Company Comparison of Customer Satisfaction

Company Comparison of Customer Satisfaction CHAPTER FOUR RESEARCH FINDINGS: ANALYSIS AND INTERPRETATION 4.1 INTRODUCTION This chapter attempts to analyse questionnaire findings regarding customer satisfaction with the two land transport companies involved in the present study: a publicly-owned company (referred to as Company A) and a privately-owned company (referred to as Company B). Satisfaction rates of customers of both companies are also compared against each other in Chapter Five to illustrate which company provides more satisfactory services to its customers. Seventy questionnaires were distributed to the passengers of Company A and sixty to the passengers of Company B. Fifty questionnaires were completed by passengers of each company and returned to the researcher. This gives response rates of 71.4% and 83.3%, respectively. These return rates are acceptable response rates. Passengers who declined to participates either they claimed that they were not interested in the survey, whereas some other claimed they did not have the time to complete the questionnaire. 4.2 FACTORS MOTIVATING CUSTOMERS TO DEAL WITH THE COMPANY A Responses to the factors that have motivated the customers of this company are presented in Table 4.1 and illustrated in Figures 4.1 to 4.3. Factors motivating customers are divided into three groups: Reliability and Customer Service (RCS) factors (eight factors), Convenience and Accessibility (CA) factors (nine factors) and On-Board Services (OBS) (five factors). Responses to the eighteen statements are illustrated in Table 4.1. To facilitate data analysis, responses to the Strongly Agree and Agree groups were combined and presented in Figures 4.1 to 4.3 as SA/A. Similarly, for the Disagree and Strongly Disagree groups were combined as DA/SDA. The No View responses (NV) were left as it is. Table 4.1 indicates that between 4% and 20.0% of responding passengers declined to express their views. This indicates their indifference to the questionnaire items. Table 4.1. Reasons for choosing to travel with Company A Variables SA A NV DA SDA CA Convenient reservation and ticketing 76.0 16.0 8.0 0.0 0.0 CA Prompt and accurate reservation and ticketing 44.0 40.0 16.0 0.0 0.0 CA Good checking-in service 44.0 44.0 12.0 0.0 0.0 CA Frequent journey programme 40.0 40.0 20.0 0.0 0.0 CA Convenient journey schedule 36.0 48.0 12.0 4.0 0.0 CA Seat allocation 28.0 56.0 16.0 0.0 0.0 RCS Courtesy of employees 28.0 56.0 16.0 0.0 0.0 RCS Employees willingness to help passengers 36.0 48.0 16.0 0.0 0.0 RCS Employees knowledge to answer passengers questions 40.0 48.0 8.0 4.0 0.0 RCS Passengers are given personal attention 44.0 40.0 8.0 4.0 4.0 RCS Neat appearance of employees 40.0 44.0 16.0 0.0 0.0 RCS Safety of Driving 44.0 44.0 8.0 0.0 4.0 RCS Sincere interest in solving problems 36.0 44.0 16.0 4.0 0.0 RCS On-time performance 36.0 48.0 16.0 0.0 0.0 OBS Seat comfort 40.0 40.0 12.0 8.0 0.0 OBS Meal service 48.0 32.0 8.0 12.0 0.0 OBS On-Board entertainment services 40.0 44.0 4.0 4.0 8.0 OBS Up-to-date coach and on-board facility 40.0 44.0 4.0 4.0 8.0 CA = Convenience and Accessibility RCS = Reliability and Customer Service OBS = On-Board Services 4.2.1 SATISFACTION WITH CONVENIENCE AND ACCESSIBILITY FACTORS Passengers (thereafter referred to as respondents) were asked to express their agreement or disagreement with the six items relating to convenience and accessibility factors: Convenient reservation and ticketing (Item No. 1), Prompt and accurate reservation and ticketing (Item No. 2), Good checking-in service ((Item No. 3), Frequent journey programme (Item No. 4), Convenient journey schedule (Item No. 5), and Seat allocation (Item No. 6) (see Table 4.1, Figure 4.1). Patterns of their responses are analysed below. It is noted in Table 4.1 and Figure 4.1 that 92.0% of the respondents were satisfied (strongly agreed/agreed, SA/A) with the reservation and ticketing procedures undertaken by the company (Item No. 1). Only a small minority of respondents showed their indifference to this item, whereas none of them disagreed with it. The majority of the respondents (88.0%) were satisfied (SA/A) with check in service (Item No. 3) (Table 4.1, Figure 4.1), and a minority (12.0%) did not express their views, but none of the respondents were dissatisfied with this service. In terms of prompt and accurate reservation and ticketing (Item No. 2), convenient journey schedule (Item No. 5), and seat allocation (Item No. 6) (Table 4.1, Figure 4.1), 84.0% of the respondents were satisfied with these three items, and only 4.0% of the respondents were dissatisfied with convenient journey schedule (Item No. 5). 4.2.2 SATISFACTION WITH RELIABILITY AND CUSTOMER SERVICE FACTORS Respondents were asked to indicate their rate of satisfaction/dissatisfaction with eight items concerning reliability and customer service factors. The majority of respondents (88% of the sample) indicated that they were satisfied with employees knowledge to answer passengers questions (Item No. 9), and with safety of driving (Item No. 12). Only 4.0% of the respondents were dissatisfied with these services and 8.0% of them indicated their indifference. With regard to courtesy of employees (Item No. 7), employees willingness to help passengers (Item No. 8), passengers are given personal attention (Item No. 10), Neat appearance of employees (Item No. 11) and on-time performance (Item No. 14), the majority of respondents were satisfied (SA/A) with these items. However, between 8.0% and 16.0% of the respondents expressed their indifference to these items, and only 4.0% to 8.0% of them were dissatisfied with some of these items, as indicated in Table 4.1 and Figure 4.2. With regard to the item: sincere interest in solving problems (Item No. 13), 80.0% of the respondents were satisfied with it, and 16.0% of them expressed their indifference, whereas only 40.0% of them disagreed with it. 4.2.3 SATISFACTION WITH ON-BOARD SERVICE FACTORS Respondents were asked to indicate their rate of satisfaction/dissatisfaction with four items concerning on-board service factors. Table 4.2 and Figure 4.4 clearly show that 84.0% of the respondents were satisfied with on-board entertainment service (Item No. 17) and up-to-date coach and on-board facilities. However, 12.0% of them were dissatisfied and 4.0% expressed their indifference. Figure 4.3 also illustrates that 80.0% of the respondents were satisfied with the seat comfort (Item No. 15) and meal service (Item No. 16). However, 8.0% and 12.0% of the respondents were dissatisfied with Items No. 14 and 15, respectively, and 12.0% and 8.0% of them expressed their indifference with these two items, respectively. It can be noted that more respondents were dissatisfied with these four services than with the other items in other two dimensions. 4.3 FACTORS MOTIVATING CUSTOMERS TO DEAL WITH THE COMPANY B Responses to the factors that have motivated the customers of this company are presented in Table 4.21 and illustrated in Figures 4.4 to 4.4. Table 4.1 indicates that between 20% and 40.0% of the responding passengers declined to express their views. This indicates their indifference to the questionnaire items. 4.2.1 SATISFACTION WITH CONVENIENCE AND ACCESSIBILITY FACTORS Data presented in Table 4.2 and illustrated in Figure 4.4 show that 76.0% of the respondents were satisfied (strongly agreed/agreed, SA/A) with the reservation and ticketing procedures undertaken by the company (Item No. 1). However, the remaining 24.0% of the respondents expressed their indifference to this item, whereas none of them disagreed with it. Around two-thirds of the respondents (68.0%) were satisfied (SA/A) with prompt and accurate reservation and ticketing, whereas the remaining 32.0% of the respondents did not express their views, and none of the respondents were dissatisfied with this service (Table 4.2, Figure 4.4). With regard to the remaining four items (good checking-in service, Item No. 3; Frequent journey programme, Item No. 4; Convenient journey schedule, Item No. 5; seat allocation, Item No. 6), 60.0% of the respondents were satisfied with these services. The remaining 40.0% of the respondents either expressed their indifference to these items, or were dissatisfied with them (Table 4.2, Figure 4.4). Table 4.2. Reasons for choosing to travel with Company A Variables SA A NV DA SDA CA Convenient reservation and ticketing 36.0 40.0 24.0 0.0 0.0 CA Prompt and accurate reservation and ticketing 28.0 40.0 32.0 0.0 0.0 CA Good checking-in service 20.0 40.0 40.0 0.0 0.0 CA Frequent journey programme 16.0 44.0 32.0 8.0 0.0 CA Convenient journey schedule 20.0 40.0 32.0 4.0 4.0 CA Seat allocation 24.0 36.0 28.0 4.0 8.0 RCS Courtesy of employees 16.0 46.0 30.0 4.0 4.0 RCS Employees willingness to help passengers 20.0 42.0 26.0 8.0 4.0 RCS Employees knowledge to answer passengers questions 16.0 42.0 32.0 4.0 6.0 RCS Passengers are given personal attention 18.0 34.0 38.0 6.0 4.0 RCS Neat appearance of employees 20.0 44.0 20.0 8.0 8.0 RCS Safety of Driving 10.0 42.0 24.0 12.0 12.0 RCS Sincere interest in solving problems 12.0 40.0 32.0 12.0 4.0 RCS On-time performance 16.0 30.0 36.0 12.0 8.0 OBS Seat comfort 20.0 28.0 32.0 16.0 4.0 OBS Meal service 16.0 12.0 40.0 20.0 12.0 OBS On-Board entertainment services 12.0 24.0 44.0 12.0 8.0 OBS Up-to-date coach and on-board facility 16.0 44.0 24.0 4.0 12.0 CA = Convenience and Accessibility RCS = Reliability and Customer Service OBS = On-Board Services 4.3.2 SATISFACTION WITH RELIABILITY AND CUSTOMER SERVICE FACTORS Respondents were asked to indicate their rate of satisfaction/dissatisfaction with eight items concerning reliability and customer service factors. About two-thirds of the respondents (64.0% of the sample) indicated that they were satisfied with employees neat appearance (Item No. 11) (Table 4.2, Figure 4.5). One-fifth (20.0%) and 16.0% of the respondents expressed their indifference or dissatisfaction with this item. Most respondents (62.0% of the sample) were satisfied with the courtesy of the employees and employees willingness to help passengers. However, many of them either expressed their indifference, or were dissatisfied with these services. Less than three-fifths (58.0%) of the were satisfied with employees knowledge to answer passengers questions (Item No. 9), and 32.0% of them expressed their indifference and 10.0% of them were dissatisfied. Around half of the respondents (52.0% of the sample) were satisfied with passengers are given personal attention (item no. 10), safety of driving (item no. 13), and sincere interest in solving problems (item no. 14). The remaining half either expressed their indifference or, to a lesser extent, was dissatisfied with these items. However, only 46.0% of the respondents were satisfied with on time performance (Item No. 14), and the remaining 54.0% of them either expressed their indifference or were dissatisfied with this item. 4.3.3 SATISFACTION WITH ON-BOARD SERVICE FACTORS Respondents were asked to indicate their rate of satisfaction/dissatisfaction with the four items relating to onboard service factors (Item No. 18) (Table 4.2, Figure 4.6). Figure 4.6 indicated that about two-thirds of the respondents (68.0% of the respondents) were satisfied with up-to-date coaches and on-board facilities, whereas the remaining respondents either did not express their views (16.0% of the sample) or were dissatisfied with this item. Data presented in Table 4.2 and Figure 4.6 clearly indicate that less than half of the respondents were satisfied with seat comfort (Item No. 15) (48.0%), meal service (Item No. 16) (38.0%), and on-board entertainment services (item No. 17) (44.0%). The remaining respondents (62.0% to 52.0% of the sample) either did not express their view or were dissatisfied with these items. On the whole, it can be said that more respondents either showed their indifference to these three items (30.0% to 36.0% of the sample) or were dissatisfied with them (20.0% to 32.0% of the sample). 4.3 DEMOGRAPHIC CHARACTERISTICS OF RESPONDENTS The demographic characteristics of the respondents from both companies, Company A, and Company B are analysed and compared in this section. Figure 4.7 clearly demonstrates that the majority of respondents of both companies (88.0%) were young between 21 and 50 year old. This is not surprising given that these ages represent people who are more active and more mobile than in other age groups. Forty-six respondents (92.0% of the sample) of Company A were Libyan nationals and the remaining four (8.0% of the sample) were Arab nationals. As for Company B, all fifty passengers were Libyan nationals. In terms of gender, thirty (60.0% of the sample) of Company A respondents were males, and the remaining twenty (40.0% of the sample) were females. As for Company B, twenty-six respondents (52.0% of the sample) were males and the remaining twenty-four (48.0% of the sample) were females. It can be argued that females represented a high proportion of the total number of respondents. As regards their income, Figure 4.8 clearly demonstrates that the majority of respondents of Company A (72.0% of the sample) and Company B (88.0% of the sample) were on the high salary scale of between Libyan Dinars (LD) 201 and over LD350. People with these high salaries, in the Libyan context, are those who can afford to travel more than lower paid people. With regard to their occupation, the majority of respondents of both companies were managers, employees of a company, or government employees (Figure 4.9). Respondents referring to themselves as professional or students were not represented in Company B sample. Most Company A respondents (60.0% of the sample) have been working for periods of 3 to more than 6 years, and 64.0% of Company B respondents were also working for that period of time. The remaining respondents have been working from less than one year to three years. As for their qualifications, Figure 4.10 indicates that the majority of respondents were highly qualified educationally. Most of the respondents of both companies held Diplomas and Bachelors Degrees. In the following chapter, the rate of satisfaction with the eighteen questionnaire items indicated by the respondents of Company A and Company B will be compared and contrasted against each other. Research conclusions will be drawn out and recommendations for both companies and for future research are also outlined in the following chapter.

Let Task

Individual task outcomes should also be evaluated. The value of using common sets of evaluation criteria Is better in the long run because It will be the same across the board. This will make the process fair to all the employees that are being evaluated. To be evaluated on only one or two out of the three mentioned above would be unfair to all of the employees. If one employee was exceptional on behavior and Individual task outcomes and another employee was exception on behavior and traits rating on just behavior and traits would not be fair to the first employee.Rating employees on a broader scale produces better employees in the long run. They have the three areas that they can work on and excel to become a better fit for the organization. Now the 360-degree evaluation works by evaluating the employees on the set criteria however their direct supervisor is not the only person evaluating them. These evaluations are performed by the customers, suppliers, supervisors, and coworkers. This Is very diverse way of rating an individual's performance. One could have a certain behavior around the boss but once he/she Is out of sight the Individual may retreat other employees poorly.This Is a major advantage to a 360-degree evaluation since the employees have to keep a good rapport with all people they contact. On the other hand the 360-degree evaluation also has some disadvantages. I have an example that has happened to me and my co-workers due to an evaluation of this type. I worked for a large banking organization and we had phone contact with the customers discussing their credit card application. We either told them we approved them or if they were decline. No matter the decision, surveys were sent out Mandalay.No matter how nice and courteous I would be to someone if I did not approve them and give them a high enough credit line that survey would not come back with positive marks. Everyone found this out early on and began to give In to customer demands and thus the banks credit loses started to Increase. In this case the 360-degree can have negative Impacts on the company If the employees start to cater to one aspect of it and the employees if they do honest work and decline Commonly used methods of performance evaluations like written essays, graphic eating scales, and forced comparisons all have their similarities and differences.For instance written essays and rating scales both have to be filled out by the supervisor. They can relay the same evaluation in the end, but the written essay might mean more to an employee since it takes the manager more effort to write. On the other hand the written essay could be a bad thing if the writing skills of the managers are not up to par. Forced comparisons, like the other methods, are good at measuring and ranking your employees abilities, however ranking your employees can turn into popularity contest instead of a true ranking.I chose these three methods because my current employer uses a combina tion of all three. We have the graphical part that measures everyone on the same scale. Then we have the essay part which covers skills and goals not mentioned in the graphical part, and then the managers meet to rank all of the employees 1-5. I think when used in combination these three commonly used methods work the best. Used individually all 3 of these method also have bias' and errors. As mentioned the essay method is only as good as the manager's ability to write the essay.If a manager is unable to string a complete sentence together the employee is not going to see the managers intentions through the written word. With the graphical method while easier for the managers since they have a form to fill out it can be ineffective since it only ranks the employees on the topics that are provided on the forms. A manager might have a specialized employee that does something that no other employee does but has no way of expressing this since it is a basic form. And the final method of forced comparisons ranks the employees as if it were a popularity notes.If manager is fond of 4 employees and only has 20 there is a good chance that those 4 employees will always rank in the top one fifth leaving an employee that does comparable or better work on the outside looking in. To improve the performance evaluation process in the given scenario I believe there should be multiple methods used to evaluate the employee's productivity, behavior, and traits. To do this effectively the 360-degree method should be implemented but only allow it to account for 15% percent of the overall evaluation.This allows the co-workers and customers to get a say on how an individual is doing in those areas score. This should be done in a graphical method only so it is a fair evaluation to the individual. Next there should be a combination of the graphical method and the essay method for the direct manager/supervisor to evaluate the employee. This should account for 45% of the evaluation. The final 40% should be on productivity alone. In the scenario given the employee in question no doubt has superb productivity, but in the current method of evaluation the employee gets no credit for it.

Nearly One-Fifth Of The U.S Military Is Female, However

Nearly one-fifth of the U.S military is female, however certain jobs are not eligible for women. Is it believed that women are not considered for front-line combat and Special Forces positions. Opponents argue that women are physically not capable of being effective for troops and would distract men making the military less effective. However women are fully capable of becoming troops the only thing holding them back is the stereotype that they are not physically capable of handing combat roles. Women in the military have changed drastically over the last few decades from a strict roles often as nurses, they are now moving into pilot fighting and working on aircraft carriers. In the military the roles of women are questioned on a†¦show more content†¦People claim that allowing women on the front lines with men would ultimately destroy morale. â€Å"The reality is that woman that should be allowed to apply for it and attempt to qualify for any position in the military.Histor y has shown that they can perform well and that given the right training and environment they can work together.† states Barbara Wilson, a retired Air Force captain. Supporters argue that physical strength is just one part of being a soldier. Non physical attributes are also important including Integrity, moral courage, and determination, those having nothing to do with gender. The study called â€Å"New opportunities for military women: effects upon Readiness cohesion and morale, states the increased level of opportunity for women in the military has not had the near the negative impact that critics warn would follow the changes. The study found that the increasing woman s roles did not harm unit cohesion, in fact greater integration had some positive effects stating it it was raising the level of professional standards. Denying women the right to pursue a career in the military is a civil rights issue. Forbidding women from serving in combat situations is unethical because they can perform the same duties as well or better than most of the men. â€Å"Many women are excellent shots with pistols, carbine, and automatic weapons, many men can t hit a cow with a Target onShow MoreRelatedHomeless War Veterans Essay703 Words   |  3 Pagestheir family or know one? If yes do you help them or is it someone else’s problem. Well many people think it’s someone else problem, but the truth is it’s our problem. They gave there all for each of us! PROBLEM: Veterans being let go from service without appropriate long tern help. 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A Room Of One s Own By Virginia Woolf - 1325 Words

â€Å"When men are oppressed it is a tragedy, when women are oppressed it is a tradition†. This clearly indicated the mentality of people back in 1800’s and even now. Some people think the same; women are made to be oppressed and to be treated badly. From the beginning women were looked as inferior to men. They are confined in an area where they are allowed to do their duties. They were not supposed to get out that localization. They were treated inferior just because they are women. In Charlotte Perkin â€Å"The Yellow Wallpaper â€Å"it determines the mental and physical health of a women, how the society effect it. In A Rooms of One’s Own by Virginia Woolf it basically represents the gender inequality in every aspect of life. Both A Rooms of One’s Own and â€Å"The Yellow Wallpaper† have a different kind of approach but both of them have a same basic core or problem which is women oppression. In A Rooms of One’s Own by Virginia Woolf th e writer was thinking about her speech which she is supposed to give on women and fiction. She begins with a strong thesis statement which states â€Å"a women must have money and a room of her own if she is to write fiction†. This clearly states the oppression of a women that in the 19th century, they are not even allowed to have a private room of her own in which she can relax and write. They obviously have no money, because men at that time think that women are only good for household chores and they have no brains, they were considered property. They haveShow MoreRelatedA Room Of One s Own By Virginia Woolf1337 Words   |  6 PagesWoolf, V. (1929). A room of one s own. New York: Harcourt, Brace and Co ‘A Room of One’s Own’ by Virginia Woolf, is a feminist text. 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