INFLUENCE OF SERVICE QUALITY ON EMPLOYEE JOB SATISFACTION:

A SURVEY OF HUDUMA CENTRES IN NORTH RIFT REGION, KENYA

HARRIET NASAMBU JUMA

A RESEARCH PROPOSAL SUBIMITTED TO THE DEPARTMENT OF

ENTREPRENEURSHIP, PROCUREMENT AND MANAGEMENT IN THE
SCHOOL OF ENTREPRENEURSHIP, TECHNOLOGY, LEADERSHIP AND
MANAGEMENT IN THE PARTIAL FULFILMENT OF THE REQUIREMENTS
FOR THE AWARD OF MASTER OF SCIENCE IN HUMAN RESOURCE
MANAGEMENT OF JOMO KENYATTA UNIVERSITY OF AGRICULTURE
AND TECHNOLOGY

MARCH 2021

DECLARATION

i
The research proposal is my original work that has never been given to any university
for the award of any degree.

Harriet Nasambu Juma ………………. …..……………

HDE312-C008-5230/2016 Signature Date

The research proposal has been presented for examination with my approval as
University supervisor.

Dr. Duncan Nyaberi ..……………… ……………………

(PhD) Signature Date

Dr. Calvin Otieno ………………… …..……………….

(PhD) Signature Date

Jomo Kenyatta University of Agriculture and Technology

ii
 ACKNOWLEDGEMENT
I am grateful to our almighty God for his sufficient grace and wisdom that enabled me to
write this proposal research report successfully. First and foremost, my deepest
appreciation goes to my supervisors, Dr. Duncan Nyaberi and Dr. Calvins Otieno of
Jomo Kenyatta University of Agriculture and Technology who gave me guidance while
I undertook this study. Their invaluable criticisms, corrections and suggestions on the
way forward raised the bar for this study. Special thanks to my entire family for being
extremely supportive, my husband Tony who has always been there for me, kept me
strong always... Last but not least, I want to thank my friends and colleagues; my
immediate supervisor Anne Mung’ou she has been of great help and support to me
thanks so much, my manager Mr. Abong’o who gave me all the time I wanted to work
on my project, God bless you so much my bosses. For their emotional, prayers and
material support during this period. God bless you all.

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 TABLE OF CONTENTS
DECLARATION..........................................................................................................................ii
ACKNOWLEDGEMENT..........................................................................................................iii
LIST OF TABLES......................................................................................................................vi
LIST OF FIGURES...................................................................................................................vii
LIST OF APPENDICES..........................................................................................................viii
ACRONYMS AND ABBREVIATIONS...................................................................................ix
DEFINITION OF TERMS..........................................................................................................x
ABSTRACT.................................................................................................................................xi
CHAPTER ONE...........................................................................................................................1
INTRODUCTION........................................................................................................................1
1.1 Background to the Study..........................................................................................................1
1.2 Statement of the Problem.........................................................................................................5
1.3 Objectives of the Study............................................................................................................5
1.4 Research Questions..................................................................................................................6
1.5 Significance of the Study.........................................................................................................6
1.6 Scope of the Study...................................................................................................................7
1.7 Limitations of the Study...........................................................................................................7
CHAPTER TWO.........................................................................................................................8
LITERATURE REVIEW............................................................................................................8
2.1 Introduction..............................................................................................................................8
2.2 Theoretical Review..................................................................................................................8
2.3 Empirical Review...................................................................................................................10
2.4 Conceptual Framework..........................................................................................................16
2.5 Critique of the Existing Literature Relevant to the Study......................................................17
2.6 Summary................................................................................................................................18
2.7 Research Gaps........................................................................................................................18
CHAPTER THREE...................................................................................................................20
RESEARCH METHODOLOGY.............................................................................................20
3.1 Introduction............................................................................................................................20
3.2 Research Design.....................................................................................................................20

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3.3 Target Population...................................................................................................................20
3.4 Sample Size and Sampling Technique...................................................................................21
3.5 Data Collection Instruments...................................................................................................22
3.6 Data Collection Procedures....................................................................................................22
3.7 Pilot Study..............................................................................................................................22
3.8 Data Analysis.........................................................................................................................23
REFERENCES...........................................................................................................................24
APPENDICES............................................................................................................................28

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 LIST OF TABLES
Table 3.1: Target Population........................................................................................................20
Table 3.2: Sample Size.................................................................................................................21
Y

vi
 LIST OF FIGURES
YFigure 2.3:Conceptual Framework.................................................................................................

vii
 LIST OF APPENDICES
YAppendix I: Introduction Letter.....................................................................................................
Appendix II: Research Questionnaire for Customs Officers.......................................................29
Appendix III: The Work Plan......................................................................................................33
Appendix IV: The Proposed Budget............................................................................................34

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ix
 ACRONYMS AND ABBREVIATIONS
ISQ Internal Service Quality
OSS One-Stop-Shop
NYS National Youth Service
NHIF National Hospital Insurance Fund
ISPs Internet Service Providers

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 DEFINITION OF TERMS
Service Quality Refers to total characteristics of services that have the
ability to expressed and clear needs. With regards to the
study it relates to how best a service aligns to the
expectations of employees.
Responsiveness It refers to employees’ willingness to help other
employees and to provide prompt services. With regards to
the study it refers to how quickly an employee can be able
to react to a given situation.
Assurance Can be defined as credibility, competence and security in
service delivery. With regard to the study assurance in
Huduma centers refers to satisfaction of employees and
quality policy.
Empathy It refers to employee willingness to provide
individualized attention to other employees. With regard
to the study it refers to the capacity of being able to view
and value another person’s feelings or experience.
Employee job satisfaction It describes how much extent an individual is pleased,
comfortable or satisfied with his or her job.

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 ABSTRACT
The government has put in place Huduma centers otherwise known as one stop shop for
government services. Over the years, government services have been marred with delays
and frustrations in acquiring these services by their customers. The employees work
under unattractive working conditions. The study will determine the effect of service
quality on employee job satisfaction in Huduma centers in North Rift region, Kenya.
The effects of responsiveness, assurance, tangibility and empathy on employee job
satisfaction in Huduma centers in North Rift region, Kenya will be determined. The
study will be based on Servqual model, Herzberg duality theory and expectancy theory.
Descriptive survey research design will be utilized. The study will target 191 employees
in 5Huduma Centers North Rift in region, Kenya out of which 130 will be sampled. The
respondents will be selected through stratified sampling. A pilot study will be conducted
to test the reliability of the research questionnaire and also ensure its validity. Face
validity and content validity of the research questionnaire will be ensured through
consultations with the research supervisor. The reliability of the research questionnaire
will be tested using the Cronbach’s alpha coefficient. Data will be collected using self-
administered structured questionnaires. Frequencies, percentages, means and standard
deviations will constitute the descriptive statistics that will be used by the study.
Multiple regression analysis and Pearson product moment correlation will comprise the
inferential statistics for the study. The results of statistical analysis will be presented in
tables. The researcher hopes that the outcomes of this study will inform decision making
by the government and will also fill knowledge gaps in literature as well as propel
further research.

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 CHAPTER ONE

INTRODUCTION

1.1Background to the Study

Most employees spend most of their time at work, both professionally and
personally, and hence the satisfaction of people at work is very paramount.
Satisfaction is about how pleased or happy one is with the work they are undertaking.
This is in line with the extent to which the job helps fulfill the employee needs or
desires. Indeed, every organization takes seriously the satisfaction of its employees
as it affects performance. This is because satisfied employees are very productive
(Ali, 2016). It is a very crucial matter that organizations should consider making
policies which will favor employees at work as it is the nature of people to be
satisfied or dissatisfied with assignments given to them. How employees are served
or treated within the working environment is thus paramount as it affects their
attitudes towards that work. Eventually, the organization with be able to ensure
increased performance which results from commitment of employees who are
satisfied with work (Ali, 2016).

Job satisfaction survey developed by Spector (1985) to measure employee job

satisfaction using a combination of satisfactions: pay, promotion, supervision, fringe
benefits, contingent rewards, operating conditions, co-workers, nature of work and
communication(Mukhles et al., 2018).The concept of the internal customer emerged
during themid-1980s, suggesting that every employee or department within a
company has customers, both internal and external, and that employees (internal
suppliers) should provide services that meet the expectations of all their
customers(Mukhles, Mousa, Firas &Ma’moun, 2018). Internal customer can be
defined as any employee who is receiving services or products by or from other
members within the organization. This means that meeting the requirements exactly
as customers’ needs are the quality resources for many organizations. Employees are
internal customers of the organization because they receive services and products
from other members of the organization to carry out their jobs and therefore
employees view themselves as customers (Mukhles et al., 2018).

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The notion of internal service quality (ISQ) was first proposed by Sasser and Arbeit
(1976) who considered employees as the internal customers. But, the management of
ISQ can be traced back to Ishikawa’s (1985) concept of the voice of the customer
(Brandon-Jones & Silvestro, 2010). The ISQ is defined as the perceived quality of
service provided by distinctive organizational units, or the people working in these,
to other units or employees within the organization (Back, Lee & Abbott, 2011). It
can be defined as the service provided between different organizational departments.
Thus, an organization or business wishing to deliver good quality external services
must first offer satisfying internal services to meet the needs of employees (Mukhles
et al., 2018).

Attempts to measure ISQ follow two common approaches. The first is to adopt a
gap-based measure of ISQ, usually through the application of the SERVQUAL scale.
The second approach has been for researchers to develop perceptions-only measures
of ISQ, usually from scratch. Although there is disagreement among researchers
about the measurement of ISQ, several instruments have been developed to measure
the ISQ, such as SERVQUAL, SERVPERF, INTSERVQUAL and INSQPLUS
(Mukhles et al., 2018).In the original SERVQUAL instrument, Parasuraman,
Zeithaml and Berry. (1985) define service quality through ten dimensions, which
they later summaries to five (Parasuraman, 1988), namely: Tangibility, reliability,
responsiveness, assurance and empathy (Mukhles et al., 2018). Tangibility refers to
physical facilities, equipment and personnel appearance. It consists of the
pleasantness of the companies’ physical facilities, equipment, personnel, and
communication materials. Tangibility includes the external appearance of the
customer staff. Reliability refers to the ability to perform the promised service
dependably and accurately. It means that the service company offers accurate and
flawless service to customers’ directly from the first time on, and does so in the
promised time (Mukhles et al., 2018).

Responsiveness refers to willingness to help customers and provide prompt service.

It means the willingness of the employees in the service companies to help
customers, answer their requests, tell customers when the service is provided, and
provide prompt service. Assurance refers to knowledge and courtesy of employees
and their ability to gain trust and confidence (Mukhles et al., 2018). It means that the

2
behavior of the employees makes the customers trust the company and feel safe. In
addition, employees have the ability to answer the customers’ questions and are
always polite. Empathy refers to providing individualized attention to the customers.
It means the employees’ ability to understand customers’ problems, acting for their
benefit and treating them as individuals. Empathy includes that the opening times of
the company are suitable (Mukhles et al., 2018).

One stop shops were initially adopted in Australia but was too unconventional to the
traditional administrative hierarchical culture thus was closed down in 1908.
However, the idea survived and returned to the agenda of public administration as a
sub-element of new public management reform and its customer orientation concepts
(Wambugu& Mwaura, 2018). Currently the model has been adopted in other
countries including New Zealand (service centers), in Germany (Buergerburo or
citizens' offices), in Canada, in France (Maison Services Publique), in the Slovak
Republic (Integrated Service Points), in Azerbaijan (Easy Service), in Kazakhstan
(State owned Corporation, Government For Citizens) and in Georgia in the form of
public service hall also known as justice houses and the community centers
(Wambugu& Mwaura, 2018).

The idea of creating a one-stop-shop (OSS) in Egypt dates back to 2001. It targeted
at improving the Egyptian economy by improving service delivery to investors In
Cairo the heart of the Egyptian economy. At that time Egypt had complex
registration and licensing procedures which did not favor investment (Abdalla,
Kiragu, Waswa, Ono, Kariuki &Ikua, 2015). This was after a study was carried out
by the Ministry of State for Administrative Development. Other countries where the
OSS system of public service delivery has worked and considered reasonably
successful include Singapore through their Economic Development Board, Malaysia
through Malaysian Industrial Development Authority and Ireland through the
Industrial Development Authority (Abdalla et al., 2015).

In line with the 2010 Kenya’s constitution that created a devolved government
structure for improved delivery of services to citizens, the government introduced
Huduma centers concept that centralizes service provision under a single roof
(Mutinda, 2017).Huduma centers serve as a one-stop shop for services such as
application for national ID cards, National Social Security Fund, business permits,
3
driving licenses, registration of companies and processing of birth certificates. The
first Huduma Centre was launched at Nairobi’s Teleposta Towers four years ago but
has since expanded to other parts of the city with plans to set one in each of the 47
counties (KahawaTungu, 2018).

Despite being the only project seemingly flourishing under the Jubilee regime, a lot
is happening behind the scenes at the Huduma Centers that could see the noble
project collapse. The problem at the award-winning project is deep rooted, affecting
mostly suppliers and employees (KahawaTungu, 2018).It has been reported that
some staff at Huduma Kenya was not receiving payments of salaries on time. Also,
allowances to conduct any outreach or work-related travel take months or even a year
to be paid back (KahawaTungu, 2018).It has been reported in some quarters that staff
members have no insurance and no public servant NHIF cover. Some staff who
works for cleaning companies have been reported to sleep in centers as Huduma
Kenya fails to pay cleaning companies. Huduma Kenya seems to delay to pay
suppliers more than other departments in the ministry such as NYS, Uwezo and
Youth Fund where suppliers are paid within three months (KahawaTungu, 2018).

Huduma centers are undoubtedly among the few projects implemented by the Jubilee
Government that have struck the right chord with Kenyans. But they now face an
uncertain future as the State holds back funding. The Government has also delayed
putting in place an institutional framework that would guarantee the project’s
continued existence, with the Huduma Kenya Programmed currently running on
political goodwill, which denies it a long-term outlook as well as much needed
independence. (Kamau, 2018).The centers, which aimed to bring Government
services closer to the people, have over time seen their budgetary allocation whittled
down from a high of over Sh2.6 billion in 2014 to Sh500 million in the last financial
year. This has resulted in a drop in the quality of service offered at the centers as
Huduma Kenya struggles to pay suppliers, including Internet service providers (ISPs)
that have in the past denied service to some centers and caused severe service
interruption. Huduma centers are heavily reliant on Internet connectivity(Kamau,
2018).According to the ministry, underfunding has led to increased service
disruptions due to disconnections by ISPs, failure to repair broken down equipment
and increasingly poor work and service environment (Kamau, 2018).

4
1.2 Statement of the Problem
The government has put in place Huduma centers otherwise known as one stop shop
for government services. Over the years, government services have been marred with
delays and frustrations in acquiring these services by their customers. The employees
work under unattractive working conditions (Wambugu& Mwaura, 2018).The effect
of this is that the productivity of employees is negatively affected. Moreover, it has
negative implications on the general life of employees, because a satisfied employee
is a contented and happy human being. A highly satisfied worker has better physical
and mental well-being. The long-term consequences are that the service delivery to
the citizens of Kenya will be ineffective and inefficient (Janardhanan, 2011).

Researchers have conducted studies on service quality and employee job

satisfaction.Agwaro (2017) studied service design and service quality in the public
sector, in the case of Huduma canters. However, the study did not examine the effect
of tangibility on employee job satisfaction in Huduma centers in North Rift region,
Kenya. Wambugu and Mwaura (2018) studied the effect of service quality
dimensions on customer satisfaction among government Huduma Centers in Rift
Valley Region, Kenya. However, this study did not focus on employee job
satisfaction. Moreover, the study did not examine the effect of assurance on
employee job satisfaction in Huduma centers in North Rift region, Kenya. Abdalla,
Kiragu, Waswa, Ono, Kariuki and Ikua (2015) studied the effect of Huduma centers
(one stop shops) in service delivery in Mombasa Huduma Centre. The literature
reviewed showed that little has been done to examine the effect of service quality on
employee job satisfaction in Huduma centers in Kenya. This study will therefore
examine the effect of responsiveness, quality assurance, tangibility and empathy on
employee job satisfaction in Huduma centers in North Rift region, Kenya.

1.3 Objectives of the Study

This study will be guided by the following objectives;

1.3.1 General Objective

The general objective of the study was to determine the effect of service quality on
employee job satisfaction in Huduma centers in North Rift region, Kenya.

5
1.3.2 Specific Objectives of the Study
i. To assess the effect of responsiveness on employee job satisfaction in
Huduma centers in North Rift region, Kenya.
ii. To determine the effect of assurance on employee job satisfaction in Huduma
centers in North Rift region, Kenya.
iii. To examine the effect of tangibility on employee job satisfaction in Huduma
centers in North Rift region, Kenya.
iv. To determine the effect of empathy on employee job satisfaction in Huduma
centers in North Rift region, Kenya.

1.4 Research Questions

H01: Responsiveness has no significant effect on employee job satisfaction in
Huduma centers in North Rift region, Kenya.
H02: Assurance has no significant effect on employee job satisfaction in Huduma
centers in North Rift region, Kenya.
H03: Tangibility has no significant effect on employee job satisfaction in Huduma
centers in North Rift region, Kenya.
H04: Empathy has no significant effect on employee job satisfaction in Huduma
centers in North Rift region, Kenya.

1.5 Significance of the Study

The findings of this study will be important to a number of stakeholders. To the
government, the study is important because it will highlight the possible strategies
that can be implemented to ensure that employees in Huduma centers are satisfied as
it will have consequences on the success of the Huduma Centre project of the
government in service delivery to Kenyan citizens. To academicians and researchers,
the study is expected to fill knowledge gaps in literature and act as basis for future
research.

1.6 Scope of the Study

The study will be conducted in the9 Huduma centers in North Rift region. The study
respondents will be employees in Lodwar Huduma center, Kitale Huduma center,
ElgeyoMarakwet Huduma center, Eldoret Huduma center and Nandi-Kapsabet
Huduma center. The researcher expects to conduct the research within three months.

6
1.7 Limitations of the Study
The major limitation this study expects is that respondents may not be willing to
provide data required by the study due to the sensitive nature of information. The
researcher will convince the respondents that the information provided for academic
purposes will be used with utmost confidentiality. The accompanying letter of
introduction will also be presented to the officers.

7
 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction
This chapter presents a review of the theories guiding the study. The empirical
literature review, the conceptual framework for variables under study, critique of past
relevant literature and summary of reviewed literature relevant to the study are also
presented

2.2 Theoretical Review

This section presents a review of theories relevant to the study. They are; Servqual
model, Herzberg duality theory and expectancy theory.

2.2.1 Servqual Model

The original conceptualization of service quality was a framework developed by
Parasuraman, Zeithaml and Berry (1985, 1988 and 1994). Their works led to the
development of a 22-item scale, the Servqual instrument which has been used
extensively by most researchers. The Servqual instrument was originally measured
on ten aspects or dimensions of service quality: reliability, responsiveness,
competence, access, courtesy, communication, credibility, security, understanding,
and tangibles (Parasuraman et al., 1985) as a means of measuring the gap between
customer expectation and experience. The original construct was found to be overly
complex, subjective and statistically unreliable, and as a result it was simplified and
modified to the five-dimensional model which is measured on five aspects, namely -
reliability, assurance, tangibility, empathy and
responsiveness(McCabe,Rosenbaum&Yurchisi, 2007).

Service quality is therefore a function of pre-purchase customers’ expectations,

perceived process quality and perceived output quality (McCabe et al., 2007).
Parasuraman et al. (1985), conceptualized service quality as the gap between what
customers expect and how they perceive experience of services and developed the
original instrument was made up of 22-items. The data on these items were grouped
under the five dimensions of Rater (Nyeck, Morales & Pons, 2002). A lot of studies
have been undertaken using the Servqual because of its generic service applicability.
8
It has been used in hospitals (Babakus&Boller, 1992); a telecommunications
company, two insurance companies and two banks (Parasuraman, Berry &Zeitham,
1991).

The Servqual has proved to be an invaluable tool for service organizations to better
understand what their customers or clients value and how well they are meeting the
needs and expectations of customers and clients. It provides a benchmark based on
customer opinions of an excellent organization, on the ranking of key attributes and
on comparison to what employees of service organizations believe customers feel
(Abdalla,Kiragu,Waswa,Ono,Kariuki&Ikua,2015).In their arguments in support of
the Servqual, Nyeck et al. (2002), posit that Servqual remains the most complete
attempt to conceptualize and measure service quality. They contend that its main
benefit is the ability of researchers to examine numerous service industries such as
healthcare, banking, financial services and education(Nyeck et al., 2002).

2.2.2Herzberg Duality Theory

Herzberg (1987) classified the work dimensions into motivators and hygiene factors.
Motivators are the satisfying events, absence of whose would cause no satisfaction
and not dissatisfaction. They include achievement, recognition, work, itself,
responsibility, advancement and growth. Hygiene factors are the dissatisfying events
presence of whose would not cause satisfaction. They include company policy and
administration, supervision, relationship with superior, work condition, salary
relationship with peers, personal life, relationship with subordinate’s status and
security.

Herzberg (1987) stated that motivators would include intrinsic satisfaction that
impacts on attitudes, stress, morale commitment and hence employee satisfaction
while hygiene factors impacted on extrinsic satisfaction which does not impact on
motivation or satisfaction. Satisfied employees exhibit positive behaviour outcomes
on turnover, productivity and performance (Babakus, Yavas,Karatepe&Avci, 2003).

2.2.3ExpectancyTheory
Victor Vroom (1964) expectancy theory identifies three factors or expectancies that
play an interactive role in employee satisfaction; effort and performance,
instrumentality and valence. Effort–performance expectancy is perception by the

9
employee that effort is positively correlated to performance. Performance-outcome
expectancy or instrumentality concerns that following the performances appropriate
rewards intrinsic and extrinsic shall follow. Valences the degree to which a person
values a particular reward. Employee satisfaction would occur if he interprets a
positive relationship between the effort put and level of performance (Kiragu, 2015).

The organization should appropriately reward the performance in order to positively

reinforce the employee in repeating or improving the performance. Instrumentality or
the rewards offered are predictive in that the employee shall expect a future
improved performance shall result to rewards and hence increased performance and
satisfaction (Slocum, 1986). The rewards should however have valence for them to
be satisfying. Managers in organizations should therefore evaluate the nature of
rewards to respective to each employee because valence is relative (Kiragu, 2015).

Expectancy theory is therefore a highbred of instrumentality theory and drive theory

that incorporates experience in similar situations. The employee is satisfied once his
expectations are met and this acts as an instrument for him or her to improve the
performance. Expectancy theory is a process theory that deals with intrinsic
motivation and human emotions (Kiragu, 2015).

2.3 Empirical Review

In this section, a review of relevant empirical literature on the effects of
responsiveness, assurance, tangibility and empathy on employee job satisfaction is
presented.

2.3.1 Effect of Responsiveness on Employee Job Satisfaction

Mukhles, Mousa, Firas and Ma’moun (2018) studied the impact of internal service
quality (ISQ) on job satisfaction in the hotel industry in Jordan. The purpose of this
study is to explore the influence of ISQ on employee’s job satisfaction in five-star
hotels in Jordan. The current study was carried out by measuring the data gathered
through a seven-point Likert scale. The quantitative survey method was applied, and
therefore the SERVQUAL instrument was used to measure internal service quality
and the job satisfaction survey was used to measure job satisfaction. Data obtained
from a sample of 238 respondents drawn from 14five-star hotels in Jordan were
analyzed with the SPSS software based on descriptive statistics. The study’s findings

10
indicated that the ISQ of five-star hotels in Jordan has a significantly positive
influence on an employee’s job satisfaction. These findings support the hypothesis
that there is a positive relationship between ISQ in the hotel industry and industry
employees’ job satisfaction. However, this study was done in the hotel industry and
not the context of Huduma centers like the ones of the Kenyan government.
Moreover, the study was not done in Kenya implying different study contexts and
did not examine the effect of responsiveness on employee job satisfaction in Huduma
centers in North Rift region, Kenya.

Pantouvakis (2011) studied internal service quality and job satisfaction synergies for
performance improvement using evidence from a B2B environment. The findings
indicated that internal customers’ job satisfaction depends on the soft (interactive and
physical) ISQ dimensions, as well as the hard ISQ dimensions. Managers of service
firms should focus on both soft and hard dimensions of internal service quality, as
they influence job satisfaction. However, this study was done in the business to
business environment and not the context of Huduma centers like the ones of the
Kenyan government. Moreover, the study was not done in Kenya implying different
study contexts and did not examine the effect of responsiveness on employee job
satisfaction in Huduma centers in North Rift region, Kenya.

Wang (2012) investigated the influence of good internal service quality on employee
job satisfaction in international tourist hotels in Taiwan. A sample was entry-level
workers and section chiefs or employees at higher levels in the room service and
catering departments. Findings from this study showed that at international tourist
hotels in Taiwan satisfying internal service quality has a significant interactive
influence on employee job satisfaction. However, this study was done in the hotel
industry and not the context of Huduma centers like the ones of the Kenyan
government. Moreover, the study was not done in Kenya implying different study
contexts and did not examine the effect of responsiveness on employee job
satisfaction in Huduma centers in North Rift region, Kenya.

Pasebani, Mohammad and Yektatyar (2012) investigated the relationship between

internal service quality and job satisfaction in sport organizations in Iran. 371
managers and sport organization experts were selected using random sampling. The
results of a correlation test and regression analysis showed that there is a significant
11
positive relationship between internal service quality and job satisfaction. However,
this study was done in the sports industry and not the context of Huduma centers like
the ones of the Kenyan government. Moreover, the study was not done in Kenya
implying different study contexts and did not examine the effect of responsiveness
on employee job satisfaction in Huduma centers in North Rift region, Kenya.

2.3.2 Effect of Assurance on Employee Job Satisfaction

Wambugu and Mwaura (2018) studied the effect of service quality dimensions on
customer satisfaction among government Huduma Centers in Rift Valley Region,
Kenya. In correlation analysis, findings indicated that there was a strong positive
significant relationship between service efficiency and customer satisfaction. The
study demonstrated that service efficiency, has a significant influence on customer
satisfaction. The study concluded that service efficiency has a significant role in
determining customer satisfaction in Huduma centers. The study recommended that
the government should continue coming up with policy measures that will improve
the quality of services provided at Huduma centers. However, this study did not
focus on employee job satisfaction. Moreover, the study did not examine the effect of
assurance on employee job satisfaction in Huduma centers in North Rift region,
Kenya.

Abdalla, Kiragu, Waswa, Ono, Kariuki and Ikua (2015) studied the effect of Huduma
centers (one stop shops) in service delivery in Mombasa Huduma Centre. Majority of
the customers were pleased with the level of transparency, with but slightly low
levels of service awareness and clarity of procedures of accessing the relevant
service. Most were generally satisfied with the reliability of service delivery at the
Huduma Centre. Majority of the respondents felt that officers serving them were
courteous, but also felt that the issue of adequacy of staffing levels needs to be
addressed. The customers were satisfied with services offered at Huduma Centre.
The respondents were satisfied with how complaints were addressed, and almost
every respondent was willing to recommend others to seek services at the Centre. In
the study the major complaints made by the customers were delays at some counters.
However, this study did not focus on employee job satisfaction. Moreover, the study
did not examine the effect of assurance on employee job satisfaction in Huduma
centers in North Rift region, Kenya.

12
Khan, Rehman, Rehman, Safwan and Ahmad (2011) studied the link between
perceived human resources internal service quality practices with employee job
satisfaction in public and privatized banks. The study found that employee selection,
employee training and development, work design, job definition, employee rewards
and compensation reported high, positive and significant dimensionality to internal
service quality in human resource management. The study further found that internal
service quality in human resources has a positive and significant effect on employee
job satisfaction. The employees’ selection and their rewards and recognitions, their
training and development, work design and job definition are the most important
human resource management areas for enhancing the employees’ job satisfaction.
However, this study was done in the banking industry and not the context of Huduma
centers like the ones of the Kenyan government. Moreover, the study was not done in
Kenya implying different study contexts and did not examine the effect of assurance
on employee job satisfaction in Huduma centers in North Rift region, Kenya.

Seyyedi, Damirchi and Rahimi (2012) studied internal customer service quality in
Iranian tourism industry. The researchers carried out a study to determine the
industry’s most important service attribute, as well as investigate the strength of the
relationship between quality of service for internal customers and the satisfaction of
employees. The respondents consisted of 151 frontline employees of tourisms
companies from a sample of 157. The results showed that relationships between
persons is most critical aspect of quality of service for internal customers while
rewarding and recognizing employees were found to be least critical. Quality of
service for internal customers and satisfaction of employees related positively and
significantly. However, this study was done in the tourism industry and not the
context of Huduma centers like the ones of the Kenyan government. Moreover, the
study was not done in Kenya implying different study contexts and did not examine
the effect of assurance on employee job satisfaction in Huduma centers in North Rift
region, Kenya.

2.3.3 Effect of Tangibility on Employee Job Satisfaction

Dhurup (2012) explored internal service quality and the relationship with internal
customer satisfaction. The survey method, with a sample of 229 randomly selected
employees, was used to collect data from different departments in a petrochemical

13
company. The internal service quality dimensions comprise five dimensions, namely:
credibility; accessibility/tangibility; preparedness; reliability; and competence. In
terms of the regression analysis, the dimensions of accessibility and tangibility,
reliability and competence exerted the strongest influence on internal customer
satisfaction. However, this study was done in the manufacturing industry and not the
context of Huduma centers like the ones of the Kenyan government. Moreover, the
study was not done in Kenya implying different study contexts and did not examine
the effect of tangibility on employee job satisfaction in Huduma centers in North Rift
region, Kenya.

Agwaro (2017) studied service design and service quality in the public sector, in the
case of Huduma canters. The study sough to find out the different service designs,
automated queuing, process automation and self-service, as adopted by various
Huduma Centres in the country, their effect on service delivery and customer
satisfaction. The population of this study was all the Huduma Canters in Kenya,
Huduma as the sample for the study. The study found out that services at Huduma
centres are highly automated hence have enabled customers to pay online for
services. This in turn has led to a significant rise in service quality.
Citizens/customers are also able to serve themselves from their smart
phones/PCs.The study noted that the service processing automation and automated
queuing system has reduces customer wait time and increased operational efficiency
to a great extent. With automated queuing through ticketing, clients experienced
fewer troubles in following the administration counters that offered the
administrations they required. They didn't need to enquire for heading that caused
superfluous postponements. Clients were likewise mindful when they were to be
served and to what extent they were to hold up before their turn comes to.However,
the study did not examine the effect of tangibility on employee job satisfaction in
Huduma centers in North Rift region, Kenya.

Naser, Esmaeil, Masood and Mahmood (2013) studied the relationship between
quality of service for internal customers and satisfaction at work in Islamic Azad
University in Iran. It was shown that internal service quality and job satisfaction
there is are positively and significantly correlated. It was also found out that internal
service quality at various levels of organization and satisfaction are significantly

14
correlated. However, this study was done in the education sector and not the context
of Huduma centers like the ones of the Kenyan government. Moreover, the study was
not done in Kenya implying different study contexts and did not examine the effect
of tangibility on employee job satisfaction in Huduma centers in North Rift region,
Kenya.

Nazeer, Zahid and Azeem (2014) examined the mediating effect of job satisfaction
on the relationship between internal service quality and job performance. It was
revealed that quality of service for internal customers positively affects work
satisfaction in Pakistan universities. However, this study was done in the sports
industry and not the context of Huduma centers like the ones of the Kenyan
government. Moreover, the study was not done in Kenya implying different study
contexts and did not examine the effect of tangibility on employee job satisfaction in
Huduma centers in North Rift region, Kenya.

2.3.4 Effect of Empathy on Employee Job Satisfaction

Kiragu (2015) studied the relationship between employee satisfaction and service
quality in funeral homes in Nairobi City County. Empathy was one aspect of service
quality focused on. In terms of the funeral home staff showing empathy to the
bereaved, the findings show that employees treat their work casually and routinely
demonstrate and to a low extent are they cautious in their talk while dealing with
customers. The same negative treatment of customers was exhibited in following up
customer complaints and also going an extra mile in offering services. The study
found that indeed the level of employee’s satisfaction influenced positively the level
of service quality in the funeral homes. However, this study was done in funeral
homes and not the context of Huduma centers like the ones of the Kenyan
government.

Chepkorir (2015) studied the effects of service quality on customer satisfaction at the
Nairobi huduma center. The study found out that customers were generally satisfied
with the quality of services at the centre. More specifically, the results of the study
showed that the service quality factors that ensured customer satisfaction at the
centre included service quality, friendliness of the centre officials, and the prompt
resolution of customer issues, among others. The results also showed that customers
were dissatisfied with such quality issues as failure of teller machines and slow
15
internet signals, which delayed the services. Other factors included a lack of clarity
with respect to procedures and the appropriate lines to join. However, this study did
not focus on employee job satisfaction. Moreover, the study did not examine the
effect of empathy on employee job satisfaction in Huduma centers in North Rift
region, Kenya.

Sharma, Kong and Kingshott (2016) in their research noted that the quality of
internal services positively and significantly affects manufacturing employee
satisfaction at work in China’s Guangdong Province. However, this study was not
done in the context of Huduma centers like the ones of the Kenyan government.
Moreover, the study was not done in Kenya implying different study contexts and
did not examine the effect of empathy on employee job satisfaction in Huduma
centers in North Rift region, Kenya.

Ramya, Kowsalya and Dharanipriya (2019) studied service quality and its
dimensions. The purpose of this paper was to gain basic knowledge of service quality
models, explaining the different dimensions in service quality. It was based on
literature review. It was noted that in the increasing competitive market, especially
services market, the focus on service quality is essential to service firms for their
survival and success. Service quality management aids to maintain consistency in-
service delivery and to meet changing customer expectations more efficiently and
effectively. However, this study was not done in the context of Huduma centers like
the ones of the Kenyan government. Moreover, the study was not done in Kenya
implying different study contexts and did not examine the effect of empathy on
employee job satisfaction in Huduma centers in North Rift region, Kenya.

2.4 Conceptual Framework

A conceptual framework refers to a group of concepts that are broadly defined and
systematically organized to provide a focus, rationale and a tool for the integration
and interpretation of information, usually expressed abstractly through word models
(Mugenda & Mugenda, 2013). The independent variables are responsiveness,
assurance, tangibility and empathy. The dependent variable is employee job
satisfaction. The conceptual framework is shown in Figure 2.1.

16
 Responsiveness
Willingness to help
Willingness to provide prompt services

Assurance
Courtesy
Ability to gain trust and confidence
Employee job satisfaction
Operating conditions
Pay
Tangibility
Physical facilities
Communication means

Empathy
Understanding problems
Humane treatment

Independent variables Dependent variable

Figure 2.3:Conceptual Framework

2.5 Critique of the Existing Literature Relevant to the Study

The review of literature revealed that internal service quality has positive relationship
with employee job satisfaction. This was generally observed across various sectors of
the economy such as hotel, tourism, education and manufacturing sectors. However,
the studies differ in terms of the service quality aspects focused on. Whereas studies
quality of service for internal customers generally positively affects satisfaction at
work, the approaches adopted are generally different. This makes the current study
unique in the context as it focuses on dimensions of responsiveness, assurance,
tangibility and empathy in the case of employees who are viewed as internal
customers. Moreover, majority of studies focused on customer satisfaction, that is,
external customers.

2.6 Summary
The Servqual model was simplified and modified to the five-dimensional model
which is measured on five aspects, namely - reliability, assurance, tangibility,

17
empathy and responsiveness.The Servqual has proved to be an invaluable tool for
service organizations to better understand what their customers or clients value and
how well they are meeting the needs and expectations of customers and clients.
Herzberg duality theory stated that work dimensions can be classified into motivators
and hygiene factors. Motivators are the satisfying events, absence of whose would
cause no satisfaction and not dissatisfaction. Hygiene factors are the dissatisfying
events presence of whose would not cause satisfaction. Expectancy theory identifies
three factors or expectancies that play an interactive role in employee satisfaction;
effort and performance, instrumentality and valence.

The study noted that internal service quality has a significantly positive influence on
an employee’s job satisfaction. It was determined that internal customers’ job
satisfaction depends on the soft (interactive and physical) internal service quality
dimensions, as well as hard internal service quality dimensions. The findings showed
that interpersonal relationship is the most important dimension of the internal
customer service quality, and rewards and recognitions the least important. It was
established that the dimensions of accessibility and tangibility, reliability and
competence exert the strong influence on internal customer satisfaction. It was
shown that between internal service quality and job satisfaction there is significant
positive correlation. It was noted that factors related quality of service for internal
customers, friendliness of the centre officials, and the prompt resolution of customer
issues, among others ensure satisfaction at work.

2.7 Research Gaps

Mukhles, Mousa, Firas and Ma’moun (2018) study was done in the hotel industry
and not the context of Huduma centers like the ones of the Kenyan government.
Moreover, the study was not done in Kenya implying different study contexts and
did not examine the effect of responsiveness on employee job satisfaction in Huduma
centers in North Rift region, Kenya. Wang (2012) conducted a study in international
tourist hotels in Taiwan and not the context of Huduma centers like the ones of the
Kenyan government.

Wambugu and Mwaura (2018) studied the effect of quality of service dimensions on
employee satisfaction among government Huduma Centers in Rift Valley Region,
Kenya while Abdalla et al. (2015) studied the effect of Huduma centers (one stop
18
shops) in service delivery in Mombasa Huduma Centre. However, the studies did not
shed light on the effect that assurance has on satisfaction of employees of Huduma
centers in North Rift region, Kenya.

Agwaro (2017) studied design of services and quality of services in public sector, in
the case of Huduma canters. However, tangibility was not focused on as a study
dimension. Sharma et al. (2016) study was not done in the context of Huduma
centers like the ones of the Kenyan government. Moreover, the study was not done in
Kenya implying different study contexts and did not focus on the quality dimension
of empathy. Generally, there is little research that has been done in Huduma centers
in Kenya on effect of quality of service for internal customers on satisfaction at
work. This study will therefore examine the effect of responsiveness, quality
assurance, tangibility and empathy on employee job satisfaction in Huduma centers
in North Rift region, Kenya.

19
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction
This chapter presents discussions on step by step procedures that will be followed in
addressing the research problem. The research design, population, sampling
technique and sample size, data collection techniques, pre-testing of research
instruments, data collection procedures and data analysis and processing are also
presented.

3.2 Research Design

The main function of a research design is to explain how to find answers for the
stated research questions (Kumar, 2014). The study will be conducted using the
descriptive survey design in the form of a cross section. The research design is
preferred for the study since it provides a quick, efficient and accurate means of
accessing information about the population. It also provides a meaningful picture of
events and seeks to explain people’s perception and behavior on the basis of data
gathered at a point in time (Goertz & Mahoney, 2012).

3.3 Target Population

Population is a defined or set of people, services, elements, and events, group of
things or households that are being investigated. Target population is the specific
population about which information is desired (Mugenda & Mugenda, 2013).The
study population, from whom the required information to find answers to your
research questions is obtained (Kumar, 2011).The study will target 191employees in
5Huduma Centers North Rift, Kenya as shown in Table 3.1.

Table 3.1: Target Population

Target Population
LodwarHuduma Centre 36
KitaleHuduma Centre 45
ElgeyoMarakwetHuduma Centre 38
EldoretHuduma Centre 50
Nandi-KapsabetHuduma Centre 22
Total 191

20
3.4 Sample Size and Sampling Technique
According to Kumar (2011) sampling is the process of selecting a few elements from
the bigger group, the sampling population to become the basis for estimating or
predicting the prevalence of an unknown piece of information, situation or outcome
regarding the bigger group. A sample is a subgroup of the population you are
interested in. Sampling saves time as well as financial and human resources (Kumar,
2014).Yamane (1967) formula will be used in determination of the sample size. At
95% level of confidence, where e = 0.05, the size of the samples determined by the
formula shown in Equation 3.1.

N
n= ...............................................................................................Equation 3.1
1+ N ( e 2 )
In Equation 3.1, n is sample size, N is population size and e the precision level.
Study sample size is shown in Equation 3.2.
191
n= ................................................Equation 3.2
1+191 ¿ ¿
A total 130 respondents will constitute the study sample. The study will use stratified
sampling technique to choose the study respondents. The method of proportional
allocation will be used to determine the sample size for each stratum. The researcher
will then adopt simple random sampling to select the respondents for the actual
study. The respondents will be selected using simple random sampling because each
respondent will have an equal chance of being selected. The details on sample size
are shown in Table 3.2.

Table 3.2: Sample Size

Target Proportionate Sample size
Population allocation
LodwarHuduma Centre 36 36 24.50=24
n1 = × 130
191
KitaleHuduma Centre 45 45 30.63=31
n2 = × 130
191
ElgeyoMarakwetHudu 38 38 25.86=26
n3 = × 130
191
ma Centre
EldoretHuduma Centre 50 50 34.03=34
n 4= ×130
191
Nandi- 22 22 14.97=15
n5 = × 130
191
KapsabetHuduma

21
 Centre
Total catchment 191 191 130
n= × 130
191

3.5 Data Collection Instruments

The primary data sources will be utilized to generate the requisite data for the
research. The data will be collected through a self-administered structured
questionnaire. The questionnaire will be both structured. According to Khan (2014),
questionnaires save time and are economical to administer. In undertaking data
collection through a questionnaire survey, questionnaire is one of the most crucial
elements (Brace, 2013).

3.6 Data Collection Procedures

The researcher will first obtain the letter of introduction before conducting a pilot
study. After conducting the pilot study, permission for data collection for the actual
study from Jomo Kenyatta University of Agriculture and Technology will be sought.
The respondents will be informed about the purpose of the study before
questionnaires are delivered to them. Afterwards, the research questionnaires will be
delivered and distributed in person to the participants and collected immediately once
they were duly filled. Respondents who will not be in a position to fill up
questionnaires will be give reasonable acceptable timelines and follow ups will be
made.

3.7Pilot Study
A pilot study will be conducted to test the research questionnaire reliability and also
ensure its validity. A sample of 10% of the study sample is sufficient for piloting the
research questionnaire (Connelly, 2008; Cooper & Schindler, 2011). Hence, a sample
of 14 respondents will participate in pre-testing the research questionnaire. Piloting
helps in revealing questions that are vague so that they are reviewed until they
convey the same meaning to all the subjects. The questionnaire will be revised
according to the findings of the pilot test. The revised research questionnaire wills
the then be used in the actual study (Khan, 2014).

3.7.1 Validity
Validity of the questionnaire refers to the extent to which it accurately measures the
variable it is intended to measure (Khan, 2014; Ihantola&Kihn, 2011). The

22
researcher will ensure that the questionnaires exhibit both face validity and content
validity through consultations with the research supervisor. The more each aspect has
adequate representation in the questions or items, the better the content validity
(Kumar, 2014). Moreover, judgment by the researcher, the researcher’s readership
and experts in the field is very critical in ensuring content validity (Kumar, 2011).

3.7.2 Reliability
Reliability of the questionnaire is its ability to produce results that can be predicted.
It has to do with consistency of the instrument (Khan, 2014). Wwithout the research
results, tools and procedures reliability, the researcher cannot satisfactorily draw
conclusions and to make necessary claims (Khan, 2014).Cronbach’s alpha coefficient
will be used to test the reliability of the research questionnaire. A coefficient above
or equal to 0.70 is considered sufficient for most cases (Sreevidya& Sunitha, 2011).

3.8 Data Analysis

The study will conduct both descriptive and inferential analysis. Frequencies,
percentages, means and standard deviations will constitute the descriptive statistics
that will be used by the study. Mmultiple regression analysis and Pearson product
moment correlation will comprise the inferential statistics for the study. The results
of statistical analysis will be presented in tables. The multiple regression models that
will be adopted are depicted in Equation 3.3.
Y = β0 + β 1 X 1 + β 2 X ❑2 + β 3 X 3+ β 4 X 4 + ε ......................................Equation 3.3
Where;Y represents employee job satisfaction in Huduma centers in North Rift
region, Kenya
β0represents the y-intercept
β1, β2, β3 and β4represent coefficients of responsiveness, assurance, tangibility
and empathy respectively
X1, X2, X3and X4 represent the independent variables
ε represents error term

23
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27
 APPENDICES

Appendix I: Introduction Letter

Jomo Kenyatta University of Agriculture and Technology,

School of Business and management sciences
P. O. Box 1125, 30100
Kitale.

Dear Respondents,

RE: REQUEST FOR RESEARCH DATA

I am a postgraduate student at Jomo Kenyatta University of Agriculture and

Technology pursuing the degree of Master of Science in Human Resource
Management in the Department of Entrepreneurship, Procurement and Management
in the School of Entrepreneurship, Technology, Leadership and Management. I am
conducting a research study entitled ‘‘INFLUENCE OF SERVICE QUALITY ON
EMPLOYEE JOB SATISFACTION: A SURVEY OF HUDUMA CENTRES IN
NORTH RIFT REGION, KENYA’’. The study is for academic purposes only. Kindly
note that your responses was to be treated as confidential and anonymous and at no
instance was to your name be mentioned in the report. Your assistance was to be
highly appreciated.

Yours faithfully,

______________
Harrriet Nasambu
Student

28
Appendix II: Research Questionnaire for Customs Officers
This questionnaire is intended to gather information for an academic study entitled
“INFLUENCE OF SERVICE QUALITY ON EMPLOYEE JOB SATISFACTION: A
SURVEY OF HUDUMA CENTRES IN NORTH RIFT REGION, KENYA”. The data
collected is purely for academic purposes and any information given was treated as
confidential.

Section A: Background Information

Questionnaire Number
Kindly tick (√) against the correct answer
1. What is your gender? Male [ ] Female [ ]
2. Please indicate your age bracket
Less than 18 years [ ] 18 to 35 years [ ] above 35 years [ ]
3. What is your highest level of education?
Primary [ ] Secondary [ ] Post secondary [ ] Graduate [ ]
Post graduate [ ]
4. For what period of time have you been in the organization?
Less than 1 year [ ] 1 to 3 years [ ] 3 to5 years [ ]
More than 5 years [ ]

INSTRUCTIONS FOR SECTIONS B, C, D, E AND F

You are required to indicate your level of agreement/disagreement with the
statements in the table below using the following 5-point Likert scale: 1 = strongly
disagree; 2 = Disagree; 3= Neutral; 4 = Agree and 5 = strongly Agree. Kindly put a
tick (√) against the correct choice.

29
Section B: Responsiveness
Statement 1 2 3 4 5

1 Employees are assisted whenever they

request while at work
2 Employees are assisted whenever they
request when they are not able to attend
to work in certain circumstances
3 There is willingness to provide services
with minimal delay to employees of the
organization
4 There is willingness to provide services
quickly to employees of the organization

Section C: Assurance
Statement 1 2 3 4 5

1 The staff at the Hudumacentre listen to

and consider the views of others
2 Hudumacentre employees are polite
3 The Hudumacentre employees are
trustable
4 Hudumacentre employees are
knowledgeable enough to answer
questions

30
Section D: Tangibility
Statement 1 2 3 4 5

1 Hudumacentre building is visually

appealing
2 Up to date equipment and facilities are
used
3 The communication network used by
employees is efficient
4 The employees follow right channels of
communication within the organization

Section E: Empathy
Statement 1 2 3 4 5

1 Instructions on assignments given are

explained until one understands fully
2 There is understanding of the specific
needs of employees of the organization
3 Huduma Centre staff are treated equally
without regard to class in society
4 The Huduma center employees avoid
insults when handling each other

31
Section F: Employee Job Satisfaction
Statement 1 2 3 4 5

1 The monetary consideration given to

employees for work meets expectations
2 The non-financial benefits given to
employees meet expectations
3 The overall experience working
employees in the Hudumacentre is
positive
4 Employee complaints or problems are
addressed in a fair manner

THANK YOU FOR YOUR COOPERATION AND PLEASE CHECK IF

THERE IS ANY QUESTION THAT YOU FORGOT TO ANSWER

………………….. END……………………

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Appendix III: The Work Plan
Monthly Activity October 2020 November 2020 December 2020
Topic identification
Problem statement
Literature review
Proposal defense
Corrections & amendments
Pilot study
Collection of data
Data coding, entry and
cleaning
Data analysis
Report writing
Research project defense
Journal publication

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Appendix IV: The Proposed Budget
Activities Estimated Total cost (KHz)
Literature review 20,000
Development of draft instruments 2,000
Proposal defense 6,000
Pretesting draft instruments 6,000
Actual study’s field work 36,000
Writing of draft report 6, 000
Defense of research project 6,000
Publishing research report 25,000
101,000

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