Service Delivery and Customer Satisfaction in The Public Service Sector: An Ethiopian Experience
Service Delivery and Customer Satisfaction in The Public Service Sector: An Ethiopian Experience
Service Delivery and Customer Satisfaction in The Public Service Sector: An Ethiopian Experience
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Abstract
The purpose of the study is to assess the existing service delivery and customer satisfaction of selected federal
ministries/organizations in Ethiopia. The data collecting instruments employed in the study were questionnaires
and key informant interview guides. Primary data was collected using self-administered, structured questionnaire
from respondents (165 employees and 423 customers).The data obtained from the above sources were organized,
presented and analyzed by using both qualitative and quantitative methods of research analysis. The result shows
customers of public service organizations perceived positively that they are satisfied by the overall service
delivery of the organizations. However, there were service delivery differences within different sections of every
selected public service organizations and among each selected organization, which is statistically significant. The
main challenges of public service delivery were lack of accountability, willingness to provide service as per
request, sense of belongingness, inconsistencies of rules and regulations, and lack of integration problem among
different government service providers. The public service organizations should introduce appropriate and
realistic accountability measures; and work together in preparation of their rules, regulations, and procedure
consistently so that they would have better integration, which enable them to provide good service delivery to
their customers.
Keywords: Public service, Service delivery, SERVQUAL, Customer satisfaction, Ethiopia
DOI: 10.7176/PPAR/9-9-04
Publication date:September 30th 2019
1. Introduction
The service industry plays a great and important role in the economy of countries in the world. In the 21st century,
which is characterized by high competition and business dynamism among others, providing quality service to
customers is considered as essential strategy for survival and sustainable growth (Vijayakanth et al., 2014). In
the global world, providing quality service is crucial for the accomplishment and continuous existence
(Parasuraman et al., 1985; Reichhld & Sasser, 1990; Zeithaml et al., 1990). All over the world, public service
institutions have responsibility for providing sufficient service to clients/citizens as per their request (Benjamin,
2012). The public sector has responsibility and accountability for delivering efficient and effective services to
communities and societies as a customer. Though public service institutions, now days, have an ever-increasing
demands to deliver best services and improve efficiency relatively compared to previous times, demands are
changing in their quality requirements in government and private sector.
Despite the fact that the incumbent Ethiopian Government introduced different reform programs to increase
service delivery and customer satisfaction, there are many challenges and problems in the public sector. Several
research studies on the issue indicated that the service performance of the sectors is not up to the satisfaction
level of the public (Emnet & Habtamu, 2011), poor integration and sequential approach (Mesfin, 2009). Thus,
the purpose of the study is to assess service quality and customers' satisfaction in public sector selected federal
organizations in Ethiopia.
Service quality is an overall result similar to attitude towards the service and generally accepted as a
predecessor of overall customer satisfaction (Zeithaml & Bitner, 1996). Customers are the corner stone’s of
service provider in that without customer it is difficult to assure sustainable continuity and growth of
organizations. Hence, the Ethiopian public service organizations have the responsibility to provide efficient
service to clients and achieve the goals of their mission. To this end, government has been introducing various
reforms to bring about a remarkable change that ensures expectations of the customers. For this very reason,
public sector organizations put boldly the services they provided and express their willingness to implement
effective and efficient service practically on the ground. It is vividly observed that there are complains in service
provision and the satisfaction of customers when looking it vis-à-vis the status of service provision by
organizations and perceptions’ of customers (Emnet & Habtamu, 2011).
Many studies have been done in relation to this topic; For example, a descriptive study conducted by Fariba
Azizzadeb, Kahalili, Iraj Soltani (2013) on service quality measurement in the public sector using SERVQUAL
model have found that there is a difference between customer expectation and present service delivery in terms
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of tangibility, reliability, empathy and guarantee. Similarly, Ilhaamie (2010) has also studied the quality of
service provision in Malaysian public sector and expectation of external customers using SERVQUAL
instrument. The result shows that the overall service delivery was good in the public sector however, this study
focused only the external customer side without including the internal customers/employee side/.
Furthermore, a survey study on the comparison of private and public service organizations in terms of
customer Satisfaction through Service Quality across Karnataka (India) was done with specific focus on the
investigation of how closely customer expectations of service and front line employees’ perceptions of customer
expectations match. The result of this survey indicated that employees and customers do not have significant
differences in opinions in terms of the gaps between their perceptions and expectations of government and
private organization (Urs, Harirao & Kumar, 2014).
However, the literature tells us that the studies done on the subject of service quality and customer
satisfaction appear to be mostly focusing on private sector. Nevertheless, if we take the context of developing
countries like Ghana the public sectors is mainly the dominant player in service delivery (Benjamin, 2012) which
requires research attention and the context of Ethiopia is not different from this fact.
In Ethiopia different studies have been done on customer satisfaction in the public organizations (e.g. A
survey on the assessment of customer satisfaction on Ethiopian Telecom (Potluri & Mangnale, 2010), A research
note on Clients and clinician satisfaction with laboratory services at selected government hospitals in eastern
Ethiopia (Zelalem Teklemariam, Abiyu Mekonnen, Haji Kedir and Getachew Kabew, 2013).
Therefore, the conceptual challenges identified in this research are bad record track and pick-drop culture of
reform tools, the top-down approach or lack of adequate consultation of stakeholders and lack of implementation
capacity. However, the assessment of service quality and customers’ satisfaction on the specified federal
organizations is not yet studied.
A research conducted by Jenet (2011) with a methodology SERVQUAL MODEL come up with the idea
that service quality and customer satisfaction are different in their dimensions. However, the study was unable to
incorporate views of employees while they are providing service to their customers. Hence, the here researchers
are interested to address; has the service delivery in the selected organizations in Ethiopia lived up to the
customers’ satisfaction in respect of bringing about predicted quality services? How about the employees? Do
they know clearly whether the services they provide are as per quality or not? Therefore, this research focuses on
service quality and customers’ satisfaction in the selected governmental organizations in Ethiopia.
2. Research Objectives
The general objective of the paper is to assess service quality and customers’ satisfaction of public sector in
selected governmental ministry/institution/office of Ethiopia.
Specific Objectives
1. To describe service delivery status in the public service sector of Ethiopia.
2. To investigate the determinants of customer satisfaction in the selected public service organizations.
3. To identify the challenges of selected public service delivery in public service sector of Ethiopia.
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As the main output of most public sector organizations is service delivery, Brysland and Curry (2001) stated
that the literature clearly supported the use of SERVQUAL in the public sector. And, Gowan et al. (2001),
highlighted that service provision is more complex in the public sector because it is not simply a matter of
meeting expressed needs, but of finding out unexpressed needs, setting priorities, allocating resources and
publicly justifying and accounting for what has been done) were undertaken in the public service sector and they
establish the relationship between service delivery and customer satisfaction.
To this end, the conceptual framework and hypotheses to analyze the nexus between service delivery and
customer satisfaction in the public service sector of Ethiopia are depicted below.
4. Research Methodology
Description of the study area
The study area, Addis Ababa-Ethiopia, was purposively selected as it fits for the purpose of the study. This is so
because Addis Ababa is the capital city and seat of all Federal ministries and/or institutions in Ethiopia. Among
the various public service organizations, DARO, EMI, MoGCA and MoCT were selected for the study. The
institutions/ministries were selected purposely through the following criteria.
One is capacity-building, communication/PR, great /opportunity/ concern for the country, has more
customers with different background. Hence, EMI is engaged in capacity building and it has more than 264
Federal and Regional clients. DARO is also a Federal Document Authentication and Registration Agency and
has more than 1 million customers each year. MoCT is a Ministry of Culture and Tourism and the country give
due attention to exploit its tourism resources and benefited from the industry by establishing tourism
transformation council lead by prime minister. MoGCA- is government communications affair office served as a
bridge between the government and peoples at large.
Research Design and Strategy
This research employ a mixed methodology as it uses both qualitative and quantitative data. As Creswell (2003)
stated, using only qualitative or quantitative research methodology has its own limitations.
However, mixed methods make the research process & its findings more valuable by offsetting the
limitation of each research approach. Therefore, the researcher applied a mix of descriptive and exploratory
survey research design and mixed methodology in data collection in order to answer the gap identified in the
research process.
Data Type and Sources
The researcher used both qualitative and quantitative data types. Both primary and secondary source of data were
employed. The primary sources of data were collected from users, administrators and key informants of five
federal ministries/organizations DARO, EMI, MoGCA and MoCT.
Secondary source of data were collected from relevant sources such as report of the institutions/ministries,
organizations’ citizens’ charter and document review of all the selected ministries report and customers’
suggestions boxes.
Sample Design
The target population of the study consists of customers and employees of four selected federal
ministries/institutions, DARO, EMI, MoGCA and MoCT and these organizations are the unit of analysis.
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Where,
N = size of population
n = size of sample
e = acceptable error
p = sample proportion of successes, q = 1 – p;
z = the value of the standard variate at a given confidence level
The size of the total population is around 985 where p is 0.5 because at this p value n was the maximum and the
sample yield at least the desired precision.
The z value at 95% of confidence level is 1.96.
(1.96)2. (0.5)(0.5).945.99
Sample= (0.05) . (985-1) + (1.96) 2. (0.5)(0.5)
2
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interest of customers, information regarding conducive environment and system in service provision, awareness
of civil servant in providing quality service, how they treat customers, expectations of customers. The researcher
preferred this technique, because close-ended questionnaires require less time, and are easier for the respondent
to answer.
In order to triangulate the data collected through questionnaire, the researchers were also utilized tools such
as interview for clients and employees of the selected institutions’ customer service and focus groups for
customers in each organization.
The time of data collection and conducting the study were about three months, and four enumerators (who
are first-degree holders) and the researcher himself did this. Before the data collections were made, one-day
training was given to the enumerators about the objectives of the study. In addition, before the full-fledge study
is underway; a pilot study was carried out by the researcher on few selected ministries/institutions.
After the pilot study, some necessary adjustments were made to the questionnaire to accommodate the
loopholes identified during the pilot study.
The interview questions were analysed and processed using the qualitative method. The analysis part was
focusing on five SERVQUAL model such as reliability, responsiveness, tangibles, empathy, assurance. Since
gaps are created when the perception of the delivered service is not as per the expectations of the customers and
therefore it is crucially vital to probe this gap with respect to factors affecting satisfaction of customers.
Data Processing and Analysis
The collected data were analysed using quantitative and qualitative approach and entered into spreadsheet SPSS
software version 20. The close-ended questions were analysed quantitatively that is by using descriptive
statistics, inferential statistics and regression models. Descriptive statistics such as frequencies and percentages,
mean, standard deviation and range were used to run univariate analysis on each main variable. Furthermore,
inferential statistics like correlations, chi-square, two-sample t-test, one way ANOVA, are used to identify
associations, differences and significances of these associations and differences. Importantly, linear regression
was employed to investigate determinants of service quality and customer satisfaction.
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also finding and satisfying the unexpressed needs (Gowan, 2001). Currently, public service organizations have
come under increasing pressure to deliver quality services (Randall and Senior, 1994, and enhanced efficiency
(Robinson, 2003). Quality service in public service organizations is slow, and is aggravating by difficulties in
measuring outcomes, greater analysis from public and press be deficient in freedom to account in an arbitrary
fashion (Teicher et al., 2002).
According to Parasuraman (1985) service quality is the difference between customers’ expectation of
services and their perceived services.
Table 8: Significant Difference Within and Between Organizations
ANOVA
Sum of Df Mean Square F Sig.
Squares
Between Groups 13.717 21 .653 2.365 .001
Organization Within Groups 113.225 410 .276
Total 126.942 431
Between Groups 1166.371 21 55.541 6.917 .000
Age Within Groups 3019.340 376 8.030
Total 4185.711 397
Between Groups 433.786 20 21.689 2.842 .000
Educational Level Within Groups 2968.789 389 7.632
Total 3402.576 409
Between Groups 26.335 21 1.254 1.708 .027
Job Within Groups 277.543 378 .734
Total 303.878 399
Source: Own survey, 2017
Table 5.6 indicates that there is statistically significance difference within organizations (in terms of age,
education and job) and between organizations (EMI, DARO, MoClT and MoGCA).
Table 9: SERVQUAL Dimensions (Expectations, Perception and Gap)
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
TangExp 407 1.00 5.00 3.8342 .82942
RelibExp 421 1.20 5.00 4.0285 .90498
RespExp 421 1.00 5.00 4.0814 .85499
AssurExp 425 1.00 5.00 4.0671 .82322
EmpaExp 432 1.00 5.00 3.7995 .86279
TangPer 419 1.00 5.00 3.9218 .81166
ReliaPer 421 1.20 5.00 4.0285 .90498
RespPer 430 1.00 5.00 3.9924 .86439
AssuPer 434 1.00 5.00 4.0415 .86169
EmpatPer 421 1.00 5.00 3.7306 .89652
TangGAP 383 -2.75 3.25 .0692 .70161
ReliaGAP 421 .00 .00 .0000 .00000
RespGAP 406 -2.75 3.00 -.1010 .66779
AssurGAP 415 -2.75 1.50 -.0398 .65149
EmpathyGAP 416 -2.80 2.00 -.0793 .62937
Valid N (listwise) 351
Source: Own survey, 2017
All customers questionnaires response were negative except tangible were positive gap, this indicates that
there is a gap between expectation and perception. Therefore, the public service organizations have to work to
satisfy the needs of their client/customers. Other studies conducted on similar areas confirms that quality service
delivery of public service is not a privileged in a modern society rather it is genuine expectation (Amanfijnr.,
2012). Hence, this finding is consistent with the above empirical evidence.
The summary scores for each SERVQUAL dimensions; shown in the above table 5.7, with the average
scores per dimension have been totaled to get the overall SERVQUAL score. As you can understand from the
above table, responsiveness, empathy and assurance gap have the highest negative score, which means the
organizations have little willingness to provide prompt service, poor competency of employees, low
understanding to customers, insufficient facilities, and their employees are not capable of doing their assigned
task.
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Hence, the current service deliveries of organizations are not compatible with the expected service of the
selected public service organizations. So, this result is consistent with Parasuraman (1988) theory about public
service organizations and their client’s expectation.
However, customers respond negatively/their expectation is greater than their perception/. This implies that
the organizations service delivery is low, because result of key informant interview also shows similar poor
performance. However, DARO customers respond good service delivery and they were happy. Some of the
main justifications were good service delivery, responsive, improved work procedure in its overall service
provision.
On the other side, tangible gap have positive value. It was assumed that for this reason, customers have
weighted this dimension highest and we can understand that the organizations the necessary facilities and
equipment, and personnel and written materials resources are almost the maters of budget. Hence, the
government allocates appropriate budget to run the day today operational activity and to provide service to
clients.
Service has five distinctive dimensions that were expected by service users (van Iwaarden et al., 2003). The
importance of the dimensions varies from sector to sector and even from organization to organization within a
sector (Har, 2008). For instance, service quality dimensions expected in banks may not be equally required in
public service organizations. Clients’ perception of service quality results from a comparison of their before-
service expectations with their actual service practice.
Service quality was considered as excellent, if perception exceed expectations; it was viewed as adequate, if
it only equals the expectations, if it does not meet them, poor (Vazquez et al., 2001). There is also a strong
association presented in literature between perceive quality, dedication, devotion, reflection and loyalty
(Veloutsou et al.2004).
Hence, the reason behind why responsiveness is highly demanded by the clients; customers need quick
response to their request, positive personal attitudes, care about their interest and immediate responsive to their
inquiries. Furthermore, the reason behind why assurance is highly demanded by the clients were they give more
focus to knowledge and courtesy and service providers ability to inspire trust. Other study conducted by Sriyam
(2010), found that assurance dimension demanded high in their expectations whereas tangibility scores high
perception.
The reason behind why reliability is highly demanded by the clients is citizens highly need to get service as
per promise of the public service organizations. Other studies confirm that reliability is just a matter of keeping
word of the organization and delivered as pr its promises (Zeithaml et al., 2006).
Similar to the result on the expected service quality dimensions, the clients perceived high assurance,
responsiveness, and reliability. However, the clients relatively respond low result tangible. The low importance
of tangibles could be attributable to the fact that customers are aware of the financial constraints which are
typical in the public service authority funding context, and simply do not expect much when it comes to
aesthetics; instead, they attach more importance to the delivery aspects of the service.
Accordingly, the result of this study indicates that responsiveness, assurance and reliability are the most
demanded service quality dimensions in the surveyed public service organizations. Because customers of the
selected organizations are highly demand, immediate services to their request, positive and collaborative
attitudes of employees, quick service with accuracy. Studies also showed that customers give great concern for
speed of response to their complaints(responsiveness), attitudes of staff, employees concern for customers and
security for transactions (assurance), speed of services, accuracy of transactions (reliability) (Naik, Gantasala,
Prabhakar, 2010).
Generally, the gap between perceived and expected service delivery dimensions, three of them have
negative gap in their perceived experience that is lower than expectation of clients. Hence, this implies that
customers were not satisfied in the studied public service organizations in responsiveness, assurance and
empathy dimensions.
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addition, there are some times problems observed in clients in fulfilling all relevant documents as per the
regulations.
This is because of lack of awareness about the service, lack of information. Other studies support the result
that is lack of good awareness on service seekers side regarding their responsibilities and obligations (Mesfin &
Taye 2011).
Other challenges of public service delivery were lack of commitment, skilled ready to provide public
interest at the right time and situation. On the other hand, customers of the selected public service organizations
were sometimes unable to provide the required precondition for service, sufficient documents, and lack of
sufficient orientation of the public service organizations services.
Other view of customers were also in other government offices example land administration, Kebele, trade,
and revenue authority were highly exposed to corruption, poor service delivery, and rent seeking mentality
where as in DARO relatively it were the best government service provider than others.
Another study organization MoGCA key informant interview results also responds that one of the criteria
for the customer satisfaction is the service delivery organization can deliver the service efficiently and
effectively to the customer per their request. As the respondents response the customers/stakeholders are
satisfied through the services but it is moderate satisfaction for the reason that the service provider professionals
are not fast enough to transfer customer’s application to the one who is in charge for decision-making process on
time.
Directive, standard and citizen charter are introduced in the organization but they are not avail for
customers. This is the particular issue customers raise regarding to transparency. Other challenge related to
handling customer complaints: those customers/stakeholders reported the cause of dissatisfaction. The
organization is not responding appropriately according to their work procedures. This situation makes the
customer to have feeling of resentment. Beyond that, they also respond there no accountability measure in the
office. The other challenges were related to customers caring because the organization does not have waiting
room for customers until they get the service. As a result, they do not feel respected. Studies in Ethiopia civil
service implementation challenges shows that lack of accountability in performance management system
(Solomon, 2007), poor sense of belongingness (Emnet and Habtamu, 2011).
Recommendations
The researches’ recommendation to increase public service organizations service delivery is that better to work
in awareness creation via different mechanism to their clients. Because an aware client helps to clearly ask their
rights, consequently the service provider enables them to fill their gap as per the questions and comments of
customer.
In a net shell, customer satisfaction of the public organizations shows that customers of public service
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organizations were satisfied. However, this does not mean they are best in all and customers are satisfied. In the
key informant interview shows that there are problems with regard lack of accountability, poor willingness to
delivery service as per the quality. MoGCA customers are less satisfied than EMI, DARO and MoCT. So the
office is expected to give due attention to introduce accountability, provide service effectively and efficiently
and prepare sufficient area for customers waiting service. There are also gaps in EMI in providing response to
customers as per their request, quality related limitations, and employees dissatisfaction.
Since the institute is capacity builder and highly responsible, it should solve the quality related problems,
service responsiveness and employee dissatisfaction by following best international standard, quality
measurement, investing more in research and development, and revise its internal work procedure, work load
and both financial and non-financial motivational factors and share other similar organizations experiences.
Public service organizations should introduce appropriate and realistic accountability measure, furthermore,
there should be more aware to assess their employees satisfaction consequently it helps them immediately to
solve any low organizational belongingness. The federal public service organizations also should give due
attention for their rules, regulations, and procedure consistency and other integration problems. Hence, it is better
to discuss jointly at least the main gaps of the observed problems and give solutions.
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Hailay Gebretsadik Shifare is a Senior Consultant (researcher, trainer and consultant), Ethiopian Management
Institute, Addis Ababa, Ethiopia. He has been teaching for more than 10 years in Universities, and currently he is
researcher, trainer and consultant in the institution. He has conducted several researches in international business,
export performance, transformational leadership, marketing, Human Resource, change tools, Gender
mainstreaming, management development. He is also member of Ethiopian Economic Association and member
of different committees in the Institution. He is also an author of two books.
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