Customer Care and Organisational Performance of Selected Tour and Travel Companies in Kampala-Uganda.
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Date
2015-07
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
Kampala International University, College of Economics and Management Sciences .
Abstract
The study intended to establish the relationship between Customer care and organisational
performance of selected tour and travel companies in Kampala, Uganda. it was guided by the
following objectives; (a) To determine the profile of the respondent (b) to determine how
communication influences the organizational performance; (c) to examine how time taken by
customers before being served influences organizational performance; (d) To determine how
staff etiquette influences the organizational performance (e) To examine the extent to which
customer care training influences organizational performance of selected Tour and Travel
Companies. Descriptive correlational and cross-sectional designs were used. Data analysis was
done using frequencies, percentages, means, and Pearson linear correlation coefficiency
(PLCC). The data collection methods were questionnaires interview guide and document
analysis. The findings indicated that most respondents were male with (54%), ranged
between 20-39 years of age with (66%), over (50%) had bachelors' in education and majority
(60%) had a length of experience between 6-10 years. Regarding Customer Care the findings
reveals that, four constructs were measured and rated as follows; Customer involvement
(average mean= 3.06), Innovativeness (average mean= 2.95), Adaptability (average mean=
3.01), Mission (average mean= 3.09) with an overall mean of 3.027. On organisational
Performance (n=lOO), the findings indicate that four constructs were measured and rated as
follows; Financial performance (Average mean=3.01), Market performance (Average
mean=2.94), shareholder return (Average mean=2.93), Services provided (Average
mean=3.03), with an overall Mean=2.98. It was recommended that, realize that your people
will treat your customer the way they are treated; go the extra mile, give customers the
benefit of the doubt. If a customer makes a request for something special, do everything you
can to say yes; Set meaningful, attainable expectations aligned with the mission and broad
objectives of your programs; be clear about employee expectations, and explain any
measurements used; seek out employees' ideas to develop appropriate critical elements or
outcomes that support your work and lead to the achievement of organizational goals; provide
employee access to the necessary tools, resources, and environment supportive of
performance enhancement; assess and communicate progress regarding performance.
Credible, constructive feedback includes timely, specific references to predefined targets and
goals; Provide for coaching, mentoring, and the active pursuit of new knowledge, using
traditional and innovative means to enhance learning, optimize employee strength, and
address areas targeted for improvement. Provide employees with mid-year progress review
and final evaluation feedback, demonstrate appreciation of employee performance and
recognition, Communicate clear goals and expectations to your employees; the majority of
employees want to be a part of a compelling future, want to know what is most important at
work and what excellence looks like. Share information and numbers; be open-minded and
encourage them to express their ideas and perspectives without criticism. This means putting
into practice everything you have learned about effective listening. Address their concerns in
the best way you can. Actively promote organizational effectiveness, reputation, values and
ethics; It is imperative that the employee knows exactly what is expected of his or her
performance. Describe exactly what you're looking for from the employee and exactly how
you will evaluate the performance. Make sure that you also share the performance format
with the employee so she is not surprised at the end of the performance review time period.
Share with the employee how your organization will assess performance; avoid the horns and
halo effect in which everything discussed in the meeting involves positive and negative recent
events. Jot notes with key points of feedback. Let staff tell their own stories; build
engagement; provide constant feedback on the positives; Delegate; demonstrates your trust
in them to do the job correctly and increases their ownership of the task.
Description
A research report submitted to the College of Economics and Management
in Partial Fulfillment of the Requirements for the Award of
a Bachelor's Degree in Tourism and Hotel Management
of Kampala International University.
Keywords
Customer Care, Organisational Performance, Tour and Travel Companies, Kampala-Uganda