Relationship between Customer Satisfaction and Organizational Performance - Research Paper Example

Relationship between Customer Satisfaction and Organizational Performance By: Course: Professor: University: City/State: Date: Association between Client Fulfillment and Structural Performance In the workplaces, employees’ motivation is a crucial factor for success. Every competent manager strives to have satisfied employees who feel good while in their workplaces. Workers with high intensities of job contentment tend to love their job; and they believe that their job gives powerful features like diversity, challenge, confidence, independence, and pleasurable workmates among other features. When workers are satisfied and happy at the workplace, they even devote their private time to their work activities. Happy workers also tend to be creative, have more commitment, and seek any way to overcome the obstacles that may hinder them from achieving their dreams. They also collaborate with their colleagues with the aim of achieving improved results (Bakotic 5). In turn, customers of an organization served by satisfied employees are also satisfied. Therefore, the assumption of the study is that if employees in the ministry are satisfied, the customers in the department will also be satisfied. The second assumption is that the performance of the unit has a direct relationship with employees’ and customers satisfaction. The primary goal of this study is to explore the correlation between clients’ contentment and administrative performance in the Ministry of Climate Change and Environment. Therefore, the study will determine whether there occurs an empirically verifiable correlation between the two variables. The study has three main parts. The first part is the design of the survey, followed by data analysis and finally the conclusion and recommendations founded on the outcomes of the exploration. Hypothesis of the Study There exists a positive statistically meaningful correlation between the customer contentment and administrative performance in the Ministry of Climate Change and Environment. Research Strategy The primary methods for collecting data that will provide an account of the relationship between the two variables include questionnaires and personal interviews. The personal interviews were conducted for three civil servants in the Ministry of Climate Change and Environment with ten questions for each public servant. Face to face interview had a total of twenty questions and administered to 9 participants. Questionnaire Inquiries for employees in the Ministry Instructions: using a scale from 1 to 7, please specify the level to which you reach a decision or differ with the subsequent statements (1 being powerfully disagreed and seven strongly agree). Tick in the appropriate box. 1. I am contented with work. 1 2 3 4 5 6 7 2. I relate well with other workmates. 1 2 3 4 5 6 7 3. My job allows opportunities for advancement. 1 2 3 4 5 6 7 4. Promotions in my workplace are done accordingly regarding merit. 1 2 3 4 5 6 7 5. Working conditions in my workplace are enjoyable. 1 2 3 4 5 6 7 6. I am confident in the present job. 1 2 3 4 5 6 7 7. I usually work overtime hours and on weekends. 1 2 3 4 5 6 7 8. I work overtime to complete important assignments only when my seniors force to work overtime. 1 2 3 4 5 6 7 9. Leadership in our workplace in supportive and motivating. 1 2 3 4 5 6 7 10. The management in my workplace encourages people to further their studies. 1 2 3 4 5 6 7 Phone interview questions with employees in the Ministry 1. How do you relate with other civil servants in the ministry? 2. Do you receive direct supervision as you undertake your daily duties? 3. How do you feel about the salary that you receive? 4. Do you receive pay rises after accomplishing an individual task or even after achieving excellent results? 5. Would you like to continue working in the Ministry of Climate Change and Environment? 6. How do you feel about the working hours? 7. Do you think that there are advancement opportunities in the ministry? 8. How is the nature of work in the ministry? Personal Interview Inquiries with customers of the Ministry 1. How was your experience with workers in the Ministry? 2. Are you happy with the services you receive in the Ministry? 3. How are the bosses in the ministry? 4. How long did you wait to be served in the Ministry of Climate Change and Environment? 5. How did the customer care in the ministry serve you? 6. Are you satisfied with the services you receive in the ministry? 7. Is it your first time in the Ministry? 8. Have ever been denied a service in the ministry? 9. Have you ever quarreled with any of the civil servants in the ministry? 10. Have you ever undertaken a new project with the ministry? 11. Did the ministry support you while undertaking the project? 12. Have you ever received any form of training from the Ministry of Climate Change and Environment? Data Collection and Analysis 1. Method The study will use the qualitative method to examine the impact of the organizational performance on the customers’ satisfaction. There were questionnaires filled by three respondents, who were employees in the ministry. Ten employees in Ministry were interviewed through the phone. This method helped to reduce the biases of the first technique. To control the satisfaction degree of the customers, there was a personal interview that involved ten clients who were randomly chosen. 1. Feasibility of the study Since the population of the client from Dubai is only 50 individuals, a population sample of 10 will be feasible for the study. The cost of conducting the interview for the ten people was affordable as it only involved transport and printing cost. Therefore, there was no direct contribution to the ministry in the study. The study was, therefore, independent. 2. Feedback turnaround The sample size interviewed during the study was small, which helped to reduce digital turnaround. As mentioned earlier, the largest number of customers is fifty. Therefore, a sample size of twenty customers was sufficient to compare the population under study. The sample size of twenty employees was also large enough to compare the level of satisfaction among the employees. 3. Data Security The information obtained from the interviews is confidential and under no circumstances will the information be disclosed. The names of the interviewees are not disclosed, and instead, they are referred to as respondents. 4. Data collection The data collection used in this study is a personal interview. Since the sample size was small, a personal interview was the most efficient method to collect the primary data for the study. To avoid ambiguity in the data collected, the interviews were conducted in the Ministry Headquarters. It targeted only the customers who left the premises. There was a transitory explanation of the goal of the exploration and assurance that the interview results were confidential. This assurance gave the interviewees confidence to participate in the discussion. It helped to improve the participation rate and cooperation of the respondents. Ten customers were picked at random for a complete individual interview. This approach made it possible to get a detailed personal experience. To reduce the time consumed to conduct the study, there were five interviewers. Therefore, five interviewees were interviewed simultaneously. Personal interviews were important because they helped to reduce the ambiguity of the information received since the researcher had a chance to clarify the information collected. The interviewees also had an opportunity to ask for the clarification of the question in case it was not clear. Pre-tasking The interviewers were prepared in advance through training on how to handle clients. The training aimed at strengthening their social skills. Therefore, they were in a position to get more information from the respondents without causing misunderstanding and havoc. The social skills gained were also beneficial in making the respondents feel comfortable during the interview and feel appreciated after the study. The interviewers also received data collection and recording skills during the training. 5. Sampling The interviewed customers were picked at random to avoid bias. Systemic sampling was the best approach used, where one customer was picked for every five customers. The employees interviewed were selected at random from the telephone numbers available. One phone number was selected for every five phone numbers. The first fifty phone numbers were picked. Three employees were randomly picked to fill in the questionnaires. 6. Data coding, insights, and meaning The study used a scale of 1 to 7 to code the results obtained from the survey indicating the level of agreement. A 1 designates that the interviewee powerfully differed with the declaration while a seven designates that the respondent powerfully settled with the declaration. For the interview with the employees in the ministry, there was a scale of 1 to 3 to code the results. A 1 indicates that the respondent is not satisfied with the working condition examined while a three means that the customer satisfied with the working condition considered. For the interview between with the customers, there was a scale of 1 to 4 to code the results. A 1 indicates that the customer had no experience in the question asked while a two means that the client had a dissatisfying experience. A scale of 3 means that the client was partially satisfied with the experience and a scale of 4 indicates that the client had a satisfying experience. 7. Data analysis The results of the questionnaire, the results show that the workers in the ministry are satisfied in their work. The histogram above shows that the three respondents are satisfied with the working conditions in the department. From the response of the first questions, all the respondents had a scale factor above 5. The reaction to the second question also records scale factors above six, which clearly shows that they relate well with co-workers. The three respondents are happy and enjoyable with the working conditions. They also feel secure in their current jobs. For question seven, the response is less than 2. Therefore, the respondents do not often work over time but when they do it to complete critical according to the reaction to question 8. From the descriptive statistics in the table above, the mean response for the initial reaction is 5, which shows a higher level of job satisfaction. For the second and the third respondents, the average response is greater than the scale of 5. Therefore, the workers are satisfied with their work. Since the number of employees who filled the questionnaires was few, a telephone interview was imperative to validate the results. The results from the interview are depicted in the table below. The results show that the average response for every worker interviewed is greater than 2.5. Therefore, the response shows that the workers have a higher level of satisfaction. From the results, we can conclude that the workers have a higher level of job satisfaction. The table below shows the results from the customer interview. The results in the table demonstrate the response for questions one to six. The questions focused on the client's experiences in the ministry. Most of the customers had a good expertise in the department. Most of the customers recorded a factor above three as shown in the chart below. The second question probed if the customers were happy with the services they received in the ministry. From the table below, most of the customers recorded a factor greater than three. Therefore, most of the customers were happy with the services they received The third question explored how customers felt about the bosses in the ministry. Most of the customers recorded a factor greater than three. Therefore, most of the customers were satisfied with the way the seniors in the department served them. The fourth question explored the client's satisfaction about the time it took them to receive the services. The response was positive since all the customers were satisfied with the time it took them to be served. Question five explored how customers were pleased with the client's care services in the ministry. The majority of the customers recorded a factor greater than three. Therefore, they were satisfied with the services they received. Question six explored if customers were satisfied with the services they received in the ministry. The majority of the customers recorded a factor greater than 3. Therefore, customers were satisfied with the services they received. Questions seven to twelve explored the satisfaction of the returning customers in the ministry. Only two of the interviewed customers were not a frequent customer in the ministry. All customers had never been denied any form of services they required from the Ministry. However, one worker had faced harassment while seeking services in the department. For the customers who had undertaken a project with the Ministry, they had received support from the department and they would be willing to make another project with the ministry. Secondary data From the website of the UAE Ministry of Climate Change and Environment, indicators of social, economic shows that ease of doing business in the ministry has been improving with time. When compared to other countries such as Saudi Arabia, Qatar, Bahrain, Oman and Kuwait, the ease of doing business with UAE has consistently been improving between the years 2006 to 2015. Therefore, there is a possibility that improved worker conditions in the ministry may have made the process of doing business in UAE Ministry easier. The labor force in the UAE Ministry also increased in the period between 1990 and 2012. However, the male in the labor force was more than the female in the labor force. Some of the factors that contribute to increased labor force are improved working conditions, increased productivity, and satisfaction in the workplace. 8. Interpretation From the results analyzed above, workers in the Ministry portrayed a higher level of satisfaction. Based on the assumptions made earlier on that organizational productivity has a direct relation to the employees’ satisfaction. Therefore, the performance of the ministry under study is improving. From the secondary data, the ease of doing business with this ministry increases compared to other countries, between the year 2006 and 2015. The labor force in this department grown in the same period. Similarly, the customers in this department also portrayed a higher level of satisfaction. The satisfied employees were devoted to serving the customers well. Both the senior and junior workers served the customers well. This means that the productivity is increased as customer satisfaction increased. Therefore, there exists a direct connection between client contentment and administrative productivity of the Ministry in UAE. Issues of concern During the study, it was hard to link the organizational performance to the customers' satisfaction. To cater for the biases, the study linked customers' satisfaction to employees’ satisfaction and organizations performance. However, there were other issues of concern that were raised. Most of the interviews were distracted by the use of cellphones mostly chatting over the social media platforms. Recommendations 1. The study of the relationship of customer satisfaction on organizational performance should always have a connection to the employees’ satisfaction. 2. Future studies should consider the use of modern technology devices to conduct interviews such as social media platforms. References Read More