to positive questions

 2.6-3.5 medium mean difference
 3.6-5.00 – high mean

From above table 43.1 Regarding to the service delivery part; Tangibility‟s item, The
municipality has visually appealing material associated with the service delivery in medium
mean score of 2.757 by standard deviations of 1.63426 varies , The municipality has modern
equipment‟s in the office that facilitate service delivery in medium mean score of 3.5583 by
standard deviations of 1.59557, Employees have a net and professional appearances low mean of
2.4912 by standard deviations of 1.39629, After all the office‟s service is usually reliable
medium mean difference 2.8688by standard deviations of 1.68915.The study shows that all
Tangibility is in moderate level.

Regarding to Reliability, the employees of the municipal office provide service as promised in
medium mean score of 3.2243 by standard deviations of 1.57331, The employees of the
municipal office are dependable in handling customers service problem in medium mean score
of 2.8738 by standard deviations of 1.37692, Employees of the municipal office perform service
delivery right at the first time in low mean score 2.4019 by standard deviations of 1.42979, The
employees of the municipal office provide the required in low mean score of 2.1663 by standard
deviations of 1.52679.As shown in table 4.3.1 customers perceived the ability of the service
providers to meet its agreement was moderate level (3.28). This clearly indicates that the
municipality was not delivering service as per the agreement.

From interview provided by respondent, majority of respondent municipality service not well
reliable and full of corruptions.

Regarding to Responsiveness, The municipal office‟s employees are always willing to help you

medium mean score 2.7683by standard deviations of 1.59557, The employees of the offices are

ready to respond to your request as required medium mean score 2.4912 by standard deviations

of 1.39629, The employees of the office provide prompt services in medium mean score of

31
2.8688 by standard deviations of 1.68915, The office‟s experts are never busy to reply to you as

their customer medium mean score 2.4107 by standard deviations of 1.61012.

Responsiveness concerns the willingness to help customers and provide prompt service (Parasuraman
et al, 1988). Gilmore, A. (2003) explained that responsiveness concerns the willingness and readiness
of staff to deliver the service and respond to customers‟ requirements. It may involve mailing
information or transaction details immediately, calling customers back promptly when promised and
giving prompt service is at medium level 2.74.

Service quality regarding to Assurance, The employees of the office greet you positively just as you
enter the office medium mean score 2.8738 by standard deviations of 1.37692,The employees of the
office are flexible in solving your problem low mean score 2.4019 by standard deviations of 1.42979,
The employees treats you equal to others for your request low mean score 2.1663 with standard
deviation of1.52679. The organization is good at keeping your privacy secret as needed in medium
mean score of 2.7572 by standard deviations of 1.63426, the employees ability is convincing in
problems solving in medium mean score of 2.7683 by standard deviations of1.59557.Assurance
relates to how secure, free from danger, risk or doubt customers feel during interaction with the
service.

Parasuraman et al., (1985) stated that assurance is the freedom from danger, risk, or doubt. It involves
confidentiality of customers‟ secret information. As depicted in Table 4.3.1, customers‟ perception,
they ranked medium level (2.75).

Regarding to Empathy, The employees of the municipal office well understand you and your problem
in medium mean score of 2.8688 by standard deviations of 1.68915, The offices‟ employees
acknowledge your need or frustration when solving problems in low mean score of 2.4107 by
standard deviations of 1.61012, The employees are caring for your emotion while service encounter
in low mean score of 2.2243 by standard deviations of 1.57331, The employees of the office are
empathic to issues you bring to them in medium mean score of 2.8738 by standard deviations of
1.37692.

32
The data representing the responses of the clients were analyzed to depict their responses with
regards to their perception levels of service quality in jinka town is at medium level at 2.87.

According to one of respondent informed:

I think this municipal has no one give attained due to open ignorant and abasement. We
always applied for something we don’t have had answer. The only person who got
response are those who have money for bribe. That is all about for me.

Similarly, one of the respondents stated that:

I don’t think this municipal can be reliable based on its service and employee response.
They are ignorant. A month ago, I should have built house and went municipal. Then, I
asked them to have building permit but they still did not give me the opportunity. All
building material now distorted. This is Because of them. This is big mistake they made
asking me give them money. Now time I have no money. so, how can I go on building my
house.

The Municipality regarding land management, building and replacement of housing have no well
implementations on permitting and measurement of the land.

Employees were also asked to list down the main problems that exist on service provision, and
they are summarized as follows: there is no enough resource to serve customers effectively, non-
recognition of employees by the management, lack of training and development, lack of
information flow, lack of any competitive firm, system failure especially for prepaid meter
operation, no clear manual and procedure, and poor resource allocation are the main problems.
These facts are also confirmed by the officials‟ interviews that were conducted with them.
During interview the municipal officials time of asked “Have you ever made any reform in
service delivery system in order to satisfy your customers?”
There is always follow up mechanism for improvement and continuous discussion around
the reform. In addition, there is always feedback from customers and reform team
members at the municipal employee authority levels, and there is regular meeting of the
employees, with the case team, with teams and management members.

33
During FGD& interview both officials believe that there may be dissatisfied customers on
service delivery. They informed that various reforms are being implemented for improvement of
service delivery and satisfaction level. Moreover, both officials raise the impact of committed
workers and the shortage of human power to meet the rapidly increasing demands. These show
that there is a knowledge gap between the officials and the service providers of the municipal. To
see this gap employees were asked to rate their knowledge based on the standards of the service.
Customer satisfaction is linked with both the personal interaction in the service provider and the
outcomes experienced by service user. In this part of the Thesis, the summary of findings of the
study is derived from the analysis of both the primary and secondary data.

However, the data source is mainly emphasized on the primary data that had been collected from
different respondents through questionnaires and interviews. Based on the analysis of the service
delivery practice and customer satisfaction, the following findings are identified. Substantial
number of customer not satisfied with service provisions given by the employees about services,
convenience of the working hours, knowledge of employee and consideration given by the
municipal.

Majority of the customers are not satisfied up to reliability and tangibility of service and the
ability of responsiveness to attract customers‟ visions. However, customers are not satisfied with
corrupted of employees and the located of officers. There is a great problem of system failure,
shortage of employee, ignorant problem and lack of orientation on how to use the work hour for
its customers, especially for prepaid land management related users.

34
Table 4.3.2. Customer satisfactions in Jinka town

Variables Item Mean Standard

score deviations

Service How do you rate the municipality‟s service provision; and did 2.6232 1.44731
Quality the employees meet your needs and expectations?

Service How one can judge the timely performance and the office‟s 2.8649 1.62699
Delivery commitment to meet your expectations of service?

Service How do you rate the employees‟ interaction with you in 3.0646 1.55353
Encounter service provision processes?

Service How do you determine the office in terms of service 2.5599 1.65619
Recovery Improvement and the way the office receives and gives
feedback to you?

Outcome After all, did you get what you requested from the office? 4.1806 1.43213

Overall How do you rate the overall satisfaction level you feel to all 3.5052 1.35559
Satisfaction aspects of the service the municipality provides to you?

Source from field data, 2018

Note =

 0-2.5 low mean difference of agreement due to positive questions

 2.6-3.5 medium mean difference
 3.6-5.00 – high mean difference

From above table 43,2, regarding customer satisfactions in Jinka town, the rate the
municipality‟s service provision; and did the employees meet their needs and expectations was
showed in mean score of 2.6232 by standard deviations 1.44731

Respondent judge the timely performance and the office‟s commitment to meet your
expectations of service in mean score of 2.8649 by standard deviations of 1.62699. The rate

35
given by respondents of the employees‟ interaction with them in service provision processes is in
mean score of 3.0646 by standard deviations of 1.55353.

Respondent determine that the office in terms of service Improvement and the way the office
receives and gives feedback to them in mean score of 2.5599 by standard deviations of 1.65619.
They get what they requested from the office in mean score 3.1806 by standard deviations of
1.43213. They rate the overall satisfaction level as client feels to all aspects of the service the
municipality provides to them is in medium mean score of 3.5052 by standards deviations of
1.35559.

Table 4.3.2 indicates that the overall satisfaction of the customers in service quality is below the
expected average mean. These indicated that there is service quality problem in some activities
of the municipality. The dimensions in measuring the quality service were declined to having an
impact on customer satisfaction. Finally, the study attempted to find out whether in ensuring
quality service delivery the municipality encounters any challenges. Timeframes have also been
set out within which various categories of complaints are expected to be dealt with. The
complaints are classified based on their degree of complexity. For each class or category,
timelines have been set within which preliminary and full investigations are to be completed.
Majority of the municipality service delivery indicated and manipulated as dirty handy and it
constrained in “embezzlement assured service delivery”.

The constraints identified by the study are as follows: municipality constraints, poor service
conditions, and low application of employee motivations, poor budgetary allocation, poor office
environment, inadequate training opportunities and lack of enforcement powers.

36
Table 4.3.3: Compliant Handling Mechanism from customer perspective

variables Statement Mean St. deviations

score
You can say the office use your feedback as 2.8688 1.68915
input to improve the service next time
Improvements
You repeatedly complain the same/ similar 3.4107 1.61012
problem to the organization.
You are encouraged to tell your feelings on the 2.2243 1.57331
service you are provided
The organization has a person or a committee 2.8738 1.37692

The office has habit of seeking feedback from 2.7572 1.63426

you
Encounter The office resolves complaints effectively 2.7683 1.59557

Source from field data, 2018

Note =

 0-2.5 low mean difference of agreement due to positive questions

 2.6-3.5 medium mean difference
 3.6-5.00 – high mean difference

From above table regarding to municipality complain handling mechanism, they can say the
office use their feedback as input to improve the service next time in medium mean score of
2.8688 by standard deviations of 1.68915., You repeatedly complain the same/ similar problem
to the organization in medium mean score of 3.4107 by standard deviations of1.61012,

You are encouraged to tell your feelings on the service you are provided in low mean score of
2.2243 by standard deviations of 1.57331, The organization has a person or a committee in
medium mean score of 2.8738 by standard deviations of 1.37692, The office has habit of seeking
feedback from you in medium mean score of 2.7572by standard deviations of 1.63426 and The
office resolves complaints effectively In medium mean score of 2. 7683 by standard deviations
of 1.59557 varies.

37
As depicted in Table 4.3.3, of all outcome compliance handling, the implement ability of the
study was considered as medium level (2.72). But all the rest outcome compliance handling was
expected to be at moderate level. Thus, the overall customers‟ perceptions on compliance
handling level became moderate.

Regarding to the customer during interview, majority of respondents replied that, the
municipality employees were completely ignorant during customer applying for complaint of
services. According to one of respondent interview about complaint handling:

I bought a small house from my neighbor. I went to municipal to rebuild the house. As
soon as I went to municipal to get work permit ion.In the first day one of guard stated that
there is meeting. The next day I came again and asked one of employee, he stated that the
engineer is not there due to she went out. One weak latter I came again to ask permitted,
but, they told me to come after a week. Even after two weeks later came again still the
same. On other employee secretly told me to give some money to her & your request will
be completed within an hour. I felt sorry.

The other respondent similarly stated that:

Jinka municipality is source of ignorant and full of corruptions carryout. On week latter I
was went to municipality apart my house to my son. Then, I asked them to see and allow
me to depart. Female engineer told me she will have come and see. But, she is not even
remembering me. How could even I go ahead perform my home. It is disgusting. I was
applied to the officer, he told me better be wait for response until I will have offer the
service.

From this interview one can say that there is no well-designed complaint handling mechanism available
within the municipality. However, the researcher observes that there is complaint feeling form which is
available in the municipality, and there is no any clear process or procedure how dissatisfied customers going
to apply. So, there is a problem of informing or giving orientation about the availability of the procedure as
well as the way it was handled.

38
Table 4.3.4: customer perceptions among Information sharing on the Practices of the
Public Service Delivery Principles in the office

variable Item Mean St.

score deviations

Consultation The office has regular consultation hours with you 2.6232 1.44731
The consultation hours and days are convenient to you 2.8649 1.62699
Courtesy When you go to the office to be served, the employees are 2.0646 1.55353
politely receiving and serving you.
Information Usually the office gives you reliable and complete 3.5599 1.65619
information on what you ask and do.
Openness Whenever you go to the office for service, you can easily 2.1806 1.43213
and identify division of job together with their responsibilities
Transparency and the body/person that is responsible for the service
type.
Redress Feedback for your complaints and grievances are usually 2.7052 1.35559
fast ; the employees of the office are sympathetic to your
problem and apologize for mistakes or your grievances
Value for The office provides service cost effectively and efficiently 2.2452 1.64902
money. and strive to reduce the expenses you incur in the service
process
Source from field data, 2018

Note =

 0-2.5 low mean difference of agreement due to positive questions

 2.6-3.5 medium mean difference
 3.6-5.00 – high mean difference

From above table 4.3.4, Regarding to Information on the Practices of the Public Service Delivery
Principles in the office; the office has regular consultation hours with you in medium mean
score of 2.6232 by standard deviations of 1.44731. The consultation hours and days are
convenient to you in medium mean score of 2.8649 by standard deviations of 1.62699, when you
go to the office to be served; the employees are politely receiving and serving you in low mean
difference of 2.0646 by standard deviations of 1.55353, Usually the office gives you reliable
and complete information on what you ask and do in medium mean score of 3.5599 by standard
deviations of 1.65619, Whenever you go to the office for service, you can easily identify division

39
of job together with their responsibilities and the body/person that is responsible for the service
type in low mean score of 2.1806 by standard deviations of 1.43213.

Feedback for your complaints and grievances are usually fast; the employees of the office are
sympathetic to your problem and apologize for mistakes or your grievances in medium mean
score of 2.7052 by standard deviations of 1.35559.The office provides service cost effectively
and efficiently and strive to reduce the expenses you incur in the service process in low mean
score of 2.2452 by standard deviations of 1.64902.

The analysis of the research data shows that Information on the Practices of the Public Service
Delivery Principles in the office is clearly declining customer satisfaction. Only one out of seven
factors included in Information on the Practices of the Public Service Delivery Principles in the
office has low mean difference which is shows satisfaction of the customers. Such factor is
customer service i.e other Information on the Practices of the Public Service Delivery Principles
in the office totally fail to have an impact on customer satisfaction.

Similarly to interview time, respondents responded that regarding to information‟s show the way,
municipal is full of ignorant. Most of them indicated that though they were not completely
satisfied with their experience because their expectations with regards to some of the requests
were not met specially land management related information‟s in the area, they still regard the
municipal as the most appropriate and easily accessible place to seek remedies to cases of
information‟s shortage, administrative injustices and issues of corruption is highly associated. To
some they would return to in corruption. Because, its services are free of hiding and the staff do
not engage in extortion of blame from the municipal due giving money to workers.
According to municipal official gave suggestions that:

As far as possible, we are offering better service to service seekers. But, we are not full
of compassions and we do say there is no problem, sometimes this kind of service
inaccuracy happens.

Some were of the view that information‟s delivery in the public sector is generally not the best
and given the level or standard of service quality in Jinka Town and comparing it with what
obtains in information‟s provision similar services, pity corruptions is relatively better. The

40
conclusion is that they prefer to come to get better information‟s when need be it is get better
give some money to terminate their business.

Finally, when asked whether based on their experience they would recommend the municipality
to other officers, all majority of respondents during FGD, replied that they are affirmatively did
not have answer from concerned bodies; either of municipality employee or officials.
Table 4.3.5, Response of Employees on the practices of Public Service Delivery Principles

Variable Item Mean St.

score deviations

Consultation The office has regular consultation hours with its 2.7572 1.63426
customers

Courtesy In case a customer is dissatisfied to your response to his or 3.7683 1.59557

her request, you will let him/her go and come back after
some days

Information Usually your customers have complete and reliable 4.4912 1.39629
information regarding what they will do and expected of
them

Openness All or most of your customers know which division of 3.8688 1.68915
and work and individual is responsible for which service kind
Transparency and they can easily identify what is expected of them.

Redress Feedback for complaints and grievances are usually 3.4107 1.61012
processed fast ; the employees of the office are
sympathetic to their customers‟ problem and apologize for
mistakes

Value for The office provides service cost effectively and efficiently 3.2243 1.57331
money and strive to reduce the expenses of its customers

Source from field data, 2018

 Note = 0-2.5 low mean difference of agreement due to positive
questions
 2.6-3.5 medium mean difference
 3.6-5.00 – high mean difference

41
From above regarding to table 4.3.5, Response of Employees on the practices of Public Service
Delivery Principles; the office has regular consultation hours with its customers in medium mean
score of 2.7572by standard deviations of 1.63426. In case a customer is dissatisfied to your
response to his or her request, you will let him/her go and come back after some days was agreed
in highest mean of 3.7683 by standard deviations of 1.59557

Usually your customers have complete and reliable information regarding what they will do and
expected of them was agreed in highest mean of 4.4912 by standard deviations of 1.39629

All or most of your customers know which division of work and individual is responsible for
which service kind and they can easily identify what is expected of them was agreed in highest
mean of 3.8688 by standard deviations of 1.68915, Feedback for complaints and grievances are
usually processed fast; the employees of the office are sympathetic to their customers‟ problem
and apologize for mistakes was agreed in medium mean of 3.4107 by standard deviations of
1.61012 and The office provides service cost effectively and efficiently and strive to reduce the
expenses of its customers was agreed in medium mean of 3.2243 by standard deviations of
1.5733.

The finding of the study shows that it is contrary to the client response by higher mean
deviations of response above 3.5 mean.

This over all Response of Employees on the practices of Public Service Delivery Principles
seems modern level. But there is contrary idea from interview and FGD; during the interview
one of the municipality officials stated that:

“It is difficult to say that, all our customers are fully satisfied in municipality
services. Because, the situation now adays in the country is the problem
between customer demand and our service gap. So, they may not be happy with
some services given by municipality”.

According to the FGD, they believed that they requesting the improvements have been made to
increase customer satisfaction: There are some changes in service and delivery processes.

For example, for solving Delaying problem to adders service to the customer there is rapid
expansion in prepaid meter connection and other services are given based on the assumption of

42
one stop service (one touch service) There is a big shortage of man power, expansion of service
to all community of distribution service from municipality. Finally study justifies that there is
still problem on service delivery not consolidated by officials of municipals in Jinka town.

 Staff perceptions and Management Perspectives on Service Quality and Customer

Satisfaction

During interview and FGD together some perspectives of the staff of Jinka Town Municipality on
the concepts of service quality and customer satisfaction this was thought to be necessary.
Because, the researcher is of the view that a good understanding of the two concepts by the staff,
who are the internal customers of Jinka Town municipality put them in a better stead in enhancing
service delivery. The staff interviewed had some understanding of service quality and customer
satisfaction regarding management Perspectives, most of them could not clearly explain what
constitute these two concepts.

Generally, the staff were viewed that service quality is about offering efficient services that
address the needs of the clients and some indicated it is about “offering the best to your clients.”
On customer satisfaction, they explained that it involves making sure that the client is content with
the services offered.

On the relationship between staff and customer, all staff interviewed were viewed that service
quality impacts on customer satisfaction related to land management is poor. That is to achieve
customer satisfaction; service quality has to be improved upon. This in general agrees with the
understanding of clients with regard to these concepts and their relationships.

These positions are therefore consistent with the position of researchers and practitioners who view
service quality as an antecedent to customer satisfaction.

4.5. Correlations

A Pearson correlation analysis was carried out to determine the amount of association between the
studied variables (Table 4.3.2). It was observed that all quality variables correlated in a positive and
significance manner with satisfaction (p< .001). The analysis indicated a high correlation between
satisfaction and tangibility (r = .585), followed by reliability (r = .526), empathy (r = .493),

43
responsiveness (r = .484) and assurance (r = .364). The effect size of these correlations can be
classified as medium to large based on Cohen‟s (1988) guidelines.
Table 4.4.1, Pearson Correlations of the Perceived Quality Dimensions and Satisfaction
variables Empathy Tangibility Assurance Reliabil Responsi Customer
ity veness Satisfaction

Empathy 1.00

Tangibility .440 1.00

Assurance .395 .343 1.00

Reliability .414 .348 .234 1.00

Responsiveness .424 .457 .254 .315 1.00

Customer Satisfaction .493 .585 .364 .526 .484 1.00

Note: All correlations are significant at the 0.01 level (2-tailed).

Source from field data, 2018

To identify which service quality dimensions were correlated strongly with satisfaction, multiple
regression analysis was conducted with the five subscales of service quality dimensions as
predictor variables and satisfaction as the dependent variable. The satisfaction variable index
was based on the arithmetic mean of six consecutive items on the scale, used for measuring
general satisfaction towards municipal service. The mean value for the satisfaction variable was
x = 4.146, with a standard deviation of 0.808.
Stepwise regression was used to examine the relative importance of the five service quality
dimensions in determining satisfaction. A significance level of 5% was used. The model to be
tested was:
Y = ax1 + bx2 + cx3 + dx4 + ex5 + e
Where Y = Satisfaction; x1 = Tangibility; x2 = Reliability; x3 = Responsiveness; x4 =
Assurance; x5 = Empathy; and e = Constant.

To find the best regression model, an automated selection procedure of stepwise regression was
applied. In the stepwise solution, the tests are performed at each step to determine the influence
or contribution of each variable already in the equation as if it were entered last. So by doing this

44
it makes it possible to select a set of independent variables that best predict the dependent
variable, and thereby eliminate superfluous variables. The order of the inclusion of the
independent variable is determined by the contribution of each variable, to explain the variance
in the independent variable (Hair et al. 1998). In this case, the variable that explains the greatest
amount of variance is entered first; the variable that explains the greatest amount of variance in
conjunction with the first variable is entered second, and so on. The independent variables which
do not meet the pre-established statistical criteria for inclusion in the equation are deleted at each
successive step.

To test whether the assumptions of linearity, homoscedasticity and independence were met bythe
data, checks were undertaken by constructing the normal probability plot and residuals scatter
plot. A visual inspection of the normal probability plot revealed that the residual plots were
almost close to the normal straight diagonal line, suggesting that the residuals were approximate
normal distribution. Additionally, the scatter plot (a plot of the student zed residuals versus the
predicted values) revealed that most of the plots concentrated along the zero line in an almost
rectangular shape, with relatively equal dispersion about zero and no strong tendency to be either
greater or less than zero, verifying that the residuals were linear and homoscedastic. Thus there
were no reasons to be concerned about the violation of regression assumptions.

To test for the possible presence of multicollinearity problem, a correlation matrix was run
among the five independent variables. As shown in Table 4.4.1, the inter-correlations among the
five independent variables were rather low, ranging from 0.234 to 0.457. Thus, it was concluded
that there were no reasons to be concerned as no high inter-correlations existed among these
variables.
However, the absence of high vicariate correlation does not imply lack of co linearity because
the correlation matrix may not reveal collinear relationships involving more than two variables.
Therefore, the tolerance values of the independent variables were assessed further while the
regression analysis was run using the conventional tolerance value of 0.1 as the cut-off point for
high multi-co linearity (Hair et al. 1998). The analysis showed that all independent variables in
the regression equation had high tolerance values ranging from 0.688 to 0.785 and the VIF
values are all quite close to 1.0 (the highest was 1.454), indicating an absence of multi-co
linearity problem.

45
Table 4.4.2, Stepwise Regression Results of Service Quality with Satisfaction
Model Predictor B Beta (β) t-value p-value F-ratio Adjusted
coefficient for theequation R2
1 (Constant) 1.96 9.913 .000 128.189 .353
Tangibility .514 .597 11.322 .000
2 (Constant) 1.38 6.861 .000 98.318 .455
Tangibility .359 .417 7.540 .000
Empathy .291 .369 6.667 .000
3 (Constant) 1.13 5.502 .000 74.698 .487
Tangibility .326 .378 6.924 .000
Empathy .229 .290 5.056 .000
Assurance .176 .211 3.911 .000
4 (Constant) 1.066 5.224 .000 59.323 .50
Tangibility .285 .331 5.835 .000
Empathy .210 .267 4.66 .000
Assurance .146 .175 3.20 .002
Responsiveness.106 .150 2.679 .008

**Note: None of the previously entered variables was removed in subsequent steps. T-value of the estimate: /t-value/ > 1.64,
p > 0.1; /t-value/ > 1.96, p > 0.05
From above table 4.4.2, on Stepwise Regression Results of Service Quality with Satisfaction;
Statistics on variables that entered the regression equation and that, collectively, explained
portions of the variance in the dependent variable are summarized in Table 4.4.2.
The overall F-test for the final regression model was highly significant (F = 59.323, p < .001),
with four service quality dimensions entered the resulting equation: tangibility (β= .331, p<
.001), empathy (β= .267, p< .001), assurance (β= .175, p< .005), and responsiveness (β= .15, p<
.05). The explanatory power of this model, as reported by the adjusted R2 value was 0.5,
suggesting that 50 percent of the variability in the subjects‟ overall satisfaction was predicted by
the service quality dimensions. According to Cohen (1988, p. 79-81), this effect size can be
considered as large.

Stepwise ordering of service quality dimensions that entered the regression equation is as
follows. Tangibility was the first variable that entered the equation as it was the most salient in
explaining satisfaction. It alone contributes 35.3 percent of the variation.

46
At Step 2, Empathy entered the regression equation and it improved the predictive efficiency of
service quality (R-square) from 35.3 to 45.5 percent. Assurance, the next variable to enter the
equation at Step 3, accounted for an additional 3.2 percent of the variation.
Responsiveness was the final predictor that entered the equation and accounted for an additional
1.3 percent of the variation. The relative importance of the service quality dimensions was
indicated by their Standardized Beta Coefficients. As is evidence from Table 4.4.2, the strongest
impact on satisfaction was by tangibility (β= 0.331). The next most important was empathy (β=
.267), followed by assurance (β= .175) and responsiveness (β= .15).
Respondents were asked to mention the reasons for their dissatisfaction with overall quality of
the municipality which are summarized as follows:

 They are serving very large number of customers at municipalities.

 Lack of motivated and skilled, and disciplined manpower
 It is Lack of orientation program for customers especially for service users.
 It got repeated service failure without any prior information.
 Lacks of appropriate complain handling procedure.

But, according to municipal during interview sated here about service delivery, there is always
follow up mechanism for improvement and continuous discussion around the reform. In addition,
there is always feedback from customers and reform team members at the kebele and there is regular
meeting of the employees, with the case team, with region teams and management members to
conclude the satisfactions of customers.

The above reasons are forwarded by dissatisfied on customers on service quality. While most of
the satisfied customers said that the improvement is due to the application of business process
reengineering by the municipality.

During the FGD time majority of respondents stated that the above information from interviews
shows contrary that there exists a very serious problem of distribution service to customer which
is provide complain by customer.

The information obtained from customer and employee indicates that as a result of supply
shortage it is difficult to deliver desired services to satisfy customers. Both officials believe that
during interview there may be dissatisfied customers on service delivery.

47
They informed that various reforms are being implemented for improvement of service delivery
and satisfaction level. Moreover, both officials raise the impact of affected budgetary and the
shortage of man power to meet the rapidly increasing demands of land management related
service.

4.6. Discussion
It believes that there may be some potentially universal facets of service quality and that perhaps
we may not need to develop specific measures from scratch for each context. This would suggest
that basing quality measurement efforts on SERVQUAL is appropriate for the assessing
municipal services.

The study has also attempted to identify the most important service quality dimensions that
determine citizen satisfaction in Jinka town municipal services. Descriptive statistics Mean of
Customers perceived the ability of the municipality to meet its agreement was moderate level
(3.28). This clearly indicates that the municipality was not delivering service as per the
agreement. Assurance relates to how secure, free from danger, risk or doubt customers feel
during interaction with the service. Parasuraman et al, (1985) stated that assurance is the freedom
from danger, risk, or doubt. It involves confidentiality of customers‟ secret information.

As depicted in Table 4.3.1, customers‟ perception, they ranked medium level (2.75). The data
representing the responses of the clients were analyzed to depict their responses with regards to
their perception levels of service quality in jinka town municipality is at medium level at 2.87

From descriptive statics the overall satisfaction of the customers in service quality is below the
expected average mean.

These indicate that there is service quality problem in some activities of the municipality
especially land management related service provision activities were mostly the center as a
source of the customers dissatisfaction. Regarding to all outcome compliance handling, the
implement ability of the study was considered as medium level (2.72). But all the rest outcome
compliance handling was expected to be at moderate level. Thus, the overall customers‟
perceptions on compliance handling level became moderate. This over all Response of
Employees on the practices of Public Service Delivery Principles seems medium level.

48
The results support the findings of the research which indicates that service quality plays an
important role in affecting customer satisfaction our service quality dimensions namely were
found to significantly predict citizen satisfaction, accounting for 50 % of the variation means in
moderate level. Tangibility emerged as the most important predictor or determinant of people
satisfaction in Jinka Town municipality, followed by empathy, assurance, and responsiveness.

49
 CHAPTER FIVE

5. Summary, Conclusions and Recommendations

5.1 Summary

The purpose of this study was to access the service delivery and customer satisfaction in Jinka
town municipality. In order to achieve this purpose the following specific questionnaires raised
in this study as:

1. what is the status of quality of public service delivery of the municipality?

2. What is the level of customer satisfaction towards public service delivery of the
municipality?
3. What is the practice of compliant handling mechanism of the municipality?
4. What are the major challenges of quality public service delivery in the municipality?
Addressed in the study.

The data gathered mainly through questionnaires, interview, and focus group discussion and
reviewing documents.

The research revealed that there are a number of problems that made customers were not happy
in the quality service rendering of the municipality. This was the result of poor attention given to
the customers by the employees as well as the response of the municipal officials. There was
lack of information sharing, lack of implementing all the service quality measuring dimensions
and compatibility of services in line with the value of customers.

The service provision related to land management segment faced a serious problem significantly
dissatisfied the customers. This is because of the ignorance by the service providers concerning,
core process owners related to rent seeking increased the deterioration of the reliability of the
municipality in parts of the customers. There was a failed system and lack of accountability in
order to deter sabotages regarding service delivery for the customers are some part of accepted
challenges of the municipal. Customers were try to fill their complaints in the compliant form.

50
However, because of the absence of well-organized system the municipal could not time
bounded feed-back to their customers.

Most employees of the municipal did not need to provide quality service to their customer due to
the absence of employee motivation as well as trainings. This challenge had an impact on the
customer satisfaction. Access to the necessary resources required to carry out the quality service
are the constraints of the municipal. There challenges like, poor budgetary conditions, poor
service conditions, poor office environment and so forth contributed to poor service quality.

To give better solutions it was suggested that:

The municipal officials can be determined the relative importance of the five service
quality dimensions in predicting citizen satisfaction.
To do so, the officials can determine which service quality dimension(s) they should pay
most attention too.
Recognizing the dominant role played by the employees in delivering quality service, the
municipal officials should make sure that there are always sufficient staffing levels.
The municipal officials should be committed to take a corrective measures towards
ensuring accountability regarding employees who might had with his/her dirty hands in
abusing customers satisfaction.
The officials should assessing service quality regularly through the inclusiveness of
customers and their feed-back so as to make the municipality to improve its quality
problems.

5.2. Conclusions

Our empirical findings provide several service quality implications for municipal service
delivery were found that in moderate practical guidelines for employee to improve quality
attributes that would increase citizen satisfaction. From a strategic standpoint, municipal officials
can determine the relative importance of the five service quality dimensions in predicting citizen
satisfaction. By doing so, municipal officials can determine which service quality dimension(s)
they should pay most attention to. Given the importance of tangibility as a major determinant of
satisfaction, as demonstrated in this study, it is imperative for municipal officials to identify the
relevant extrinsic and intrinsic cues used by customers in order to effectively communicate to

51
them the relevant quality signals.

From the study, it was found that service quality dimensions are positively related to customer
satisfaction. However, not all of them are significantly correlated to customer satisfaction. The
result indicates that the dimensions of Tangibility, Reliability and Empathy are not significantly
related to customer satisfaction, in other words, they are not major determinants of customer
satisfaction.
The Findings indicated that, the municipal did not providing its services as per to the mission
expected from it. For a single service issue, customers are exposed for additional costs.
Land related service are unthinkable without secrete charges. Most of the customers try to raise
their disappointment for many returns on public meetings towards issues related to dirty hands in
the municipality especially land related services. However customers lack any committed body
to resolve their complaints.
Finally, the study attempted to find out whether in ensuring quality service delivery the
municipality encounters any challenges. Timeframes have also been set out within which various
categories of complaints are expected to be dealt with. The complaints are classified based on
their degree of complexity. For each class or category, timelines have been set within which
preliminary and full investigations are to be completed. The categories have been given color
codes and these color codes are placed on each file. Sources indicated that municipality is
constrained in its bid to ensure quality service delivery.

The constraints identified by the study are like -municipality constraints, poor service conditions,
corruption and low application of employee motivations, poor budgetary allocation, poor office
environment, inadequate training opportunities and lack of enforcement powers to service
providers and lack of accountability are some of exceptions

The analysis of the research data shows that Information on the Practices of the Public Service
Delivery Principles in the office is clearly declining customer satisfaction.

The variables as a factors included in Information on the Practices of the Public Service Delivery
Principles in the office has low mean effect which shows dissatisfaction of the customers. And
other Information on the Practices of the Public Service Delivery Principles in the office totally
fails to have an impact on customer satisfaction. Municipal officials need to ensure that all

52
tangible attributes related to employee performance create a desirable impact on customer
perception of quality. This is important as customer continue to look for tangible cue as a means
to reduce perceived risk and describe their service experience (Chen & Chang, 2005).

5.3. Recommendations

In order to offer a consistently high standard of service delivery, municipal officials should
make key performers aware of their role and provide them with adequate training. Empathy and
listening skills are two central areas that need to be addressed in training those employees
actually providing the service. Recognizing the dominant role played by the employees in
delivering quality service, municipal officials should make sure that there are always sufficient
staffing levels. In so doing, they will optimize service delivery and provide a prompt services at
all times. On job training for employees, fulfilling resources which encouraging the service
provision activities, try to build standardized evaluation system so as to use as a measuring tool
in differentiation among employees who perform better in public services delivery principles,
Information sharing as well as effective compliant handing mechanisms. The municipal officials
should be committed to take exemplary corrective measures so as to ensure accountability on
those who are with their dirty hands to abuse the customer‟s satisfaction.

Moreover it also recommended that service quality be assessed throughout the year have a
positive impact for the service quality improvement. The initial assessment provides a baseline
for comparison with future assessments. This comparison is essential for monitoring the
effectiveness of service quality improvement efforts and identification of service quality trends
as they emerge. The assessment would also provide a broader picture of interest to local
governments who would then be aware of the potential areas of interest to their citizens (Scott
&Scieff, 1993). An assessment throughout the year can help measure progress and would allow
enough elapsed time between assessments for improvement efforts to have an impact, while at
the same time still be frequent enough to identify emerging customer service trends (Dutka&
Frankel, 1993).

53
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iii
Appendix I

Addis Ababa University

School of Graduate Studies

Department of public Administration and Development Management

Questionnaires to be filled by Customers

Dear respondents, I am Ashenafi Gaemi, Candidate for Master‟s Degree. The main objective of
this questionnaire is to obtain data on the Quality of Public Service Delivery and the Level of
Customer Satisfaction in Jinka Town Municipality. The data will be analyzed to assess the
quality of public service delivery and customer satisfaction of the office and the result of the
study will be only for the academic purpose that you are requested to fill freely and accurately as
much as possible. The researcher would like to thanks you in advance for your truthful response.

Part I. Respondents Profile: Make “X” mark to appropriate box.

1. Sex: Male  Female

2. Age: Below 20  20-30  31-40 

41-50  above 50 

3. Educational Status: Certificate  Diploma  BE/BSc  MA/MSc 

Above PhD 

iv
 Part II: Quality public service delivery Practice

Respond by putting “X” Mark to the only number that best fits your opinion and feelings.

NB: 5=strongly Agree, 4=Agree, 3=neither Agree nor Disagree, 2=Disagree, and 1represents
strongly Disagree with the respective statements stated below.

Dimension Statements /questions Scale / Value

5 4 3 2 1
Tangibles 1. The municipality has visually appealing material associated with
the service delivery
2. The municipality has modern equipment‟s in the office that
facilitate service delivery
3. Employees have a net and professional appearances
4. After all the office‟s service is usually reliable
Reliability 5. The employees of the municipal office provide service as promised
6. The employees of the municipal office are dependable in handling
customers service problem
7. Employees of the municipal office perform service delivery right at
the first time
8. The employees of the municipal office provide the required service
at the promised time
Responsiven 9. The municipal office‟s employees are always willing to help you
ess 10. The employees of the offices are ready to respond to your request
as required
11. The employees of the office provide prompt services
12. The office‟s experts are never busy to reply to you as their
customer
Assurance 13. The employees of the office greet you positively just as you enter
the office
14. The employees of the office are flexible in solving your problem
15. The employees treats you equal to others for your request
16. The organization is good at keeping your privacy secret as needed
17. The employees ability is convincing in problems solving
Empathy 18. The employees of the municipal office well understand you and
your problem
19. The offices‟ employees acknowledge your need or frustration when
solving problems
20. The employees are caring for your emotion while service encounter
21. The employees of the office are empathic to issues you bring to
them.

v
Part III: Status of customers’ satisfaction on public service delivery

NB: Please Put “X” only to the number that best fits your opinion and feelings for the below
tabulated questions in the same manner to the above table.

Key:5=Excellent, 4=Very good, 3=Good, 2= Poor,1= very poor

Variables Question Scale/Value

5 4 3 2 1

Service How do you rate the municipality‟s service provision; and did
Quality the employees meet your needs and expectations?

Service How one can judge the timely performance and the office‟s
Delivery commitment to meet your expectations of service?

Service How do you rate the employees‟ interaction with you in service
Encounter provision processes?

Service How do you determine the office in terms of service

Recovery
Improvement and the way the office receives and gives feedback
to you?

Outcome After all, did you get what you requested from the office?

Overall How do you rate the overall satisfaction level you feel to all
Satisfaction aspects of the service the municipality provides to you?

vi
Part IV: Compliant Handling Mechanism

Please Put “X”mark only to the number that best fits your opinion and feelings for the below
tabulated questions in the same manner to the above table.

Key: 5=Excellent, 4=Very good, 3=Good, 2= Poor,1= very poor

variables Statement Value

5 4 3 2 1

The organization has a system to receive and

give feedback
Compliant
handling You are always told what is expected of you
system
Timely information dissemination is the sign of
the office

You can say the office use your feedback as

input to improve the service next time
Improvements
You repeatedly complain the same/ similar
problem to the organization.

You are encouraged to tell your feelings on the

service you are provided

The organization has a person or a committee

who receive complaints

Encounter The office has habit of seeking feedback from

you

The office resolves complaints effectively

vii
Part V: Information on the Practices of the Public Service Delivery Principles in the office.

Please Put “X”mark only to the number that best fits your opinion and feelings for the
below tabulated questions in the same manner to the above table.
Key:5=Excellent, 4=Very good, 3=Good, 2= Poora,1= very poor

Principle Statement of Question Scale/value

5 4 3 2 1

Consultation The office has regular consultation hours with you

The consultation hours and days are convenient to you

Courtesy When you go to the office to be served, the employees are

politely receiving and serving you.

Information Usually the office gives you reliable and complete

information on what you ask and do.

Openness Whenever you go to the office for service, you can easily
and identify division of job together with their responsibilities and
Transparency the body/person that is responsible for the service type.

Redress Feedback for your complaints and grievances are usually fast
; the employees of the office are sympathetic to your problem
and apologize for mistakes or your grievances

Value for The office provides service cost effectively and efficiently
money. and strive to reduce the expenses you incur in the service
process

viii
Appendix II

Addis Ababa University

School of Graduate Studies

Department of Public administration and Development management

Questionnaires to be filled by Employees of the Municipality

Dear respondents, I am Ashenafi Gaemi, candidate of Master‟s Degree. The main objective of
this questionnaire is to obtain data on the Quality of Public Service Delivery and the Level of
Customer Satisfaction in Jinka Town Municipality. The data will be analyzed to assess the
quality of public service delivery and customer satisfaction of the office and it will be only for
the academic purpose that you are requested to fill freely and accurately as much as possible.
The researcher would like to thanks you in advance for your truthful response.

Thank you

Part I. The respondents Profile: Put “X”mark in relevant box below.

1. Sex: Male  Female

2. Age: Below 20 years  20-30 years  31-40 years 

41-50 years above 50 years

3 .Work Experiences

1-2 3-7  8-13  14-20  Above 20 

4. Educational status: Certificate  Diploma  BE/BSc 

MA/MSc  PhD and above

5. Job; Head office  vice head  Core process owner 

Expert  others

ix
Part II Major challenges of providing Quality Service.

1 Have you ever faced problems to deliver quality service to your customers?

Yes No 

1.1 If you say “yes”, for the first question what problems did you face? List the major ones.
______________________________________________________________________________
______________________________________________________________________________

1.2 Put the above problems you listed in their significance or severity (which one greatly affects
your performance)
___________________________________________________________________________

___________________________________________________________________________

2 .In your understanding, what causes these challenges to happen? ____________________

_____________________________________________________________________
3 .Does your office tries best to reduce the problems and their negative effects? If so, is it
sufficiently?

Yes  No

3.1 If yes for question “3 above what actions have ever been taken by the municipal office to
reduce the impact? _____________________________________________________

4 Do you think these challenges and their causes can be reduced or eliminated?

Yes  No 

4.1 If you reply yes for the above question “4” what are possible solution do you suggest to be
done by your office? ______________________________________________________

___________________________________________________________________________

4.2 By other office or structures

______________________________________________________________________________
_________________________________________________________________________

x
Part III. Response of Employees on the practices of Public Service Delivery Principles

Please make a tick in the appropriate box to indicate your opinion.

Where: 5 =Excellent, 4 = Good, 3 = Satisfactory, 2 = Poor, 1 = Very Poor

Principle Statement of Question Scale

5 4 3 2 1

Consultation The office has regular consultation hours with its customers

Courtesy In case a customer is dissatisfied to your response to his or

her request, you will let him/her go and come back after
some days

Information Usually your customers have complete and reliable

information regarding what they will do and expected of them

Openness All or most of your customers know which division of work

and and individual is responsible for which service kind and they
Transparency can easily identify what is expected of them.

Redress Feedback for complaints and grievances are usually

processed fast ; the employees of the office are sympathetic to
their customers‟ problem and apologize for mistakes

Value for The office provides service cost effectively and efficiently
money and strive to reduce the expenses of its customers

xi
Appendix III
Addis Ababa University

School of Graduate Studies

Department of public Administration and Development Management

Interview and Focus Discussion Group (FGD) Questions for Employees of the Office

1. As an expert and responsible civil servant, how can you suggest about your
organization‟s Practices of public service?
2. Has your organization regular meeting? When? Why?
3. What are issues frequently rose on your daily job and on your meetings?
4. Who are participants of the Decision Making? Who are the role players?
5. Are you given chance to actively participate in meetings without your request?
6. To what extent your contribution to decision making is recognized by your boss?
7. What are frequent complaints raised by customers to your office? How does your
office respond to it? Is there a system that receives and gives feedback on regular basis in
the municipality? Give example please!
8. When do you give feedback to your customers grievances and how?
9. Has your organization training plan for employees of your office? Is it for
relevant employees and customers?
10. What mechanism is usually used by your office to improve performance and
delivery of serves? And how do you think about its effectiveness? Any other issues you can
raise regarding the quality of service and customer satisfaction of your office?

xii
Appendix VI
List of Interview and FGD Question for Customers

1. How can you describe the way the office provide service to you?
2. .What can you say about the strategy used by the office in serving you and other?
3. 3 Are the experts of the office capable enough in service delivery?
4. What do you think is the problem in the office?
5. Among those problems which one do you encounter frequently?
6. When you are dissatisfied with the office what are steps do you like to take?
7. How the office responds to your feelings?
8. What do you think are possible solution to these problems? How?

xiii
 አባሪ I
 በአዱስ አበባ ዩኒቨርስቲ የዴህረ ትምህርት ጥናት
 የህዝብ እና የሌማት አስተዲዯር ትምህርት ክፍሌ

በዯንበኞች የሚሞሊ መጠይቅ፣

ውዴ ይህንን መጠይቅ ሇመሙሊት ፈቅዲችሁ የገሇፃችሁሌን ሁለ፡-

እኔ አቶ አሸናፊ ጋዕሚ የምባሌ ስሆን የናንተን ትብብር የምጠይቀው በአዱስ አበባ ዩኒቨርስቲ በህዝብ
እና በሌማት አስተዲዯር የትምህርት ክፍሌ ይሰጥ ሇነበረው ትምህርት የማስተርስ /ሇሁሇተኛ ዱግሪ/
ማሟያ ጥናት አስመሌክቶ በዯቡብ ብ/ብ/ህ/ክ/መ በዯቡብ ኦሞ ዞን የጂንካ ከተማ ማዘጋጃ ቤት ዙሪያ
ስሊሇው የዯንበኞች አገሌግልት አሰጣጥና የእርካታ ዯረጃን ሇማወቅ የሚረዲ መረጃ ሇመሰብሰብ ነው፡፡
ከዚህ አኳያ የሚሰበሰበው መረጃ ሇትምህርት ዓሊማ ብቻ በመሆኑ የሚሞለትን መረጃ ነፃ ሆነው ነገር
ግን ተጨባጭ መረጃ በመሙሊት እንዱተባበሩ በአክብሮት እጠይቃሇሁ፡፡

ክፍሌ I
ቀጥል ሊለት ጥያቄዎች መሌስዎን የ (“X“) በሣጥኑ ውስጥ ያስቀምጡ፡፡

1. ጾታ ወንዴ ሴት

2. ዕዴሜ ከ20 ዓመት በታች ከ20-30 ከ31-40 ከ41-50

ከ5ዏ በሊይ

3. የትምህርት ዯረጃ፡- ሰርተፍኬት ዱፕልማ ዴግሪ

ማስተርስ ድክትሬት እና በሊይ ላሊ

xiv
 ክፍሌ II
የማዘጋጃ ቤቱ የአገሌግልት አሰጣጥ ጥራት ሁኔታን በተመሇከተ፡-

ምሊሽዎን በሠንጠረዡ ውስጥ የ “X“ ምሌክት በማስቀመጥ ይሙለ፡፡

ማስታወሻ፡- በሠንጠረዡ ውስጥ ከ5-1 የተዘረዘሩትን ምንነት በተመሇከተ፡-

5 ማሇት = በጣም እስማማሇሁ፣ 4 = እስማማሇሁ፣ 3 በሁሇቱም ማሇትም

በጣም እስማማሇሁ እና እስማማሇሁ የሚሇውን አሌቀበሌም ማሇት ሲሆን፣ 2
አሌስማማም፣ እና በስተመጨረሻ 1 ዯግሞ በጣም አሌስማማም ማሇት ነው፡፡

አመሌካቾ ተ. መሇኪያዎች
ጥያቄዎች
ች ቁ /መመዘኛዎች/
ከተጨባ 1 ማዘጋጃ ቤቱ ከአገሌግልት አሰጣጥ ጋር ቁርኝት ያሊቸው ነገሮችን ከማሟሊት አኳያ? 5 4 3 2 1
ጭነት 2 ማዘጋጃ ቤቱ ሇዯንበኞች ቀሌጣፋ አገሌግልት ሇመስጠት የሚረደ ዘመናዊ
አኳያ ቁሳቁሶችን አሟሌቶ አገሌግልት እየሰጠ ይገኛሌ?
3 የማዘጋጃ ቤቱ ሠራተኞች ከሥራቸው አኳያ የተሟሊ ሙያ የተሊበሱ ናቸው?
4 አጠቃሊይ የማዘጋጃ ቤቱ የቢሮ አገሌግልት በተሇመዯው አሠራር የሚታመን ወይም
ሉጨበጥ የሚችሌ ነው?
1 የማዘጋጃ ቤቱ ሠራተኞች መ/ቤቱ እሰጣሇሁ ብል የቆመበት ሥራዎች በገቡት ቃሌ
መሠረት አገሌግልት እየሰጡ ነው?
የሚታመን 2 ሠራተኞቹ ከዯንበኞች አገሌግልት አሰጣጥ ጋር የተያያዙ ችግሮችን መፍታት ሊይ
አሠራር የተመሠረቱ ናቸው?
ስሇመኖሩ 3 የማዘጋጃ ቤቱ ሠራተኞች አገሌግልት አሰጣጡን አስቀዴመው በትክክሌ ይፈጽማለ?
4 የማዘጋጃ ቤቱ ሠራተኞች መ/ቤቱ አገሌግልት ሇመስጠት ባስቀመጠው የአገሌግልት
መስጫ ጊዜ ገዯብ ውስጥ የፈጽማሌ?
ምሊሽ 1 የማዘጋጃ ቤቱ ሠራተኞች ሁሌጊዜ ዯንበኛውን ሇመርዲት ፍሊጎት ያሊቸው ናቸው?
አሰጣጥ 2 የማዘጋጃ ቤቱ ሠራተኞች አገሌግልት ፈሊጊው ሇሚጠይቃቸው ጉዲዮች ምሊሽ
ሇመስጠት ዝግጁ የሆኑ ናቸው?
3 የማዘጋጃ ቤቱ ሠራተኞች ፈጣን አገሌግልት የሚሰጡ ናቸው?
4 የማዘጋጃ ቤቱ የሙያ አዋቂዎች ወይም ኤክስፐርቶች ሇአገሌግልት ፈሊጊዎች ምሊሽ
ከላልች ሥራዎች በሊይ አስቀዴመው አገሌግልት የሚሰጡ ናቸው?
የማረጋገ 1 የማዘጋጃ ቤቱ ሠራተኞች አገሌግልት ፈሊጊው ቢሮአቸው ሲገባ መሌካም የሆነ
ጫ ሠሊምታ በመቀበሌ ያስተናግዲለ?
መሇኪያ 2 ሠራተኞቹ የዯንበኛውን ችግሮች በየትኛውም አማራጭ ሇመፍታት የሚጠሩ ናቸው?
3 ሠራተኞች ሁለንም ዯንበኛ ፈሊጊ በእኩሌ ዓይን ያስተናግዲለ?
4 ማዘጋጃ ቤቱ የእርሶን የግሌ ምስጢር በጠበቀ ሁኔታ አሌግልት ይሰጣለ?
5 የመ/ቤቱ ሠራተኞች ችግሮችን የመፍታት ብቃት ወይም ችልታ የሊቸው ናቸው?
የሰውን 1 የማዘጋጃ ቤቱ ሠራተኞች እርሶንና የእርሶን ችግር እንዯራሳቸው ይረዲለ?
ችግር 2 የማዘጋጃ ቤቱ ሠራተኞች የእርሶን ፍሊጎት ወይም ችግር ቦታ በመስጠት ችግሮችን
እንዯራስ የሚፈቱ ናቸው፡፡
የማየት 3 የማዘጋጃ ቤቱ ሠራተኞች በአገሌግልት አሰጣጡ መጓተት ወይም በአግባቡ
ሁኔታ አሇማስተናገዴ ጋር ተያይዞ ሇሚፈጠረው የእርስዎ ስሜት መጎዲት እርስዎን
በማረጋጋት አገሌግልት የሰጣለ?
4 ሠራተኞች እርስዎ ሇሚያቀርቡት ጉዲዩች

xv
 ክፍሌ III
በአገሌግልት አሰጣጥ ዙሪያ ያሇው የዯንበኞችን እርካታ በተመሇከተ በዯንበኞች የሚሞሊ፣

ማስታወሻ፡-በሠንጠረዡ ውስጥ ከ5-1 ሇተቀመጡት መጠይቆች እርስዎ ትክክሌ ነው ብሇው ሊመኑት

ጉዲይ የ “X“ ምሌክት በማስቀመጥ ይሙለ፡፡

በሠንጠረዡ ውስጥ ከ5-1 የተቀመጡትን ምንነት በተመሇከተ፡-

5 = እጅግ በጣም ጥሩ እንዯማሇት ነው፣ 4 = ዯግሞ በጣም ጥሩ፣ 3 = ማሇት ጥሩ፣ 2

ዝቅተኛ እና 1 በጣም ዝቅተኛ ማሇት ነው፡፡

መመዘኛዎች ጥያቄዎች መሇኪያዎች

ከአገሌግልት አሰጣጥ የማዘጋጃ ቤቱ አገሌግልት አቀራረብ እንዱሁም ሠራተኞች እርስዎ 5 4 3 2 1
ጥራት አኳያ የሚፈሌጉትንና ያሰቡትን አገሌግልት ያቀርባለ?
አገሌግልት አሰጣጥ ማዘጋጃ ቤቱ በተፈሇገው ጊዜና ወቅት ተገቢውን አገሌግልት በማቅረብ
ረገዴ የእርስዎን ፍሊጎትና ያሰቡትን ከማሳካት አኳያ፣
የአገሌግልት አሰጣጥ ከአገሌግልት አሰጣጥ አኳያ የሠራተኞች ከዯንበኛው ጋር ያሇው
ግንኙነት መሌካም ግንኙነት /ቁርጠኝነት፣
አገሌግልት አሰጣጥን መ/ቤቱ የዯንበኛውን አስተያየት ግብረ መሌስ በመውሰዴና በመቀበሌ
መሌሶ የማሻሻሌ የአገሌግልት አሰጣጡን ከማሻሻሌ አኳያ
ሁኔታ
ውጤት በአጠቃሊይ ከማዘጋጃ ቤቱ የሚፈሌጉትን አገሌግልት ከማግኘት አኳያ
አጠቃሊይ የእርካታ በአጠቃሊይ ማዘጋጃ ቤቱ ከሚያቀርቡአቸው አገሌግልቶች አኳያ ያሇው
ሁኔታ አጠቃሊይ የእርካታ ዯረጃ

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 ክፍሌ IV
የቅሬታ አፈታት ሁኔታ /አሠራር/

በአገሌግልት አሰጣጥ ዙሪያ ያሇው የዯንበኞችን እርካታ በተመሇከተ በዯንበኞች የሚሞሊ፣

ማስታወሻ፡-በሠንጠረዡ ውስጥ ከ5-1 ሇተቀመጡት መጠይቆች እርስዎ ትክክሌ ነው ብሇው ሊመኑት

ጉዲይ የ “X“ ምሌክት በማስቀመጥ ይሙለ፡፡

በሠንጠረዡ ውስጥ ከ5-1 የተቀመጡትን ምንነት በተመሇከተ፡-

5 = እጅግ በጣም ጥሩ እንዯማሇት ነው፣ 4 = ዯግሞ በጣም ጥሩ፣ 3 = ማሇት

ጥሩ፣ 2 ዝቅተኛ እና 1 በጣም ዝቅተኛ ማሇት ነው፡፡

መመዘኛዎች ጥያቄዎች መሇኪያዎች

ማዘጋጃ ቤቱ ቅሬታ የሚቀበሌበትና ምሊሽ የሚሰጥበት አሠራር አሇው? 5 4 3 2 1
መ/ቤቱ ሁሌጊዜ ከእርስዎ የሚፈሇጉ ነገሮች ምን ምን እንዯሆኑ
የቅረታ አቀራረብ ዜዳ ይገሌጻለ?
ማዘጋጃ ቤቱ ወቀታዊ መረጃዎች ሇአገሌግልት ፈሊጊው ያዯርሳሌ?
መሻሻሌን ከማምጣት ማዘጋጃ ቤቱ እርስዎ የሰጡት አስተያየት ወይም ግብረ መሌስ
አኳያ በመጠቀም ቀጣይ የአገሌግልት አሰጣጣቸውን ያሻሽሊለ?
እርስዎ በተከታታይ ተመሳሳይ የሆኑ ቅሬታዎችን ሇመ/ቤቱ ያቀርባለ?
ማዘጋጃ ቤቱ እርስዎን እንዯ ዯንበኛ በአገሌግልት አሰጣጡ ሊይ በማየት
ያሇዎትን ስሜት በግሌጽ እንዱናገሩ ያበረታታለ?
ማዘጋጃ ቤቱ ከዯንበኛው ከእርስዎ ያለትን አስተያየት ወይም ግብረ
የመሌካም ግንኙነት መሌስ ይሰበስባሌ?
አግባብ ማዘጋጃ ቤቱ ቅሬታዎችን የሚቀበሌ ሰው ወይም ኮሚቴ አሇው?
ማዘጋጃ ቤቱ ቅሬታዎችን ውጤታማ በሆነ ሁኔታ ይፈታሌ?

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በአገሌግልት አሰጣጥ ዙሪያ ስሇተቀመጡ መርሆዎች /መመሪያዎች/ በቂ መረጃ ከመስጠት አኳያ

በአገሌግልት አሰጣጥ ዙሪያ ያሇው የዯንበኞችን እርካታ በተመሇከተ በዯንበኞች የሚሞሊ፣

ማስታወሻ፡-በሠንጠረዡ ውስጥ ከ5-1 ሇተቀመጡት መጠይቆች እርስዎ ትክክሌ ነው ብሇው ሊመኑት

ጉዲይ የ “X“ ምሌክት በማስቀመጥ ይሙለ፡፡

በሠንጠረዡ ውስጥ ከ5-1 የተቀመጡትን ምንነት በተመሇከተ፡-

5 = እጅግ በጣም ጥሩ እንዯማሇት ነው፣ 4 = ዯግሞ በጣም ጥሩ፣ 3 = ማሇት

ጥሩ፣ 2 ዝቅተኛ እና 1 በጣም ዝቅተኛ ማሇት ነው፡፡

መርሆዎች ጥያቄዎች መሇኪያዎች

ማዘጋጃ ቤቱ ሇዯንበኞቹ መዯበኛ የማማከር ጊዜ አሇው? 5 4 3 2 1
የማማከር አገሌግልት ማዘጋጃ ቤቱ ዯንበኛውን /አርስዎን/ ሇማማከር ያስቀመጠው ጊዜ
ሇእርስዎ ከአመቺነቱ አኳያ
ወዯማዘጋጃ ቤቱ ሇአገሌግልት ሲመጡ ሠራተኞች በመሌካም ፈገግታ
መሌካም አቀባበሌ እርስዎን ከመቀበሌ አኳያ
ማዘጋጃ ቤቱ ዘወትር የሚፈሌጉትን አገሌግልት እንዱያገኙ አሳማኝና
መረጃ አሰጣጥ የተሟሊ መረጃ ከመስጠት አኳያ
በየትኛው ጊዜ ወዯ ማዘጋጃ ቤቱ ሲሄደ የሚፈሌጉትን የሥራ ክፍልች
ከግሌፀኝነት አኳያ ከነኃሇፊነታቸውና ሇዚሁ ጉዲይ ተጠያቂ/ተጠሪ/ የሆነ ግሇሰብን በቀሊለ
ከማግኘት አኳያ፣
ሊቀረቡት አቤቱታና ቅሬታ ፈጣን ምሊሽ የመስጠት የመ/ቤቱ ሌምዴና
ችግሮችን የማረም ሇዯረሰብዎት እንግሌትና ቅሬታ የሠራተኛው ይቅርታ በመጠየቅ
ሌምዴ ሇመፍታት ዝግጁነት ስሇመኖሩ
ወጪ ቆጣቢ የሆነ ማዘጋጃ ቤቱ ውጤታማ የሆነ አገሌግልት እና ዯንበኛው አገሌግልቱን
አሠራር ስሇመኖሩ ሇማግኘት በሚኖረው ሂዯት ውስጥ ወጪ እንዲይወጣ ጥረት
የሚያዯርጉበት ሁኔታ፣

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 በአዱስ አበባ ዩኒቨርስቲ የዴህረ ትምህርት ጥናት
 የህዝብ እና የሌማት አስተዲዯር ትምህርት ክፍሌ

በመ/ቤቱ ሠራተኞች የሚሞሊ መጠይቅ፣

ውዴ ይህንን መጠይቅ ሇመሙሊት ፈቅዲችሁ የገሇፃችሁሌን ሁለ፡-

እኔ አቶ አሸናፊ ጋዕሚ የምባሌ ስሆን የናንተን ትብብር የሚጠይቀው በአዱስ አበባ ዩኒቨርስቲ በህዝብ
እና በሌማት አስተዲዯር የትምህርት ክፍሌ ይሰጥ ሇነበረው ትምህርት የማስተርስ /ሇሁሇተኛ ዱግሪ/
ማሟያ ጥናት አስመሌክቶ በዯቡብ ብ/ብ/ህ/ክ/መ በዯቡብ ኦሞ ዞን የጂንካ ከተማ ማዘጋጃ ቤት ዙሪያ
ስሊሇው የዯንበኞች አገሌግልት አሰጣጥና የእርካታ ዯረጃን ሇማወቅ የሚረዲ መረጃ ሇመሰብሰብ ነው፡፡
ከዚህ አኳያ የሚሰበሰበው መረጃ ሇትምህርት ዓሊማ ብቻ በመሆኑ የሚሞለትን መረጃ ነፃ ሆነው ነገር
ግን ተጨባጭ መረጃ በመሙሊት እንዱተባበሩ በአክብሮት እጠይቃሇሁ፡፡

ክፍሌ I፡ የተሳታፊዎች መረጃዎች፣

1. ጾታ ወንዴ ሴት

2. ዕዴሜ ከ20 ዓመት በታች ከ20-30 ከ31-40 ከ41-50

ከ5ዏ በሊይ

3. የሥራ ሌምዴ፡- 1-2 3-7 ከ8-13 ከ14-20

ከ20 በሊይ

4. የትምህርት ሁኔታ፡- ሰርተፍኬት ዱፕልማ ዴግሪ

ማስተርስ ድክትሬት እና በሊይ ላሊ

5. ሥራ፡- የቢሮ ኃሊፊ ምክትሌ ኃሊፊ ዋና የሥራ ሂዯት ባሇቤት

ባሇሙያ ላሊ

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ጥራት ያሇውን የአገሌግልት አሰጣጥ ከማቅረብ አኳያ ያለ ፈታኝ ሁኔታዎች፡-
1. ሇዯንበኛው ጥራት ያሇው አገሌግልት እንዲይሰጡ ያጋጠሙ ተግዲሮች ነበሩ?
አዎ አሌነበረም
1.1 ሇተራ ቁጥር 1 መሌስዎ “አዎ” ከሆነ ምን ዓይነት ተግዲሮቶች ገጠመዎት? እባክዎን
ተግዲሮቶችን በመዘርዘር ይግሇፁ፣

1.2 እንዯ ተግዲሮቶቹ ክብዯት ከሊይ የተገሇፁት ተግዲሮቶች በቅዯም ተከተሌ ያስቀምጡ
ከተዘረዘሩት ውስጥ የትኛው ነው የበሇጠ ፈታኝ የነበረው?

2. በእርስዎ ግምገማ ከሊይ ሇተዘረዘሩት ተግዲሮቶች መንሰኤው ምንዴን ነው ብሇው ያምናለ?

3. መ/ቤትዎ ችግሩን ሇመቀነስና የሚያስከትለትን ጉዲት ሇመከሊከሌ ጥረት አዴርጓሌ?

አዎ አሊዯረገም

3.1 በተራ ቁጥር 3 ሊይ ሇተጠቀሰው ጥያቄ ምሊሽዎ “አዎ” ከሆነ ችግሩን ሇመቀነስ ማዘጋጃ

ቤቱ ምን ዓይነት እርምጃዎችን ወስዶሌ?

4. ከሊይ የተፈጠሩት ተግዲሮቶችና መንስኤያቸውን ማስወገዴ ወይም ማጥፋት ይቻሊሌ ብሇው

ያምናለ? አዎ አይቻሌም

xx
4.1 ከሊይ በተራ ቁጥር 4 መሌስዎ “አዎ” ከሆነ ምን ዓይነት መፍትሔ ማዘጋጃ ቤቱ
ቢወስዴ ይሻሊሌ ይሊለ?

4.2 በላልችቢሮዎች ወይም መዋቅሮችስ?

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በአገሌግልት አሰጣጥ መርሆዎች /መመሪያዎች/ አተገባበር ዙሪያ የሠራተኞች ምሊሽ

የቅሬታ አፈታት ሁኔታ /አሠራር/

በአገሌግልት አሰጣጥ ዙሪያ ያሇው የዯንበኞችን እርካታ በተመሇከተ በዯንበኞች የሚሞሊ፣

ማስታወሻ፡-በሠንጠረዡ ውስጥ ከ5-1 ሇተቀመጡት መጠይቆች እርስዎ ትክክሌ ነው ብሇው ሊመኑት

ጉዲይ የ “X“ ምሌክት በማስቀመጥ ይሙለ፡፡

በሠንጠረዡ ውስጥ ከ5-1 የተቀመጡትን ምንነት በተመሇከተ፡-

5 = እጅግ በጣም ጥሩ እንዯማሇት ነው፣ 4 = ዯግሞ በጣም ጥሩ፣ 3 = ማሇት

ጥሩ፣ 2 ዝቅተኛ እና 1 በጣም ዝቅተኛ ማሇት ነው፡፡

መርሆዎች ጥያቄዎች መሇኪያዎች

የማማከር ማዘጋጃ ቤቱ ሇዯንበኛውን መዯበኛ የማማከር ጊዜ አሇው? 5 4 3 2 1
አገሌግልት
መሌካም አቀባበሌ እንዯአጋጣሚ ሆኖ ዯንበኛው በተሰጠው አገሌግልት ካሌረካ ተመሌሶ
ሄድ ላሊ ቀን እንዱመሇስ የማዴረግ ሁኔታ፣
መረጃ አሰጣጥ ማዘጋጃ ቤቱ ከዯንበኞች ምን እንዯሚጠበቅ በቂና አሳማኝ የሆነ መረጃ
ዘወትር ይሰጣሌ?
ሙለ በሙለ ወይም በአብዛኛው ዯንበኞች በሚባሌ ዯረጃ የትኛው
የግሌፀኝነት ሁኔታ አገሌግልት ከየትኛው የሥራ ክፍሌና የሚመሇከተውን አካሌ ማግኘት
እንዯሚችለ እንዱያውቁ ይዯረጋሌ?
ሇማዘጋጃ ቤቱ የሚቀርቡ አቤቱታና ቅሬታዎች ፈጣን ምሊሽ ይሰጣሌ?
ችግሮችን የማረም ሠራተኞችም ሇዯንበኞቻቸው ተቆርቋሪና ሇተፈጠረው ችግርም ይቅርታ
ሁኔታ ይጠይቃለ?
ወጪ ቆጣቢ የሆነ ማዘጋጃ ቤቱ አሊስፈሊጊ ወጪ ዯንበኛው ሇአገሌግልት ሲመጣ
አሠራር እንዲያስወጣው በሚያስችሌ መሌክ አገሌግልት ይሰጣለ ?

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 አባሪ III
በአዱስ አበባ ዩኒቨርስቲ የዴህረ ምረቃ ትምህርት ጥናት ቃሇ መጠይቅ እና የቡዴን ውይይት
ሇሠራተኞችና ሇሥራ ኃሊፊዎች

1. እንዯ ባሇሙያ እና ካሇዎት ኃሊፊነት አንፃር ሇዯንበኞች የሚዯረገውን የአገሌግልት አሰጣጥ እንዳት
ይመሇከቱታሌ?
2. መ/ቤቱ መዯበኛ የስብሰባ ጊዜ አሇውን? መቼና ሇምንስ ይዯርጋሌ?
3. በስብሰባው ወቅት ምን ምን ጉዲዮች ናቸው በተዯጋጋሚ ከሥራዎ ጋር በተገናኘ የሚነሱት?
4. በውሳኔ አሰጣጥ ሊይ የሚሳተፉት እነማን ናቸው? ዋናዎቹ ተዋናዮች እነማን ናቸው?
5. በሚኖረው ስብሰባ ውስጥ በብቃት እንዱሳተፉ ዕዴሌ ይሰጠዎታሌን?
6. በውሳኔ አሰጣጥ ዙሪያ የእርስዎን አስተዋጽኦ ወይም ተሳትፎ በኃሊፊዎ በኩሌ ምን ያህሌ ቦታ
ይሰጠዋሌ?
7. በማዘጋጃ ቤቱ ውስጥ በዯንበኞች በኩሌ በተዯጋጋሚ የሚነሱት ቅሬታዎች ምን ምን ናቸው?
ቅሬታዎችስ በማዘጋጃ ቤቱ በኩሌ እንዳትስ ይፈታለ? በማዘጋጃ ቤቱ መዯበኛ የሆነ የቅሬታ
አቀባበሌና አፈታት ዘዳ አሇን? እስኪ በመረጃ አስዯግፈው ምሳላዎችን ይግሇፁሌን?
8. ሇዯንበኛዎ ቅሬታ ምሊሽ የሚጡት በምን ጊዜ ነው? እንዳት?
9. ማዘጋጃ ቤቱ ሇሠራተኞች ሥሌጠና የሚሰጥበት ዕቅዴ አሇውን? የሚሰጠው ሥሌጠናስ ተገቢ ሇሆነ
ባሇሙያ ነውን?
10. ማዘጋጃ ቤቱ በመ/ቤቱ ስሇሚሰጡት የአገሌግልት አሰጣጥ ዯረጃን ሇማሻሻሌ የሚጠቀማቸው
ዘዳዎች ምን ምን ናቸው? ውጤታማነቱስ እንዳት ይገሇፃሌ? ላልች የመ/ቤቱ አገሌግልት
አሰጣጥ ጥራትና ከዯንበኛ እርካታ ጋር በተገናኘ የሚያነሱት ጉዲዮች ካለ መጨመር ይችሊለ፡

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 አባሪ VI
የቡዴን ውይይት ከዯንበኞች ጋር

1. የማዘጋጃ ቤቱን የአገሌግልት አሰጣጥ እንዳት ትገሌፁታሊችሁ?

2. ማዘጋጃ ቤቱ እንዯ እርሶ ሊለትና ሇላልች ዯንበኞች ስሇሚሰጠው አገሌግልት አሰጣጥ አሠራር
/ስትራቴጂ/ ሁኔታ ምን ይሊለ?
3. የመ/ቤቱ ዋነኛ ሙያተኞች /ኤክስፐርቶች/ ከአገሌግልት አሰጣጥ አኳያ ብቁ ናቸውን?
4. በመ/ቤቱ ያሇውን ችግሮች እንዳት ያስቡታሌ?
5. በመ/ቤቱ ከሚታዩት ችግሮች ውስጥ እርስዎን በተከታታይ የሚያጋጥሞት የትኛው ነው?
6. መ/ቤቱ በሚያቀርበው አገሌግልት ካሌረኩ ቀጥል ምን ዓይነት ሂዯቶችን ወይም ዯረጃዎችን
ይከተሊለ?
7. እንዯ ዯንበኛ ስሇተሰማዎት ጉዲይ ማዘጋጃ ቤቱ በምን መሌኩ ምሊሽ ይሰጠዎታሌ?
8. ማዘጋጃ ቤቱ ከሊይ ሇተገሇፁት ችግሮች ምን ዓይነት መፍትሔ ቢፈሌጉ ይሻሊሌ ይሊለ?
እንዳት?

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